Stursberg Defends CBC Journalism in Wake of Sun TV News Launch

Richard Stursberg the president of English programming at the CBC, hit back at critics who have been accusing the network of anti-conservative bias.

In a article in yesterday’s National Post, Stursberg said

Maybe a few observations about “bias” are in order, from an organization that has been accused of bias from most points of the political compass for much of its nearly 75-year history.

Here’s the thing. Rabid partisans — of whatever view — will never agree with the CBC’s coverage of their areas of interest, unless we provide unqualified and uncritical support for their opinions. Nothing else will do. Everything else looks like “bias.”

Our news is never — and can never be — usefully addressed to those whose minds are already made up.

The CBC has been facing complaints of bias for weeks prior to the launch of Sun TV News, a new conservative-slanted all-news channel.

Kory Teneycke, a former communications director in Prime Minister Stephen Harper’s office is behind the new venture. During the launch event last Tuesday he said CBC News is boring:

Canadian TV news today is narrow, it’s complacent and it’s politically correct. It’s bland and boring. Our aim is not to bore people to death, we’ll leave that to the CBC.

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  Executives, News & Journalism Posted at 6:24 pm (24 Jun 2010)



Kirstine Stewart’s Vision for CBC TV

At the CBC fall launch event this afternoon, I had the opportunity for a quick chat with Kirstine Stewart, the general manger of CBC English television. This will be a big season for the CBC, and for Stewart personally. CBC Television has made some impressive ratings gains in the last few seasons under her watch. Gains that she hopes will continue this fall. I asked about her vision for CBC television.

PM: What is your vision for CBC Television?
KS: I really believe that the public broadcaster has to be entertaining and engaging with the public. We get a lot of debate about whether we should be pandering to viewers, whether we should be trying to go out of our way to attract them, and I don’t think we do… You own us. We want to reflect your interests, your passions. Everything you’re curious about we want to explore with you.

That’s what I’ve tried to do, to really create a lineup that really whether it’s sport, entertainment, comedy, it really gives an offering to Canadians of how interesting they are. If we’re lucky enough to get you to watch us, it better be something that you really deserve.

PM: What demographic do you want to capture? Is there a particular demographic that you’re looking at saying ‘I’d like to have more of them’?
KS: I’m always trying to widen the demographic. CBC over the years has been excellent in delivering news and sports coverage, and largely the viewership was older and a bit male – it skewed male. And that’s great, I want to expand that, I don’t want to abandon those viewers because they’re very important to everybody. But a 22-year-old woman out West is equally a Canadian as an 85-year-old grandfather. I like to broaden the audience.

What you see on the schedule, what I’ve tried to commission is a real mix of programming that can engage, hopefully, as wide an audience as possible, but always has a bit of a slant… So I think what I’m really trying to do is offer up a menu of what it is we have, but with the core basis that they’re all great authentic Canadian stories, not just to attract a specific demographic but also to get more people to watch each show.

PM: I’d like to touch on the criticism about the American programming. What’s your reaction?
KS: Unfortunately it’s unrealistic. I would love to be in the position of having a 24-hour Canadian schedule; I honestly cannot afford it on the budget that we’re given. When we put on American programming we do it within the allowance of our license. We have to be careful, we try to be respectful of the rest of the schedule when we take American programming, but knowing that sometimes, and quite often, that American programming brings in larger viewership that can showcase our Canadian shows right after. We did find that after introducing Jeopardy to the scheduled last year our eight o’clock time slot grew thirty percent. That was in part in compliment to Jeopardy as a lead in, and part in compliment to the producers who are making better shows. It’s a combination we need to take advantage of to make sure we have the most viewers possible watching Canadian shows.

PM: Does it surprise you that that criticism always focuses on the American programming?
KS: And not the British ones? It was very interesting to me. Not surprising, but interesting always. Because we had Coronation Street on the schedule in the same slot that Wheel of Fortune is in now for years and years and years.

So yes, I believe because we need to be more sensitive to the cultural sovereignty of Canada versus the United States because we share the border, that can be a trigger for people who want to keep CBC Canadian. But I’ve got to say, it’s more Canadian now that it’s ever been in years. People get a bit myopic or have a short-term memory when it comes to schedules, but I have an old one sitting outside my office: Dallas was in prime-time; it’s got Fresh Prince of Bel-Air. It wasn’t that long ago that we had a very U.S. schedule.

