Kirstine Stewart Formally Appointed as Boss of CBC English

Kirstine Stewart was formally appointed as the new executive vice-president for CBC English Services today.

Stewart had been filling the role on an interim basis since the former vice-president, Richard Stursberg, was dismissed in August.

A few minutes after the announcement Stewart sent this note to staff:

January 10, 2011 – When I was little, I had a tickle trunk. It was red, just like the one on TV. In the morning I watched Casey and Finnegan and Mr. Dressup discover new things everyday, dressing up in what they found in their tickle trunk.

The CBC has for 74 years been that place where Canadians, of all ages, are taken on journeys, of all kinds, to so many different and interesting places.

My particular journey has taken me from watching Mr. Dressup, to working at the place that brought those magical stories into my home. And now today I have the privilege of leading an organization that holds such an important place in the hearts and minds of people across this country.
[Read more →]

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  Executives, People Posted at 8:58 pm (10 Jan 2011)



Second Quarter Update, Submit Your Question

Kirstine Stewart, executive vice-president, English services, is hosting the CBC’s second quarter update this afternoon.

The presentation will be from 12:30 to 1:30 at the Glenn Gould studio in Toronto.

Stewart will be joined by Neil McEneaney, executive director, finance and administration management, Jack Tomik, general manager, the revenue group (aka sales and marketing) and Fred Mattocks, general manager, media operations and technology.

They will be providing an overview of their respective areas.

If you’d like to put a question to any of these guys, or to Stewart herself, you can submit it in advance, to Quarterly.Update@cbc.ca. Note that this is an internal employee presentation and questions are meant to be from CBC employees only.

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  Executives Posted at 7:36 am (13 Dec 2010)



Scott Moore to Leave the CBC

Scott Moore, a dynamic executive who wore two hats at the CBC, is leaving.

Since the departure of Dave Scapillati in 2009, Moore has been serving as the Executive Director of CBC Sports and the General Manager of the marketing and sales department.

In a note to staff this afternoon, Kirstine Stewart, the interim vice-president of English CBC, said “I know this wasn’t an easy choice for Scott to make, as he believes deeply in the mandate of the public broadcaster and has been a strong supporter of our current strategies. He’s made a “next step” career decision, which is not uncommon among talented people. I want to thank Scott for his contributions to the organization over the past four years.”

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  Executives Posted at 3:37 pm (09 Nov 2010)



The CBC’s Annual Public Meeting, Online Now

Video of the CBC’s annual public meeting is now online.

You can watch video of the event here.

Speaking notes of the speeches are also available here.

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  CBC Policies, Executives Posted at 7:10 am (22 Oct 2010)



In Depth Article on Richard Stursberg

The current edition of The Walrus has a feature-length look at Richard Stursberg’s time at the CBC. It’s worth a read.

The article describes one of Stursberg’s last quarterly updates to staff, in which he announced CBC Television’s strategy would be to focus on entertainment.

Here you get an image of CBC collectively sunk to its knees, holding its head in its hands, keening in memory of its lost golden age, when the network’s news resources were the envy of broadcasters around the world, when it had more African bureaus than anyone but the bbc. Gone, all gone.

It describes another incident during the layoffs in 2009, in which staff from the Fifth Estate and Marketplace and Stursberg got into a argument:

“Hold my jacket now; we’re going to take this outside,” Stursberg said at one point, according to a transcript of the event. “I think it is invidious and unfair to start this kind of conversation.” Moments after the proceedings concluded, he did in fact take it outside, marching up to Findlay and Docherty before witnesses in the cbc atrium and, with his finger wagging, furiously accusing them of undermining him in front of employees and the press.

But for all his faults, Stursberg also wasn’t shy about making tough choices. “If there were hard decisions to be made, decisions that were going to make him enemies, Stursberg wanted to make them,” it reads. It also says:

Even some CBCers are now willing to admit that, in the face of the network’s harsh realities, Stursberg’s pursuit of ratings success for the public broadcaster was the only logical, perhaps the only responsible, choice.

