Supplementary Information

Operating context and key risks

Information on operating context and key risks is available on the CRTC’s website.

Operating context

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.

Key risks

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.

Key risks
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.	The CRTC continued to monitor and strategically analyze market conditions and technological developments in order to advance regulatory policies. The CRTC continued to collaborate with external stakeholders on the promotion of programming made by Canadians. The CRTC continued to enhance its collaborative efforts with key organizations both domestically and internationally.	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.	The CRTC continued to monitor and strategically analyze market conditions and technological developments in order to advance regulatory policies. The CRTC engaged in continuous dialogue with Canadians and service providers to identify and analyze trends. The CRTC continued to enhance its collaborative efforts with key organizations both domestically and internationally.	Regulate and Supervise the Communications System	Strong economic growth A fair and secure marketplace
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.	The CRTC continued to enhance its collaborative efforts with key international and domestic organizations to strengthen its protection mechanisms. The CRTC focused its enforcement efforts using an intelligence-led approach, and publicized high impact cases to protect Canadians and promote compliance. The CRTC enhanced public awareness so that Canadians can protect themselves within the communication system. The CRTC proactively researched possible enhancements to 9-1-1 networks and evolved its regulations as appropriate.	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.	The CRTC monitored its efficiency on an ongoing basis.	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 goal: low-carbon government
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	Integrate environmental considerations into procurement management processes and controls	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.
		Ensure that decision-makers have the necessary training and awareness to support green procurement	12.7	Number and percentage of specialists in procurement and/or materiel management who have completed the Canada School of Public Service Procurement course or equivalent	66.7% 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 sustainable development activities and initiatives related to low-carbon government
Additional departmental activities and initiatives	Starting points, targets and performance indicators	Results achieved
Toner cartridges recycled at end of life Encourage employees and co-workers to bike, walk or take public transit to work or to telework Maximize the use of video and teleconference services for internal and external meetings including the participation of Canadians in our public hearings Turn off computers and other equipment at the end of the work day Use energy-efficient lighting Use recycled paper for multifunctional printers Multifunctional printers are programmed to print, by default, on both sides in order to reduce the volume of paper Implement "one device per user" where each employee uses one primary source of technology, such as a laptop or tablet Automation and elimination of paper-based processes Reduce, consolidate and modernize IT infrastructure and server room equipment and processes to maximize efficiencies and reduce power consumption Participate in the Computers for Schools program which provides a second life to computers Display any surplus furniture and materiel (metal, plexiglass) on the Web site Buyandsell.gc.ca prior to disposal in landfill site	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.

Governance structures	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: Reflects the circumstances and aspirations of Canadians via programming (i.e., on screen) and employment opportunities arising from broadcasting system operations (i.e., behind the camera); Serves the needs and interests of Canadians. As set out in the Act, meeting these requires consideration of the following: Equal rights for women Linguistic duality The multicultural and multiracial nature of Canadian society Indigenous Canadians Access to broadcasting content by Canadians with disabilities 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: Held a summit on Women in Production in December 2018, which brought together the presidents of Canada’s largest broadcasters to discuss opportunities to increase women’s access to key creative positions and production budgets in the Canadian film and television industry. Participating broadcasters announced in a joint statement with the CRTC that they would work on voluntary action plans to address the issue (action plans released October 1, 2019). Approved a licence for Rogers’ OMNI Regional service following a competitive call for applications for a new multilingual and multi-ethnic television service to receive mandatory distribution. The new licence will take effect on September 1, 2020, and will enhance the television broadcasting content, including news and information, available to Canada’s ethnically diverse communities. Initiated a public proceeding in January 2019 on the accuracy of closed captioning for live English-language TV programming, for the benefit of persons who are Deaf or hard of hearing. (The Regulatory Policy, RP 2019-308, was published in August 2019.) Directed the major wireless service providers to work collaboratively, in consultation with the Deaf and hard of hearing community, to create and promote common terminology sign language videos in ASL and LSQ. The videos were posted on the CRTC website in the Winter of 2019. Rescheduled its Indigenous broadcasting policy review to 2019-20 (launched June 2019). There are no current plans to review the ethnic broadcasting policy while the Indigenous policy review is underway. 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: The Dr. Roberta Bondar Career Development Program for Young Women in Science and Technology: This program aims to inspire women engineers, researchers, scientists, computer scientists and electrical engineers to move forward in science and technology fields, and to eventually transition into scientific and management leadership in the Canadian science and technology fields. The Jeanne Sauvé Career Development Program: This program is open to women on management track in government communications policy and the communications and technology sectors. Its two-week rotation offers new perspectives, insights and direct access to industry, public policy and regulatory decision makers.
Reporting capacity and data	The CRTC does not collect microdata information on GBA+. It relies on submissions from external parties to inform its decisions.

Date modified:: 2020-02-26

Language selection

Search and menus

Search