But we’ve kept it Canadian in prime time, we’ve got the only Canadian late-night talk show, we do a lot of things that push the boundaries, that let people know that we make all kinds of Canadian programming.

PM: The TD integration. Do you see this as something the CBC can take advantage of because of how much programming we make? Is there a flip side to that, is there a danger?
KS: We go into this with eyes wide open. We know that the bar is going to be very high for the CBC, in particular as a public broadcaster, when we look at integration. We look at other broadcasters who do this, and we know we are going to be more heavily scrutinized. We are so careful that the integrations are organic and very natural to the story lines and respect the characters and the characterization – that it doesn’t make them do anything wacky or weird. When it’s done well actually integration ends up looking like real life, you know, you take the brand cereal box off the shelf, and that’s what people do in their homes, nobody has blank cereal boxes in their cupboards.

Hopefully, if it’s done in the right way, it will look authentic from the beginning.

PM: Are intending to expand it, or are you at the testing phase?
KS: We’re doing well with it already. Expansion is probably not the right word as much as looking for the right fit with the right shows. We turn down a lot of things, and we only do this when we feel it’s the right fit for the shows. There’s a lot of matchmaking going on. Some shows, and some genres, like Factual Entertainment, reality shows and lifestyle shows in particular, can be really open to product integration, other shows that are editorial like news are going to be less or none. So we’ll take a look at the schedule and we’ll only do it where it makes sense.

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  Executives Posted at 7:10 pm (16 Sep 2009)



Interview with the President

CBC President Hubert Lacroix sat down with Allison Saunders this morning to discuss the impact of the layoffs. Below is a transcript of the interview.

Saunders: It’s been a tough couple of weeks, can you give me a sense of where we’re at?

Lacroix: It’s been really tough at CBC/Radio Canada. We all realize that, me the first.

First off, let’s talk about the redundancy notices. They have been given out… the famous pink slips. I was listening George Stroumboulopoulos who was interviewing our minister on his show a couple weeks ago, and I think he was interviewing him on the day where notices went out. Interesting coincidence.

So 250 notices went out. About 170 in English and 60 in the French network and about 20 across the other corporate components. That’s going to start the bumping process under the collective agreements. We figure it’ll take the whole summer to go through the bumping process and by the end of September we’ll have seen all the departures.

Saunders: In March there was talk about doing everything we could to reduce the number of involuntary departures. What have we managed to accomplish on that front?

Lacroix: Well, we were happy, in some ways, if you could say we were happy about introducing voluntary retirement incentive programs, but we did that. And through the leadership of Katya Laviolette and her team and people in culture there was about 300 people or so that we were able to see the requests met.

Add to that our year-end numbers, March 31 2009, which were a bit better than expected by a couple million bucks. That allowed us to reduce some of the cuts that we had planned, particularly in the regions, so we saved a few jobs there.

We continue to work with the unions, and with the work that we’re doing in reducing our expenses, because I really believe that every job counts, and as I’ve told the world since I walked in here, my first “p” of my three priorities is people, and we are trying to look at every single job and keep it inside our company instead of trying to eliminate it.

Saunders: Obviously it’s been an emotional time for all of our employees. Can you give me sense of how you are feeling about all of this?

Lacroix: I’ve been tough, I know that. You were saying a few seconds ago that this weekend you had to say goodbye to five or six people that you had been working with for 10 years at CBC-Radio canada. A lot of that. A lot of that is happening on each one floors that I walk around on.

So yes, it is difficult. It’s difficult for the people that leave, because I think it’s a great place to work at CBC/Radio Canada. We are a great institution.

It’s difficult for the people that stay on, because they see their friends leave and they also are concerned about the kind of work and stuff they have to do to compensate for these departures.

But that’s where we are right now. The people that stay here, we have all sorts of support that we’ll put in place for them. Whether it’s career counselling or programs of that kind.

I’m looking forward to stop being a number number-cruncher and spreadsheet person because I’ve been doing this non-stop for six months now. So I’m looking to September or maybe end of summer to start visiting the centres again.

I look forward to sitting down with our people, and listening to how they’re dealing with this and wether they have some things to say to me. But in the meantime, as I’ve been finishing my notes with, we have to hang tough. We will survive this and you’ll see CBC Radio Canada will be very strong when we finish this exercise.