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  Executives, People Posted at 9:50 pm (21 Oct 2010)



The CBC’s First Quarter Update

At the CBC English Services first quarter update this afternoon in Toronto, Kirstine Stewart, Interim Executive Vice President of English Services, said the corporation is “doing very well,” it’s ahead of revenue targets, while underlining the importance of content.

This was Stewart’s first quarterly update following Richard Stursberg’s departure, and it had a distinctly different tone.

Although Stewart kicked off the presentation with an update on the revenue picture, the discussion quickly turned to content.

“The CBC is here to reflect Canadians, and what it is that they want to talk about,” she said before turning over the microphone to the heads of the radio, television, news, and the regions to elaborate on the content picture.

Denis Donlon, the general manager of English Radio, said radio is still on a roll “virtually all of our morning shows, which is prime time on the radio, are top three in their markets.”

Donlon added that CBC Radio now has 13 shows that are broadcast internationally, and radio is well positioned to respond to the new multi-platform world. “The Debaters is going to television in January,” Donlon said, and Canadians are downloading 1.2 million podcasts every week. “We will thrive in the world of choice.”

Christine Wilson, the interim general manager of CBC Television, said the TV side has had a number of big successes recently, pointing to Dragons’ Den, Battle of the Blades, Being Erica syndicating in 40 countries, the Nature of Things’ 50th anniversary season and the upcoming premiere of the the Queen in 3D, on September 20th.

Jennifer McGuire, the general manger of CBC News, also focused on the content, “enterprise journalism defines us as a public broadcaster,” she said, noting that the news department had broken an unprecedented number of stories this spring and summer.

Concerning the news renewal process, McGuire acknowledged how difficult it has been, calling it a “tremendous upheaval,” that had challenged all the assumptions about how the department operates.

McGuire said “It was necessary to take a good hard look at what we do,” and “work on ways to better serve our audiences.”

She added that there are still tweaks to make as part of the renewal process, “but the emphasis this year for CBC News now shifts to content.”

In response to a question about the ratings for The National, McGuire said “Specifically with News we need to shift the narrative not only to an audience-revenue narrative, but also in terms of the value of the journalism.”

McGuire said CBC News set the news agenda a number of times recently, and that contribution needs to be acknowledged.

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  Behind the Scenes, Executives Posted at 12:30 pm (15 Sep 2010)



Farewell Note From Richard Stursberg

A note from Richard Stursberg, the former Vice-President of CBC English Services, was posted on the employee intranet site today.

Here it is in its entirety:

As Duke Ellington would say: “I hope you will not be embarrassed if I tell you that I loved you all madly.” I loved your passion for the work, your belief in success, your hope for the country and your extraordinary commitment to making something exceptional.

What I learned over six years is that the CBC is at its greatest when it focuses on what counts and the only thing that counts is serving Canadians. They vote every day with their viewing, their listening and their reading. When they say yes, you serve them well.

And you have served them well, historically well. They have never come to the CBC in greater numbers, and they come from every part of the country. They say yes to your entertainment shows, your sports, your news, your music, your talk, your documentaries and your current affairs. They say yes to celebrating Canada. They say yes when you show them how funny, clever and interesting they are.

You have also served our clients and partners well. Your revenues are on pace for an excellent year. Your relationships with the advertising agencies and with Apple, Rogers, Bell, the Post, and all our other great collaborators are stronger than ever.

I am sorry I cannot be with you the rest of the journey. It saddens me deeply not to continue. I wish you all the absolute best and even greater success in the future.

Richard Stursberg

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  Executives Posted at 9:17 pm (23 Aug 2010)



CBC News Boss Responds to Stursberg’s Departure: “Nothing Changes”

This note is an internal memo from Jennifer McGuire, the General Manager and Editor in Chief of CBC News. Someone (thanks to you!) copied it into the comments on this blog. While I can’t vouch for the accuracy, I can say that usually these notes are verbatim. Without further ado:

From talking to some of you over the past few days, I know that you are wondering how the senior management changes will affect CBC News — the news renewal process, our budgets, the renewal of our journalistic policy book, and how we do our journalism and programming daily.

