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HomeMy WebLinkAboutSummary of Consultant Recommendations SUMMARY OF CONSULTANT RECOMMENDATIONS Capital Expenditures Automated Playback Equipment Upgrades and Test Equipment Editing Equipment Custom Logos (Creative) Total Capital $90,000 23,000 14,000 5.000 $132,000 Operating Expenses Additional Staff (Base Salaries): Operations Manager Maintenance Engineer Video tapes Music Licenses Outsourcing Maintenance Expendables (supplies) Total Operatina Expenses $55,000 55,000 12,500 600 15,000 10,000 5.000 $153,100 Total Capital & Operatina ~285,1 00 Note: Salaries do not include benefits. Therefore, Total Operating Expenses do not include benefits. Summary Capital: Mr. Robertson's recommended capital expenditures include automated playback equipment, upgrades and test equipment for the broadcast facility and adding one deck to the existing editing suite. In addition, he recommends $5,000 for custom logo creation. He is not recommending the purchase of remote production equipment (cameras, lighting, etc.) at this time as had been recommended by staff. Operating Expenses: Mr. Robertson's recommendations include an Operations Manager and a Maintenance Engineer. These are higher level positions with corresponding higher base salaries than staffs original recommendation. Outsourcing is recommended at $15,000 while staff had recommended $30,000. Conclusion: Relying upon Mr. Robertson's expertise and experience in the broadcast industry, staff concurs with his recommendations with one exception. If his recommendations are followed, the county will not be purchasing an additional camera and related equipment for remote productions. In order for SGTV to produce more original programming and to allow for the possibility of special projects that ma arise throughout the year, it is recommended that the Outsourcing amoun remain at $30,000 rather than $15,000. . A 2 D ( S 4. f 1> .,. D vea.. Calculation of requested funding; Consultant recommendation Benefits for two staff positions -AdditioAsl 8utsourciAS Less funds previously released Requested Funding $285,100 33,100 16,000 (21.166) $312,034 'P is 4. Pi 'rb v etL 3 Evaluation Of SGTV October 1999 Submitted to Seminole County Government By Dan Robertson Evaluation of SGTV Introduction First, my respects to the staff of SGTV in what they have accomplished so far. It is evident that SGTV was put together rather quickly. The vision was there, but it is extremely difficult to understand the function of a broadcast channel and the true amount of work that is required without any real broadcast experience. Hopefully my report will give a direction and a realistic look at what it will take to fulfill the original vision. Back2round On August 31, 1998, Seminole County entered into an agreement with Time Warner Communications (TWC) to provide a local government/education cable television channel. Under the agreement: TWC is to provide the channel to all cable subscribers within Seminole County (except those municipalities with their own government channel) without any additional direct or indirect charge; the allocation and use of the channel is to be determined by the Seminole County Board of County Commissioners (BCC); the County operates and manages the channel seven days a week/twenty-four hours a day; TWC has no responsibility for operating or programming the channel; the channel is not to be a public access channel; the County is to provide each municipality within Seminole County, the Seminole County School Board, and Seminole Community College the opportunity to participate in and provide programming for the channel; each governmental entity is responsible for their own programming, all costs associated therewith, and any appropriate portion of the costs associated with operation of the channel. Seminole Government Television (SGTV) was launched in November 1998 on TWC channel 9 in Seminole County. Initial programming included live broadcasts of BCC meetings twice per month. At all other times, pages of character generated text with a music background were broadcast. On February 9, 1999 the BCC passed a resolution setting Operating Policies, Procedures, and Production Standards for SGTV. The resolution also allocated a minimum of 28 hours per week between the hours of 8 AM and 10 PM of the programming time on SGTV to the Seminole Television Council (STC). The Council of Local Governments in Seminole County (CALNO) formed STC through an interlocal agreement, between the municipalities, the Seminole County School Board and Seminole Community College. Current Capabilities EQUIPMENT (current): Initial equipment purchased by the County and installed at the BCC Chambers for the operation of the channel included: Robotic cameras, monitors, router, switcher, and upgraded lighting and audio/visual equipment for the production and broadcast of live meetings from the chambers; one Betacam VCR, one SVHS VCR and one VHS VCR for recording meetings and manual play back of tapes; one character generator and one CD player for text pages with a musical background. The channel currently has no automation system to air programming. The County also owns one Betacam field camera and a Media 100 non-linear editing system. STAFFING (current): There is no staff dedicated to running the channel. The current staff is pulled from other duties in the Information Technologies Department. Broadcasting