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  Executives, Layoffs Posted at 5:31 pm (08 Jun 2009)



Michel Saint-Cyr Resigns from Real Estate

Michel Saint-Cyr, President of the CBC’s Real Estate Division has resigned.

The move comes as the CBC is trying to sell assets to finance the majority of a $171 million shortfall. CBC President Hubert Lacroix said on Friday that Saint-Cyr “created some one quarter billion dollars in value on a 10-year horizon…” by “monetizing” under-used assets.

Others, such as the President of the Canadian Media Guild, Lise Lareau are less charitable. “The impact of the Real Estate grip on CBC decision-making and the mantra of “monetizing” the public broadcaster’s space cannot be underestimated,” Lareau wrote on her blog.

“Desks were measured with a view to squashing as many people as possible into some newly leased space,” she added.

Lareau also said the real estate division precipitated the layoffs of 80 set and costume designers in Toronto, and that the success of the division served to mask the CBC’s financial crisis. “Here we are eight years after the creation of the Real Estate Power, with a $171M shortfall that Real Estate can’t fix, 800 layoffs on the horizon, and an unleased partly empty building in Toronto,” she wrote.

The impact of the resignation on financing CBC’s shortfall is unclear.

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  Executives, Real Estate Posted at 10:55 am (27 Apr 2009)



Richard Stursberg on Maritime Noon

CBC Vice-President of Enlgish Services Richard Stursberg was on Maritime Noon Friday talking about the CBC’s financial situation and it’s viability in the face of the layoffs. 

I didn’t have time to tune in myself, but if anyone did, leave a comment below with what he said.

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  Executives, Layoffs, The Media Landscape Posted at 11:31 am (03 Apr 2009)



Kirstine Layfield Responds

Over the last few weeks the CBC has received a ton of criticism and attention in the media, culminating with Heritage Minister James Moore’s comments from last week that the CBC should “stop chasing revenues and eyeballs.”

On Saturday, Kirstine Layfield, the executive director of programming for CBC Television, responded to some of the criticism.

People say the CBC is chasing eyeballs. Personally, I have never met an eyeball. I have met Canadians from across our great country who have eyes — and ears and hearts and minds. They have a thirst to understand their world from a Canadian perspective and a desire to hear their own stories and music. This is the audience of the CBC.

Layfield also addressed some of funding issues, ratings, and competition with the privates. Her full comment is here. It’s worth a read.

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  Executives, Media Coverage Posted at 10:45 am (23 Mar 2009)



Bonus Cuts Attract Attention

The announcement that the CBC will freeze executives salaries and cut executive bonuses in half has not gone over well with CBC staffers.

“This means that the compensation for each of our eighty or so top managers will on average be reduced by 10 to 20 per cent next year,” CBC President Hubert Lacroix wrote on Wednesday.

Lise Lareau, president of the Canadian Media Guild, told the Globe the clawback “rang the wrong way” to many people. Most CBC staffers don’t receive performance and incentive bonuses, “What’s a bonus?” a commentator on this blog asked. ”You remember that time there was half a sandwich left in that boardroom and you got to it first? That was your 2008 bonus,” another replied. 

The reaction was covered in a story by the Canadian Press last night.

CBC spokesman Marco Dube explained that cutting the bonuses and freezing salaries will save the about $1 million this year. Based on those figures, even if the bonuses were eliminated entirely the savings wouldn’t likely amount to more that a couple million dollars a year, which would help, but it’s a long way from addressing a revenue shortfall that stands between $150 and $200 million.

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  Executives, Media Coverage Posted at 8:18 am (20 Mar 2009)



CBC to Sell Assets to Finance Revenue Shortfall

In a note to staff last night CBC President Hubert Lacroix said the board of directors has approved a plan to sell “enough assets to finance our way through this without deeper cuts.”

Lacroix said he would provide an high-level update to staff on Wednesday March 25th, with specific announcements within 24 hours after that.

Nevertheless Lacroix did share a few specifics:

* No ads on radio;
* No more American programming on English TV;
* Executive salaries are frozen, bonus payouts are cut in half;
* New voluntary retirement incentives, aka a package.

Lacroix added that he will not comment on speculative stories that appear in media until the 25th and 26th in order to inform staff of any changes first.