The short answer is, nothing changes.

It’s important to remember that we’re on a course that we set for ourselves to better serve Canadians. There is still a lot of work to do, but we are already seeing great success. We have had some hallmark moments this year. Here are just a few examples:

On The National, we broke powerful stories about CSIS and about the RCMP mutiny. And who could forget Bob McKeown of the fifth estate chasing down Graham James? Peter Mansbridge landed definitive interviews with newsmakers such as Helena Guergis and British Prime Minister David Cameron. On Radio, The House did an outstanding job with its Quebec special, which resonated across the country. The Charest interview was picked up by all of the major English daily newspapers and much of the French media in Quebec. These are just a couple of examples of journalism that had impact. There are many more.

And we are gearing up for an impressive fall. The investigative unit is delighted to welcome Diana Swain. It is pursuing several stories, and its work will be a high priority in the months ahead.

This will be the second season for the new local news formats and late night newscasts. It will be a great chance to build on our success in these areas. Local programs have seen strong ratings growth, and ensuring that they are able to deliver more original and enterprise journalism will solidify the gains. To support this, we have launched a local investigative initiative out of Winnipeg.

In the fall, we will continue the development of local radio news. We have new research that gives us insight into the radio news programs, and how Canadians use them and feel about them. As you know, local radio is an incredible strength for CBC Radio and CBC News. It is important to invest in the continued success of these newscasts. I will be sharing more details about this work soon.

Fall will also be critical for the renewal of our digital platforms. We plan to launch changes to breaking news online in October, and a more extensive change to CBCNews.ca in January. You can get a glimpse of some of the new territory by checking out some of the impressive work done during the G20: http://www.cbc.ca/news/background/g20/index.html

We continue to commit to innovation and have started a push to develop new programming initiatives. We have a series in the works on volunteering. The Marketplace team is working on a project about hospitals and healthcare that will be featured on The National. We will continue to explore new program ideas in current affairs. Make the Minister Work will get a run as a series. The fall will also see CBC News Network going more often to the stories that matter to Canadians, just as it did when Mark Kelley traveled to the Gulf of Mexico to cover the oil leak or when Heather Hiscox was in Vancouver for the Olympics.

In newsgathering, we are looking at how we organize breaking news coverage. The Hub will sharpen its focus on this to better serve CBC News Network, radio hourly newscasts and our digital platforms.

All this to say that CBC News is on track and still moving forward. I hope everyone has been enjoying summer. I look forward to a great fall.

Jennifer McGuire
General Manager and Editor in Chief, CBC News

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  Behind the Scenes, Executives Posted at 12:44 am (13 Aug 2010)



Defending Stursberg’s Legacy

Since Richard Stursberg’s departure from the CBC, a lot of people have commented on the former vice-president’s legacy at the corporation.

Some have been less than kind.

Lise Lareau, President of the Canadian Media Guild, called him the “Dick Cheney of the CBC.”

Others celebrated his departure. Friends of Canadian Broadcasting’s Ian Morrison, said he was “hard-pressed to define Stursberg’s legacy.”

That comment seems to caught the attention of Jason MacDonald, Stursberg’s former CBC Chief of Staff at CBC Television. He responded to that in an op-ed in the Ottawa Citizen today.

How about this for a legacy?: In an era when Canada’s public broadcaster receives less than half of the public financial support that public broadcasters in other OECD countries receive, Stursberg was able to turn CBC Television into the second-most-watched network in the country.

In prime time, (the evening viewing period from 7 p.m. to 11 p.m. when most Canadians are actually watching television) he was able to secure an audience share of 10 per cent. How significant is that? When he took over as head of CBC Television the network’s share was at an all-time low, at just over six per cent.