live meetings requires two people for a full day plus overtime for evening meetings. Manually airing taped programming ties up one person for six hours a day. Keeping the text pages updated, procuring and scheduling programming takes the equivalent of eight man-hours per week. Currently SGTV operation requires a minimum of 36 man-hours during weeks with no meetings and up to 56 man-hours during weeks when meetings are broadcast. PROGRAMMINGIPRODUCTION (current): Since the launch of the channel, live broadcasts have been expanded to include BCC Work Sessions as scheduled, Planning & Zoning Meetings, and special meetings and events. In addition, videotapes are played back manually and broadcast four hours a day, Monday through Friday between the hours of 8 AM and 5 PM. Most tapes have been obtained from outside sources without cost. A limited number of original taped programs have been produced. Evaluation and Recommendations After talking to all the parties involved I carne away with what I believe is the real vision of SGTV. If the vision is to be innovative for the citizens of Seminole County, then the following evaluation and recommendations will help you realize it. Without a clear definition of what is to be accomplished there can be no movement forward. First the parameters upon which everyone involved should agree: 1. SGTV is a service to the citizens of Seminole County. 2. SGTV is not in business to make a profit. 3. SGTV is not a platform for campaigning. 4. SGTV must operate in the best interest of the County first. If everyone agrees that these four statements are true, and are committed to giving the citizens of Seminole County a quality service that is beneficial to them, the following mission statement should be adopted. MISSION STATEMENT (recommended): SGTV is committed to delivering to the citizens of Seminole County an outlet of information. SGTV will deliver programming that is beneficial, informative, entertaining, that shows citizens how their government works. To answer questions. To display the pride of the County. To introduce citizens to their elected officials. To inform them of services available to them. To give them access to educational programming. To air legislative meetings. All delivered through a structured set of programming guidelines 24 hours a day 7 days a week SGTVwill be an unbiased outlet to the citizens of the county. The programming will be of quality and integrity. SGTV will stay technically advanced to keep the quality at its highest form. 2 It takes a commitment from everyone involved to make the mission statement work. SGTV is in a unique position to offer its citizens something special. It will take hard work and a desire to make it possible. A commitment needs to be made that SGTV is a service to be delivered to the citizens of Seminole County. It will take time and money initially. However, if the commitment is made, citizens will begin to appreciate and need this service. If all that is wanted is an outlet to air the legislative meetings, text/graphics information and occasional programs, a staff and some equipment modifications and purchases will still be required. ST AFFING (recommended): Since SGTV is a manual operation, it is time consuming. A staff person is required to operate this channel. Even if automation is introduced, a staff person will be needed to program and maintain equipment, broadcast live meetings, schedule programs, produce original programming and procure programming from other sources. It is imperative that SGTV staff have a true broadcast background. Outsourcing the operation of SGTV would be very expensive and is not cost-effective. I recommend the following two staff positions at a minimum: Maintenance Engineer. A full time Maintenance Engineer is needed. After looking at the current operation and inspecting the equipment, this position is a must for SGTV. The station was put together so fast there are some serious holes in it (These are further discussed in the technical portion of the evaluation). Currently in-house maintenance is the responsibility of radio technicians who do not have broadcasting experience. The maintenance agreement with the current equipment vendor at a cost of $250 per month is inadequate for the required upkeep ofthe facility. The qualifications needed for the Maintenance Engineer position are: Minimum 5 years broadcast maintenance experience. The ability to operate, repair and maintain studio equipment in digital and non-digital formats. System design. and implementation required. Troubleshooting skills required. Familiarity with computer design and formats required. Ability to work within budgets and outside vendors to achieve station goals. Maintenance knowledge of field equipment, cameras, lighting and audio equipment. Knowledge of cable, fiber and satellite receiving equipment. Knowledge of automation systems required. Budget and scheduling skills a must. A good Maintenance Engineer will save money in the long run. This is a position that needs to be filled if SGTV goes 24/7 or not. Even in its current broadcasting status, the channel needs this position. Operations Manager. This is a needed position to fulfill the vision of SGTV. Currently there are a few people handling a multitude of responsibilities. No one has a formal broadcasting background, but they have done a solid job for what was requested. The 3 Operations Manager should