The big question is what assets could the CBC sell to raise what’s expected to be around $200 million? Local stations don’t appear to be an option, there’s no appetite for that right now. Real Estate might have some assets, but I don’t know of any worth $200 million.

The president’s full memo is available to CBC staff here.

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  Board of Directors, Executives Posted at 9:05 am (19 Mar 2009)



CBC Board Approves Budget.
Deep Cuts Ahead.

After a two-day meeting the CBC’s board of directors approved a budget that includes deep cuts in an attempt to grapple with a $200 million shortfall.

There were no further details about the size of the cutbacks. 

CBC President Hubert Lacroix said last month that the current shortfall could be as high as $145 million. Add to that another $60 million in annual funding from the federal government that was not in this year’s budget, and the shortfall ends up being over $200 million. That shortfall is more than 10 per cent of the entire CBC budget, and would represent significant cutbacks. 

Heritage Minister James Moore gave an interview to CBC Radio yesterday. He the CBC has some “difficult decisions to make in the near future.”

He also said when Canadians “turn on the CBC they expect to see Canadian drama, Canadian arts, Canadian kids programming, Canadian news and Canadian content, not American game shows.”

Moore also said he doesn’t favour adding commercials to CBC Radio. 

For an article from cbc.ca see here.

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  Executives, Layoffs, Parliament Posted at 7:40 am (18 Mar 2009)



Board of Director’s Meeting

The CBC board is meeting in Toronto today and tomorrow to figure out a strategy to deal with the CBC’s revenue shortfall.

I haven’t seen a single update on what’s being discussed at the meetings but there are some interesting clues out there. First off the CBC is likely looking down the barrel of a massive shortfall. Dealing with it will likely involve a combination of cuts and trying to find additional revenue.

Last week Denise Donlon, executive director of CBC Radio, made some abstract reference to monetizing CBC Radio at Canadian Music Week. This follows indications from Heritage Minister James Moore that he might be open to considering ads on CBC Radio. But even if CBC Radio opens the door to advertising in some form, it likely won’t be enough to cover the shortfall.

So expect more cuts on the way.

What will be cut? I don’t know. But it might be useful to look at some of the shows that have been axed so far: Air Farce, Sunday, Steven and Chris, Fashion File. Not that it means anything but it’s worth noting that all of those shows were CBC in-house productions.

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  Executives, Layoffs Posted at 6:15 pm (16 Mar 2009)



Cash Crunch at the CBC May Affect “jobs, services and programs”

CBC’s senior management team is holding a third-quarter update on the state of CBC finances tomorrow. The update is expected to address how the CBC plans to deal with a large drop in revenue.

According to an email from CBC President Hubert Lacroix, ad revenues were 17 per cent lower than forecast for fiscal 2008. The note says: “we are now projecting a shortfall in advertising revenue that will be in the $55-$65 million dollar range.”

And it gets worse.

Lacroix added “The more pressing issue is our budget for 2009-2010. The combination of a severe slump in our commercial revenues, coupled with rising costs of production, is a menacing test that will demand some tough choices on our part.”

According to the note some of the choices may affect jobs, services and programs but “Nothing has yet been determined,” Lacroix wrote.

The update will be held in the Glenn Gould Studio, in Toronto, Tuesday, Feb. 24, from 10 to 11:30 a.m. ET. Employees that can’t make it in person can tune in on the in-house channel or dial in. For more information on that click here.

Lacroix ended the note by addressing Greg Weston’s story in The Sun from yesterday.

sun-paper1

Lacroix said Weston “horrendously distorted the facts and suggested we’ve been looking to Government for “hand-outs,” which is precisely what we HAVE NOT been asking for.”

A CBC press release added Weston did not check any of his facts with the CBC before publishing the article. Having read the article this morning I was surprised that it made it past the editing desk, giving the single source and inaccuracies.

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  CBC Television, Executives, Financial, The Media Landscape Posted at 2:36 pm (23 Feb 2009)



Former CBC President Objects to Ads

In a letter to the Ottawa Citizen, former CBC President Tony Manera, said he objected to ads on CBC Radio.

The possibility of advertising on CBC radio is not a new idea. It has been considered and rejected in the past, for valid reasons.