MacDonald went on to say:

Sure, the early evening schedule, from 7 p.m. to 8 p.m., featured two U.S. game shows, something the “Friends” of Canadian Broadcasting make much of, but there is method to that madness: those shows are low-cost to acquire and generate desperately needed funds for a CBC that has been forced to secure more than half of the revenue required to fulfil its mandate from commercial sources.

And finally:

He pushed the CBC to improve its online offering and he challenged CBC Radio to reach even more Canadians than it already does. (Today it enjoys the largest share in its history.)

Hard numbers to argue with. I encourage you to read the entire article. It’s here.

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  Executives Posted at 8:40 pm (12 Aug 2010)



CBC President Sets the Record Straight Following Stursberg’s Departure
This is the full text of CBC President and CEO Hubert Lacroix’s note to staff this afternoon. To leave a comment on Lacroix’s note, scroll down to the bottom of this post.

Hubert T. Lacroix: Setting a few things straight
August 10, 2010

A mid-summer note following the events of last week is in order. The news of Richard Stursberg’s departure last week will, of course, generate speculation about what happened, what it means and what it doesn’t. As usual, most of it will be just that, speculation.

So, let me set a few things straight.

I chose Kirstine Stewart to step in as Executive Vice-President English Services not because she was next in line but because she has the leadership skills and the expertise to keep English Services driving forward as hard and as fast as possible while we run our formal recruitment process (which could take up to 9 months). She is not a caretaker. She is not a babysitter. This is not about waiting or slowing down. She is in charge, has full authority and has my complete confidence.

We have several launches coming, a strategic plan to land and then cost, choices to make, a Leaders Forum to organize, a corporate budget to prepare… and that’s only from my vantage point! We are not slowing down. We don’t need to, we don’t have time to.

With the creation of a new strategic plan, this is a good time to review the leadership of CBC. The decision to change leadership was not a sudden decision triggered by any specific incident. And, by the way, we did not escort Richard out of the building (where do people get these rumours?). It was, rather, the culmination of a very long reflection on the future of the Corporation, the culture it needs to adopt in order to change and adapt in an evolving media environment and our ability to agree to a long term plan based on a shared vision.

In essence, the Strategic Plan is about having a clearer definition of what the public broadcaster brand stands for. Our industry is morphing. While we still rely on the conventional broadcasting model we have known , we will, increasingly, migrate to new models that have yet to become clear. Having a shared, compelling and visible set of principles that give shape to the public broadcasting brand will be a roadmap for future decisions. And the brand is about what we do and how we do it and how we communicate it.

However, you should immediately know that there is nothing (and I mean nothing) in our current programming strategies that I don’t stand by: so, those out there who think this is in any way a repudiation of where we stand today will be disappointed big time.

One constant in all this is that CBC/Radio-Canada will continue to fulfill its mandate by responding to the media and cultural challenges facing the country. Implicit in that for me are these points among others:

  • The drama/entertainment strategy that has been a source success in television over the last few years will continue to be a central plank of our future strategy;
  • The integration and modernization of our news services both regionally and nationally remains essential to our mandate and our success;
  • Radio One’s unique role in the media landscape, whether on radio or through new media, will be maintained and nurtured;
  • Our commitment to a music strategy that serves Canada’s music lovers and musical artists will continue;
  • Our commitment to truly reflecting the regions to themselves and nationally is as important a priority as we have;
  • We will not give up our lead in new media;
  • And, by now, I hope that you know how much I care about our people.

This is not an exhaustive list so if your own personal area of activity is not mentioned, please do not conclude that it is not important or not included in the strategy. The point is, we are moving forward from the strong position we hold, not going back to the past.

It is about building a public broadcaster for 2015 that is even more successful, more in tune with the needs and wants of Canadians and more engaged in their lives. It is also about building a public broadcaster that is home to the most ambitious and creative workforce in the country. We have the team right here, right now, to do that. I am extremely proud of you and of what you do, every day.