be in charge of the daily operation of SGTV. He would be the force that makes the station work, from gathering programming to directing to teaching the system to others. This person must be able to walk in and take charge from day one. The qualifications for the Operations Manager position are as follows: Minimum 5 to 7 years of Broadcast Production: The ability to implement programming. Understanding of live and taped programming formats. Must have 3 years directing experience. Understanding of computers and automation formats. Field production and editing skills. Solid writing and producing skills required. Knowledge of lighting required. Budget and scheduling abilities. Basic knowledge of cable and fiber preferred. Management skills and the ability to find and use outside resources to enhance station goals. Must be able to work inside the community and work with outside vendors effectively. Must be able to work well under deadlines. These two positions are necessary for SGTV to accomplish its goals. SGTV cannot operate efficiently without these people in place. In the long run it will be cost effective if the right people are hired. Salary ranges for the two positions are in the breakdown of the budget section. It seems most appropriate that SGTV staff report to the Information Technologies Department. After all, SGTV is another resource of information and technology and should fall under that department. TECHNICAL OPERATIONS (recommended) Immediate Needs: After looking at the status of the technical side of SGTV, there are a few things that need immediate attention. These points should be addressed whether SGTV expands its capabilities to 24/7 or not. It can only improve the current quality of the channel. 1. The final output of SGTV be it the live broadcast, taped programs or full screen graphic runs through the character generator (computer). This needs to be changed. The final air signal should come directly from the switcher in the control room. Under the current configuration, if the computer crashes the broadcast signal will be lost. If there is a glitch in the tape signal of a program that is airing it could cause flickering and possibly crash the computer. The air signal definitely needs to be a stand-alone signal, which the switcher is capable of providing. 2. A small router should be added to the control room. It would be the final air signal to TWC. This router would have as its outputs the control room, the character generator, the BETA deck, and possibly a VHS deck. This would give versatility to the control room and allow multi-functions. 3. There is no audio control in the control room. All the audio control is in a different room. A small audio board should be placed in the control room to control tapes, 4 CD's, and the overall output of the microphones in the chambers. 4. There are four main cameras in the chambers and they all look different on the monitors and on air. This can be corrected and prevented by regular maintenance. It is evident that one of the cameras is soft, and the color is off on two of them. Cameras should be tested and adjusted at least once a month, to ensure overall uniformity. This should be a responsibility of the Maintenance Engineer. 5. The monitors in the control panel are all different in color and contrast. There needs to be uniformity among them, especially the program and preview monitors. To have quality control, you must be able to trust your monitors. 6. There are no waveform or vector scopes in the control room. This equipment allows the director to electronically look at video and judge quality. It is standard in any control room. 7. The switcher has more capabilities than are currently being utilized. Training by a qualified director would enhance the quality ofSGTV presentations. 8. The edit suite currently needs another BET A deck to facilitate editing. Automation System to Air Programming (recommended): Automating the broadcast of taped programming has two obvious advantages. It would provide SGTV the capability to run programming around the clock including evenings and weekends. In addition, it would free up approximately thirty man-hours of staff time for more productive activities such as producing original programming, gathering other quality programming and system maintenance. PROGRAMMINGIPRODUCTION (recommended): It takes time and resources to find and produce quality informational programs that not only have value to the citizens of the county but also are cost effective. Currently, SGTV airs what is available because of staff restrictions. The live broadcast of the meetings is relatively standard and would not change except in presentation. Current staff has limited experience directing live broadcasts. Having an experienced director to work the meetings, teach professional directing and bring a creative side is something that is needed. The programs that are produced currently are good, but in order to fill a programming clock from 6 am to midnight a lot more programming will need to be acquired and produced. SGTV's identity should be promoted and enhanced. The SGTV logo should always be displayed in the lower comer along with the time. In the future the temperature with an automated logo generator should be added. The web site should be used to promote SGTV and solicit feedback and programming requests from citizens. The web site should also carry the audio from all legislative meetings. SGTV should also promote the website. 