Operating context and key risks
Information on operating context and key risks is available on the CRTC’s website.
Although the CRTC operates at arm’s length from the federal government, given the nature of its mandate related to Broadcasting and Telecommunications and its deep knowledge of the communications industry, it frequently operates in an environment where it must be responsive to government business of the day and provide advice as required under the Broadcasting and Telecommunications Acts.
For example, in the context of the government’s review of the Broadcasting Act and the Telecommunications Act, the CRTC considered its own policy proposals and provided a public written submission to the legislative review panel in January 2019.
In addition, the CRTC responded to three Governor in Council requests in 2018-19:
- it held public consultations, conducted public opinion research and consulted multiple stakeholders to deliver its digital-first report to the government, “Harnessing Change: the future of programming distribution in Canada” on May 31, 2018, which sets out policy options to help ensure a vibrant market in the digital era;
- it held a public inquiry and, on February 20, 2019, delivered a report on misleading and aggressive sales practices by large telecommunications service providers; and
- it reconsidered the licences of large TV groups, increasing expenditure requirements for programs of national interest (such as drama and documentaries), original French-language programs, and music programming. The renewed licences were issued on August 30, 2018.
In 2018-19, technological innovation continued to alter the communications landscape as it did the operating contexts of many other government departments. Disruptions, such as the emergence of global content providers, can have significant implications for the CRTC’s core responsibility “to regulate and supervise Canada’s communications system.” In 2018-19, the CRTC continued to stay abreast of potential and actual disruptions, and to increase its knowledge base of the trends and its understanding of their implications through knowledge partnerships and dialogue with Canadian citizens, academics, consumers and creators.
In its 2018–19 Departmental Plan, the CRTC identified four key risks to its ability to fully serve the public interest and meet the expectations of Canadians:
- the CRTC may not be able to ensure that “Canadian content is created” due to ongoing disruption in the communications sector;
- the CRTC may not be able to ensure that “Canadians are connected to world-class communications services” due to shifting global market conditions and the inherent challenges of Canada’s geography;
- the CRTC may not be able to ensure that “Canadians are protected within the communications system” due to the increasing complexity of its security landscape; and
- due to the complexity of some of its proceedings, the CRTC may not always be able to meet its standards for tribunal efficiency.
Throughout 2018–19, the CRTC took steps toward mitigating these risks, as described in the table below.
|Risks||Risk response strategy and effectiveness||Link to department’s Core Responsibilities||Link to mandate letter commitments and any government-wide or departmental priorities (as applicable)|
|The CRTC may not be able to ensure that “Canadian content is created” due to ongoing disruption in the communications sector.||
||Regulate and Supervise the Communications System||A vibrant Canadian culture and heritage|
|The CRTC may not be able to ensure that “Canadians are connected to world-class communications services” due to shifting global market conditions and the inherent challenges of Canada’s geography.||
||Regulate and Supervise the Communications System||
|The CRTC may not be able to ensure that “Canadians are protected within the communications system” due to the increasing complexity of its security landscape.||
||Regulate and Supervise the Communications System||A safe and secure Canada|
|Due to the complexity of some of its proceedings, the CRTC may not always be able to meet its standards for tribunal efficiency.||
||Regulate and Supervise the Communications System||Well-managed and efficient government operations|
Departmental Sustainable Development Strategy
1. Context for the Departmental Sustainable Development Strategy
The 2016–2019 Federal Sustainable Development Strategy (FSDS):
- sets out the Government of Canada’s sustainable development priorities
- establishes goals and targets
- identifies actions to achieve them, as required by the Federal Sustainable Development Act
In keeping with the objectives of the act to make environmental decision-making more transparent and accountable to Parliament, the Canadian Radio-television and Telecommunications Commission supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.
2. Sustainable development in the Canadian Radio-television and Telecommunications Commission
The Canadian Radio-television and Telecommunications Commission’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving low-carbon government. This supplementary information table presents available results for the departmental actions pertinent to this goal. Last year’s supplementary information table is posted on the department’s website. This year, the Canadian Radio-television and Telecommunications Commission is also noting which UN SDG target each departmental action contributes to achieving.
3. Departmental performance by FSDS goal
The following table provides performance information on departmental actions in support of the FSDS goal listed in section 2.
|FSDS target(s)||FSDS contributing action(s)||Corresponding departmental action(s)||Support for United Nations Sustainable Development Goal (UN SDG) target||Starting point(s), target(s) and performance indicator(s) for departmental actions||Results achieved|
|Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025||Improve the energy efficiency of our buildings/operations*||Not applicable||Not applicable||Not applicable||Not applicable|
|Modernize our fleet*||Not applicable||Not applicable||Not applicable||Not applicable|
|Support the transition to a low-carbon economy through green procurement||
||12.7||Departmental approach to further the implementation of the Policy on Green Procurement in place||To meet green procurement objectives, the CRTC follows an approach that includes the use of Public Services and Procurement Canada (PSPC) and Shared Services Canada (SSC) procurement instruments and specific training for functional specialist staff.|
||Number and percentage of specialists in procurement and/or materiel management who have completed the Canada School of Public Service Procurement course or equivalent||
Two of three employees
|Demonstrate innovative technologies*||Not applicable||Not applicable||Not applicable||Not applicable|
|Promote sustainable travel practices*||Not applicable||Not applicable||Not applicable||Not applicable|
|Understand climate change impacts and build resilience*||Not applicable||Not applicable||Not applicable||Not applicable|
|Improve transparency and accountability†||Not applicable||Not applicable||Not applicable||Not applicable|
|Develop policy for low-carbon government†||Not applicable||Not applicable||Not applicable||Not applicable|
* This contributing action does not apply to small and micro departments.
† This contributing action applies only to the Centre for Greening Government at the Treasury Board of Canada Secretariat (TBS).
|Additional departmental activities and initiatives||Starting points, targets and performance indicators||Results achieved|
||Not applicable||Not applicable|
4. Report on integrating sustainable development
During the 2018–19 reporting cycle, CRTC had no proposals that required a Strategic Environmental Assessment and no public statements were produced.
Gender-based analysis plus
The Government of Canada defines the term “gender-based analysis plus” (GBA+) as an analytical approach used to assess how diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives. The “plus” in GBA+ acknowledges that the gender-based analysis goes beyond biological (sex) and socio-cultural (gender) differences; it considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.
The table below sets out general information about CRTC’s 2018-19 GBA+ status.
Not applicable: The CRTC did not have a formal GBA+ implementation plan in 2018-19.
The Broadcasting Act is one of the enabling instruments of the CRTC. It requires the CRTC to help ensure that the Canadian broadcasting system:
The CRTC appointed its first Champion for GBA+ and Status of Women and its first Champion for Indigenous issues/Reconciliation. (June 2019)
|Human resources||Not applicable: The CRTC did not plan to assign dedicated full-time equivalents (FTEs) to GBA+ implementation in 2018-19.|
|Major initiatives: results achieved||
In 2018-19, the CRTC:
Women in Communications and Technology (WCT) programs
The CRTC participates in WCT programs that seek to empower women as leaders and contributors to Canada’s digital economy:
|Reporting capacity and data||The CRTC does not collect microdata information on GBA+. It relies on submissions from external parties to inform its decisions.|
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