Hope you have had or will have a good break this summer. We’ll need all your energy and passion as we prepare for the fall.

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  Executives, Programming Posted at 11:37 pm (10 Aug 2010)



Full Steam Ahead: Kirstine Stewart Responds to Stursberg’s Departure

Kirstine Stewart, who has taken over Richard Stursberg’s duties as vice-president on English CBC on an interim basis, sent out this note to staff this morning:

It’s official, there is no such thing as a ‘quiet time’ in our world, no matter if the summer beckons with promises of vacation and time off, the CBC never really takes a holiday.

As you know, last Friday our President, Hubert T. LaCroix, announced a major change in leadership in English Services with the departure of Richard Stursberg.

I am used to writing these notes in times of celebration and in honour of the many achievements of our great team here at CBC. And although this is a different occasion, I think that it is our progress and those great markers of achievement that are important for us all to focus upon during this period of transition.

The CBC is a collection of remarkable people working in collaboration in every region of the country across each of our centres – from the front-line staff putting shows to air, to our managers, our leaders, and our talent. Together, we deliver the best of Canadian programming.

We are all moving ahead as we do our work for the CBC. Despite media speculation regarding the change that has just happened, Hubert made it clear to me that he supports our programming and is a fan of the shows that we make.

We do our best work when our programming on radio, online and on television, created by the CBC and its partners, reflects and engages Canadians. Our relationship with audiences has been deepening as of late with more people tuning into CBC’s multiple platforms to enjoy our great sports coverage, our in-depth first class news analysis, our challenging documentaries and current affairs and our engaging music and entertainment shows. Hubert has reinforced with me that he does not want that momentum to slow down or risk being lost.

We have an opportunity going forward, to build on the legacy of programming developed both in CBC’s past and in its present, the best of both survive and thrive to combine and give Canadians a broadcaster they can truly relate to, and one that they can absolutely rely upon. And it’s time to seize that opportunity, to prove again and again that Canadians want to see and hear their lives and priorities reflected in the programming CBC gives to them.

As we head into our 75th year, and with Canadian private broadcasters calling for reductions in their commitment to Canadian content, we are alone positioned to take up that mantle. And we will succeed by engaging and entertaining people across the country, whether they argue out loud with Anna Maria Tremonti’s latest guests on The Current, or with Peter Mansbridge and The National’s At Issue panel; whether they cheer on the Leafs, Habs or Canucks, or their favourite hockey player battling to figure skate; whether they laugh with Rick as he shows us the funny side of our Canadian lives, get confounded by Pat and Peter on This is That, or triumph with Erica as she battles through her own life in a way people can all relate; whether they discover new favourite bands with Rich Terfry, or get their 24-hour news fix from CBC News Network, and at the end of their day watch their local news report. We are CBC and we are here to remind Canadians why they are special. And we are here to learn from them and now more than ever we have the chance to listen in as well as we broadcast out.

Here’s to a less eventful rest of your summer. I’m honoured to be in a role currently where I get to work with all of you together as we move the CBC forward. I thank Hubert for the opportunity, his direction and his support. And as he has said – ‘full steam ahead’.

Best,

K

Kirstine Stewart

Interim Executive Vice President

English Services

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  Behind the Scenes, Executives, Programming Posted at 11:22 am (09 Aug 2010)

Stursberg is Gone. So What Now?

Since Richard Stursberg, former vice-president of English CBC, left last week there has been a lot of speculation about the circumstances of his exit and what it means for employees, for the CBC, and ultimately for the public.

He sparked a revolution within the corporation. His departure is going to have a huge impact. It’s what everyone was talking about on Friday, and I’m sure it will continue this week.

So what does his departure mean?

Why don’t we sort through a few of digital tea leaves to find out.

First, let’s start at square one. What happened?

Was he pushed or did he jump?

Apparently he was pushed: “The decision was made by Mr. Lacroix,” CBC spokesman Bill Chambers said.