5 Custom ID's and Logos in 60, 30, 15, 10, and 5-second lengths should be produced. Logos and ID's should be run at the beginning of each session and before and after each program. Station identification can never be done often enough. A design of the station logo should be discussed. Perhaps a contest run in the schools' art departments would be an idea. The final design should be outsourced to a professional graphic designer. The full-page text/graphics of upcoming county and city events, joblines etc. are great and should continue. Taking it one step further, the jobline should be scheduled to run at certain times and put in the schedule. Scheduling gives people the ability to know when it will air. The same with county, city and school events etc. and the graphics should always run when normal programming is not on. Include the logo and time on the pages. Currently all live meetings are taped on three formats, VHS, S- VHS and BETA all three are kept on file. This procedure was initiated during the startup of the station for possible rebroadcast of meetings and due to the potential for equipment problems. Unless the meetings are going to be rebroadcast on tape, the Beta and SVHS copies do not need to be kept on file. You need only keep a VHS copy of the meetings. A 90-minute BET A costs $42 to $45 per tape. Currently there are quite a few BET A tapes of prior meetings in your archive library. Keep 30 BET A tapes and reuse them.. Eliminate the S- VHS and keep only a VHS copy for the archives. Tape expense would be reduced considerably. Ideas are needed to achieve the SGTV goal. Involve all the county departments to send ideas and information to the channel. From Traffic Engineering to Economic Development, the point is to inform citizens. Whether it is a video or a full-page graphic, the information should be aired. I have referred to SGTV as being 24 hours a day, 7 days a week. In reality SGTV would only air programs from 6 am to midnight, 7 days a week. The other hours could be filled with full-page graphics and rebroadcasts of popular programs. QutionslResources and Potential Revenue Sources This brings us to a very delicate subject, the cities and municipalities and programming. After talking to everyone involved there appears to be some confusion about the role of SGTV in regards to programming for and by the cities and municipalities in Seminole County. It is my view that to make the mission statement work, SGTV should be a county service to all the citizens of Seminole County. An analogy can be drawn to a network and a local affiliate. For example, ABC is the network in New York and Channel 9 is the local ABC affiliate. Channel 9 carries ABC's programming during certain times, and carries its own programming during certain times. Think of SGTV as the network and each city as an affiliate. All the cities negotiate their own cable franchise agreements, and most will get their own channel. In reality a city will not be able to program 24 hours a day, so they will need SGTV to fill the gaps. City residents will want SGTV's programs. Each city will want to reach the residents of the county and other cities when promoting events. For example: If a city is sponsoring an art fair, it makes sense to promote the 6 event throughout Seminole County. The city would reach a larger audience and SGTV helps fill its programming wheel and provides a greater amount of information to viewers. It should be the city's responsibility to produce a program or informational piece meeting the standards set by SGTV to air on SGTV. If a city does not have the capability of producing its own programming, and outsourcing is not an option for it, SGTV could produce the piece for a reasonable fee. There should be a symbiotic relationship between the county and the cities. The option of having the cities pay a fee to SGTV has been proposed. However, if a city has it's own channel with the capability of broadcasting city council meetings, it is unlikely it would be willing to pay the county television station. If SGTV gets into the business of trying to carry all the city meetings it is headed for disaster. I strongly believe that SGTV should not be involved in broadcasting city meetings yet. Possibly in the future, as fiber optic costs go down, carrying city meetings will be feasible for SGTV One resource that truly needs to be fostered is the relationship between SGTV and the educational system. The ability to share resources will benefit everyone involved. It is a fact that the school system has a fantastic communication system. They have studios and programming that SGTV needs. The school system wants airtime, prime airtime. The County has the chance to trade airtime for studio time. For example, SGTV is putting together a program and needs to do a two or three person discussion to tape. Outsourcing (renting the equipment and crew) is not cost effective. Instead, with the relationship with the school system, you use their studios and crew (students). In return SGTV airs their programs and takes on internships of their students. This is a win/win situation. It will require the Operations Manager to balance schedules and needs. SGTV should never be told when things will air, and that will require a fine balancing act. Having the studios and students and programming available is worth more than asking the school