The traditional distinctiveness of CBC radio would be further eroded by the presence of commercials. That insidious process, unfortunately, has been underway for some time. In a well intentioned, but poorly executed effort to broaden the traditional base of CBC radio listeners, many of its most loyal supporters, upon whom the CBC’s survival as a public broadcaster depends, have become disenchanted, discouraged, disengaged and pretty darn unhappy…

One of the most irritating features, on both CBC radio and television, is the incessant running of “promos” and “trailers” telling us what’s coming up next, or later, or tomorrow, or next week.

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  CBC Radio 1, CBC Radio 2, Executives, People Posted at 4:24 pm (11 Feb 2009)



Jon Dube to return to ABCNews.com

Jon DubeJonathan Dube, director of CBC’s digital media, will leave the CBC Monday to return to ABCNews.com after a three-year stint here.

Dube joined CBC in 2005 as Editorial Director for CBC.ca, responsible for overseeing editorial content and staff. Last year, he took on the role of integrating CBC News across all digital media platforms.

“Under his leadership, the site has more than doubled its traffic,” said Todd Spencer, executive director of news content for CBC News, “[Making it] the top rated Canadian news site in both unique visits and quality of news coverage.”

Since joining CBC’s online team, Dube launched commenting on all news and sports stories and the incorporation of user-generated content into the site, expanded the news site to include new sections on technology, consumer life, diversions, visitor feedback and revamped money and health sections. As a result, the amount of daily content published on the site has more than doubled, and the length of user visits has significantly increased.

At ABCNews.com, he will help steer strategic planning, business strategy, editorial content and production. He has also worked MSNBC.com.

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  CBC.ca web site, Executives Posted at 2:56 pm (19 Aug 2008)



Stursberg in profile: Globe examines CBC’s English-media VP

This morning, the Globe and Mail published a profile of CBC’s executive in charge of all English-media, Richard Stursberg.

Stursberg has come under much fire recently for his movement toward favouring TV programs which draw audience share (and, of course, advertiser revenue), as opposed to those which are more cultural and/or Canadian in nature. (Witness the bumping of Marketplace for two American game shows.)

At least from a ratings point of view, early indications are that CBC Television’s share is moving up — just past Global TV in prime-time now.

The full article is definitely worth a read. Here are some highlights from the Globe sidebar:

On CBC choosing not to renew the rights to the Hockey Night in Canada theme song:
Was the jingle a nice jingle? Yeah, certainly it was. Were we disappointed to have it taken away? Sure. But on the other hand, it’s something that’s not going to make any difference to Hockey Night in Canada. People come to Hockey Night in Canada because they’re coming for the hockey. They’re not coming to listen to the jingle.

On selling the U.S. and international rights to more than 1,000 hours of television product, including The Border, and 1,000 more hours of television shows produced in-house, to ContentFilm PLC of Britain:
The way it works is, the signing authorities are delegated by the board to the president and the president to me. It fell way below my signing authority in terms of the value of it. We don’t have any particular requirement in any of our policies to take any of that stuff to public tender.

On why the investigative consumer-report show Marketplace is being pushed aside in the fall season to make way for the resolutely American game show, Jeopardy!
The only reason we put American shows on in the first instance is to generate revenue. … For every extra dollar of margin we can generate out of a show like Jeopardy!, it just means an extra dollar we can put into Canadian programming. It’s not as though the money is going anywhere else.

Your thoughts are welcome about the article itself or topics raised in the article. Personal attacks will not be approved for publication. Remember, folks. You’re welcome to attack the idea or decision, not the person.

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  Executives Posted at 10:53 am (28 Jun 2008)



Radio-Canada’s GM leaving “by mutual agreement”

Radio-Canada Television’s general manager, Mario Clément, is leaving the Corporation.

In a brief news release, Radio-Canada said the “decision was reached by mutual agreement between Mr. Clément and Radio-Canada management.”

Mario Clément joined Radio-Canada as General Manager of Programs in May 2003. He later became General Manager of Télévision de Radio-Canada in November 2006. Mario is “a passionate devotee to the cause of public television,” Radio-Canada said.

Clément’s departure will not result in changes to the TV schedule, the structure and content of the 2008–2009 season have been decided for several weeks now.

The head of French services, Sylvain Lafrance, I will assume Mr. Clément’s duties until a new General Manager is appointed.

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  Executives, Radio-Canada Posted at 2:19 pm (05 Jun 2008)