On the cusp of leading the Crown corporation in drafting a new five-year strategic plan, CBC president Hubert Lacroix felt the time was right to “bring in new leadership.”

Ok. So when and how did this happen? The Toronto Star says it happened after: “a meeting in Toronto late Thursday between Stursberg and Lacroix.”

“There were lots of debate, but no fisticuffs, I’m afraid,” CBC vice-president of communication Bill Chambers said of the final tête-à-tête.

So after a late Thursday meeting, that’s it.

So what does it mean?

Most Significant Development at the CBC in Years
It’s obviously a big indication of some competing visions. “I can’t think of a more significant development at the CBC in years,” Lise Lareau, President of the Canadian Media Guild, said on her blog on Friday.

In order to figure what his departure means you’ve got to look at his legacy. Lareau says:

Stursberg took the CBC — our public broadcaster — down a very commercial road. It was his way of dealing with tepid funding and unreliable support from the federal government. Programs were judged as successful only by ratings, not by the value they may contain for public discourse or the public record.

She makes a good point there.

The Tightrope
Stursberg was walking a tightrope.

He was getting less assurance from the government, and he had to shore up the dike.

His tried to replace depreciating public money with ad money. But to get ad money, you need eyeballs, and that’s what he was after, and that’s exactly what he delivered.

The Ottawa Sun crunched the numbers, and during his time the TV ratings went up, way up, gaining 52 per cent.

So Stursberg saw a problem – dwindling tax dollars funding the mother corp – and he sought a solution: more ads, and more expensive ads.

Unfortunately for him, and for the CBC, bringing in more ads doesn’t help much when you have to defend the importance of a cultural institution in a committee room on Parliament Hill.

“Richard Stursburg’s departure came about because his vision for the CBC and the traditional mission of public service became increasingly irreconcilable,” Jeffrey Dvorkin, a former CBC Radio executive said on his blog.

That was, in essence, the sword that Stursberg fell on. He was a victim of his own success.

Does this mean the CBC is going to reverse course now that he’s gone? Are we going back to more arts programming and longer stories on The National?

Mr. President, over to you.

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  Behind the Scenes, Executives, Programming Posted at 10:00 am (09 Aug 2010)



Richard Stursberg is Leaving the CBC

The boss of the CBC on the English side, Richard Stursberg, a controversial executive just as well know for his brash manner as his many accomplishments  - including driving ratings higher across the network and introducing a more commercial approach to the corporation, is leaving.

His departure is effective immediately. The sudden timing of the announcement will likely lead to speculation about the circumstances of his departure.

The news will come as a shock to the entire corporation.

Stursberg was a divisive figure in the corporation. Sometimes derisively labelled ‘King Richard’ he was responsible for locking out CBC staff in 2005, and even got into a confrontation on the picket line. But his successes at the network are undeniable.

He introduced a host of changes during his tenure. He reversed several years of declining ratings at CBC Television, he introduced more reality programming and factual entertainment to the network. He also integrated the radio, television and online newsrooms and he made it a priority to push CBC content on multiple platforms.

An announcement was made on the internal employee web site this afternoon. “When Richard was appointed executive vice-president of CBC Television six years ago, he brought with him a revolution that shook the foundation of the organization and eventually the whole of our English services. He challenged every premise, attacked conventional wisdom, and uprooted whole parts of the internal culture,” the note from the office of the president says.

The president of the CBC, Hubert Lacroix, said Stursberg turned the CBC around.

Kirstine Stewart, who is currently in charge of CBC  English Television is taking over Stursberg’s role on an interim basis.

The note also says “We are in the midst of developing a new strategic plan that will guide CBC/Radio-Canada through the next five years. This is the opportune time to bring new leadership to English services and to ensure alignment of the senior team on the future of the public broadcaster.”

What do you think of Stursberg’s departure?

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  Executives Posted at 5:27 pm (06 Aug 2010)



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)

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