system to share costs. This relationship needs to be harvested. Trading resources in this manner will keep costs lower for all involved. One idea that was recommend for the off hours came from the school system. They have asked SGTV to tape and re-broadcast the educational programs they receive by satellite so the schools can tape them. This would require a difficult scheduling task and require an interface with their satellite receiving equipment. The responsibility would fall on SGTV. If this were to be done, I would definitely recommend an annual fee from the school board to accommodate their needs. Another reasonable alternative would be for the school system to tape the programs from the satellite and provide one tape to SGTV. The programs could be broadcast on SGTV and taped at all appropriate schools. A minimal amount of revenue could be generated from renting out the equipment, and doing some post production work but it would be very little. 7 ODeratine: Policies and Procedures: The current Policies and Procedures are good. I recommend the following minimal modifications: 1. SGTV has the final word on when programs will be aired. 2. Internal tape dubs will be made on a first come first serve basis 3. External dubs for the public will be made on a first come first serve basis with a minimal dubbing fee [$10.00 is a fair number]. 4. Broadcasting of the legislative meetings will take priority over all other programs. 5. Public Service Announcements inside programs will meet the criteria of being "Unbiased and Neutral" before they will be aired. 6. Access to SGTV is the responsibility of any interested parties, and the interested party would pay any or all "switching fees" to the cable company. 8 BUDGET Capital Requirements and Annual Opera tine: Costs The cost of equipment and staff has been broken down to reflect SGTV programming 24 hours a day 7 days a week. However, the operation of SGTV will require a staff even if SGTV programming is not expanded to 2417. To keep the staffat a minimum, automation is required. Automated playback equipment will provide the ability to run programming virtually hands free but does require staff to program the equipment.. Most stations have what are known as Master Control Operators. Automation replaces the operators and is more cost effective in the long run. The capital investment to build SGTV is a one-time investment, and will give SGTV the ability to be innovative. Capital Expenditures 1999 / 2000 1. Automation system to air programming - $90,000 Automating SGTV will provide SGTV the ability to run around the clock, There are two or three different systems available. They are listed at the end of the evaluation but the price should be reasonably close. The cost may vary by 5 %. The system would also put SGTV into a digital domain and includes redundancy in the event of equipment failure. In addition, the system chosen should have the capability to expand cost effectively. 2. Router System for the control room - $6000 This equipment will allow the control room to be multi-functional, such as airing a live meeting while dubbing videotape. 3. Waveform / VectorScope - $5000 Needed to ensure uniformity and quality of broadcasts. 4. Audio board for the control room - $2000 Provides needed audio control in the control room and includes rewiring as needed. 5. BETAsp deck for the edit suite - $14,000 This will facilitate editing in the current edit suite. 6. Custom Logo animation - $5000 Professional design and production oflD's and Logos. 7. Miscellaneous test equipment for maintenance - $10,000 Total Capital Expenditures 1999/2000 - $132.000 9 Annual Operating Expenses 1999 / 2000 . Maintenance Engineer - $50,000 - $55,000 - (base salary) . Operations Manager $50,000 - $55,000 - (base salary) . Tape Stock $12,500 . Music Licenses $600 . Outsource $15,000 [Freelance hires, equipment for special projects, etc.] . Expendables $5,000 [Office supplies, labels, bulbs, field expendables] . Maintenance $10,000 [Cabling, tools, parts etc.] Total Ooeratine: Exoenses 1999/2000 - $153.100 Combined Caoital and Ooeratine: Exoenses 1999/2000 - $285.100 OPTION: If the decision were made to continue to air only the legislative meetings, text/graphics information and an occasional program, the "immediate needs" discussed in the technical evaluation would still have to be addressed. An Operations Manager would still be needed. A person with less experience ($30,000 to $35,000) range could suffice. Under this option, the maintenance requirement could be contracted out at $1500 a month instead of hiring a Maintenance Engineer. The downside of outsourcing the maintenance is the potential for a problem to occur before or during a live broadcast and response time by an outside contractor. In addition, it takes two people to effectively broadcast a live meeting from the chambers. The Maintenance Engineer would function as that second person. Without this position, staffwould continue to be borrowed from other duties. The primary savings under this option would be the $90,000 capital expenditure for the automation system reducing the capital requirement to $40,000. Operating expenses would be reduced by $20,000 for the less experienced Operations Manager and an additional $32,000 if the maintenance were outsourced. Offsetting these savings would be the other work that is not getting done by the borrowed staff when they are being utilized by SGTV. 10 Capital Expenditures - 2000/2001 This second year is conservative, and should be somewhat flexible based on the success of SGTV. New Non Linear editing suite - $50,000 This suite would enable all local progranuning to be produced on the same quality level as the networks. It is the logical next step in programming for SGTV. It would have all the bells and whistles, graphics ability, special effects etc. Annual Operating Expenses - 2000/2001 Same as last year - $153,000 [excluding any salary increase for stafl] Total Capital and Operatin2 costs - 2000/2001 - $203.000 Capital Expenditures - 2001 /2002 In the third year SGTV should be producing more progranuning and a second field camera and additional playback decks will be needed. The logical step is to go totally digital. Digital is basically just a different fonnat. The tapes are smaller, and they cost less. This does not mean the existing camera will be obsolete. Tape and digital fonnats are compatible. . New digital camera for the field - $20,000 . Four digital playback decks - $24,000 each / $96,000 total {3 for the control room, 1 for the edit suite} [prices are estimates based on 1999 prices. Actual prices at the time may be lower.] . Four new cameras for chambers - $8,000 each / $32,000 total Total Capital Expenditures for 2001/2002 - $148.000 Annual Operating Expenses - 2001 /2002 . Add full-time Production Assistant - $25,000 - {base salary} . Same expenses as previous years - $153,000 [excluding salary increases for existing stafl] Total Annual Operatin2 Expenses - 2001/2002 - $178.000 Total CaDital and ODeratin2 Costs - 2001/2002 - $326.000 At the end of three years SGTV would be a totally automated digital broadcast facility, producing outstanding programs and delivering around the clock service to the citizens of Seminole County. The total investment over 3 years would be $814,000 including the annual operation ofthe station. 11 The purchase of a remote broadcast truck is not recommended during the first three years as the cost is high and the need will be low. Anticipating that SGTV will produce only a few remote broadcasts a year, It is more cost effective to freelance them out of the "outsource money" in the annual operation budget. Special projects are exactly that, special, and should be dealt with on a one on one basis. All dollars are 1999 values. It is difficult to estimate what the price of equipment will be in three years. Normally with the advancement of technologies the price usually comes down. But the capital and budget breakdowns are realistic to help you understand the cost ofSGTV. In Conclusion The recommendations in this report began with a mission statement and ended with the investment required to bring SGTV up to the standards the mission statement reflects The idea of creating an innovative resource for the citizens of Seminole County is wonderful on paper. But it takes extreme dedication and the right staff to make it work. I hope that this outline has been helpful in seeing the overall concept that has been started and where it can go. Commitment to an idea is never inexpensive, and it is impossible to survive in broadcasting without both the idea and the commitment. SGTV is a broadcast facility. It is ultimately Seminole County's decision as to how far to develop Seminole Government Television. Please feel free to call on me if there are any questions you need answered. I will be more than glad to meet and talk at your convenience. Sincerely, ~ '--- ~<)-, A - Dan Robertson (407) 522 - 8749 12 : Suggested Vendors and Equipment resources. Automation Systems: ParkerVision [My recommendation for the system] Jacksonville, Fla. Jack Booher - (904) 737 - 1367 Newsmaker Systems Dean Kolkie - (818) 879 - 0000 Panasonic / Odetics Pahn Harbor Fl. Kevin Goetz - (813) 772 -7217 Textronics (Profile storage systems) 800 - 547 - 8949 Equipment: Broadcast General Store - (407) 568 - 2788 PhotoMart Cinevideo Tony Delia - (407) 851 - 2780 Martec (Cabling, Test equipment, Connectors, etc.) - (212) 456 - 5945 ESS International (Expendables) Web Bailey - (407) 888 - 2933 Sony Stacy Rothwell- (770) 441 - 8843 Metro Video Systems - Editing Systems / Discreet Logic Sally Shulkin - (818) 848 - 7637 Rentals Kennell Productions - 800772 - 3821 (Crews / Field Producing / Shooting) L.M.G. - (407) 850 - 0505 (Crews / Equipment / Staging) Photomart - (407) 851 - 2780 (Lighting / Audio / Expendables) 13 .' Addendum to Technical Ooerations It has been suggested that the boardroom on the third floor of the County Services Building be outfitted to broadcast meetings, and work sessions. Currently, the room is not wired for anything except a TV feed. The cost to prepare the room would be almost the same as the original cost of setting up the Chambers. . $11,000 for each camera (4 cameras), pan/tilt heads, zoom lens, wall mounting and power adapters. . $10,000 for audio and all the microphones to be installed. . $7000 to $10,000 for wiring and redesign to get the output to the control room downstairs, monitors in the room and the control room, and adaptation to the camera control computer. Total expenditure: $64,000 to $70,000 to equip this room for broadcast. Since the money has already been spent to make the chambers broadcast ready, the modifications and related costs required to make this room broadcast ready would be a duplication of effort and resources in the same building. 14