Request ID:BL-10674-1 (96891216)
Onsite Radio Studio PM (PMP must) with MS Project/Visio/Teams, reporting, Public Radio, EV microphone installation, ENCO upgrade, IP/AES67, A/V experience
Location:Columbia SC
Duration:6 Months Hrs/Wk:40.00
Remote Work Availability:0%
REQUIRED SKILLS (RANK IN ORDER OF IMPORTANCE):
1) MICROSOFT PRODUCTS (PROJECT, VISIO, TEAMS, EXCEL, WORD, OUTLOOK)
2) EXCELLENT COMMUNICATION SKILLS (VERBAL AND NON-VERBAL)
3) EXCELLENT TIME MANAGEMENT SKILLS
4) WRITE REPORTS FOR PROJECTS AND PRESENTS
PREFERRED SKILLS (RANK IN ORDER OF IMPORTANCE):
1) MUST BE ABLE TO PRIORITIZE WORK
2) MUST BE ABLE TO FOLLOW THROUGH WITH TASKS
3) MUST BE ABLE TO COMMUNICATE TO TEAM MEMBERS
REQUIRED EDUCATION/CERTIFICATIONS:
PMP
PREFERRED EDUCATION/CERTIFICATIONS:
BACHELORS DEGREE – 8 YEARS OF EXPERIENCE IN LEU OF DEGREE
Experience
AdministrativeVerbal Communication SkillsYes1AdvancedCurrently Using2 – 4 Years
AdministrativeWritten Communication SkillsYes1AdvancedCurrently Using2 – 4 Years
MiscellaneousTime ManagementYes1IntermediateCurrently Using2 – 4 Years
Packaged ApplicationsMS Office (Word, Excel, PowerPoint, Visio)Yes1AdvancedCurrently Using2 – 4 Years
Packaged ApplicationsMS ProjectYes1IntermediateCurrently Using2 – 4 Years
SpecialtiesCommunicationsNo1IntermediateWithin 2 Years1 – 2 Years
Need:
The SC Public Radio team faces several challenges related to aging hardware and software and some inefficiencies in original design and deployment of several primary systems. In short, this has caused this team to employ several manual processes as regular workflow components, and also prevented several desired workflow improvements. The inefficiencies that limit the team’s ability to focus on improvements to the services they provide our listeners include manual media file transferring from various sources to the playout servers for each channel or stream, manual transfer, and redundant manipulation of traffic schedules/playlists, and less than ideal underwriting and production workflows. Some of the root issues with the original design include lack of network connectivity between these systems, lack of redundancies, and lack of local studio control to air. The absence of redundancy and age of automation components represent a very real vulnerability that could cause interruption to either or both of our radio streams.
The Top (short-term) priorities
– Install new EV microphones to replace existing Blue mics.
– Work with board operators to design more ergonomic layout of monitors and gear in control rooms.
– Updated equipment to accommodate new software to ensure a more efficient and secure workflow.
– Eliminate manual tasks for better utilization of staff time and remove the chance for human error.
– More control over automation to accommodate remote access and reallocate staff resources.
– Studio Refresh to accommodate live production.
The Top (long-term) priorities
– Localized broadcasts from regional stations to include local programmatic content as well as local underwriting that can be different from the state broadcast.
– Additional streaming and HD offerings. (Ex- Urban Alternative station)
– More Transmitters to expand reach and offerings around the state. (Ex- transmitters in Florence and Greenwood; Additional formats in existing markets.)
– Evaluate existing and potential replacement automation and traffic system for integration ease and capabilities to support desired workflows of Radio staff – possibly replace and redesign (Ex- Wide Orbit)
– Replace existing studio audio boards with updated industry-standard equipment.
Proposed Solution
We are looking at this from both a short-term approach to address immediate improvements that can be made to relieve the team’s day to day pain points, and a long-term approach to holistically improve capabilities of the Radio Department across the board. Some of the immediate actions will of course include laying infrastructure changes that will facilitate parts of the long term.
The current proposal for the short-term approach can be broken down into two primary efforts that address two sets of issues.
1. ENCO upgrades – Upgrade the ENCO system to new, current hardware and software versions. Due to the age of the existing hardware, and the cost and complexities of upgrading firmware and software on it in production, we have determined replacement to be the best option, even in short term. This will allow us to build in parallel, reducing affects to air and allowing us to apply design corrections as we go. We will have to work with IT Network Management to ensure proper design to add these systems to our IP Network, and we may need to coordinate with Wheatstone to plan the cutover to this new system once built out. Some of the goals and considerations during build will include network connectivity to allow integration with ProTrack, connectivity to shared storage and the DAM, and redundancy of playout channels. To take advantage of this new design, additional work will have to be done with Myers ProTrack to integrate, thus allowing direct scheduling, as-run, underwriting reports, and other functionality between ProTrack and ENCO. We already have a quote from Myers for this part, and would need to coordinate between Radio, Myers, ENCO and Engineering to complete that phase separately after installation. There may also be a requirement for additional work with Wheatstone to take advantage of playout channel redundancy.
The items addressed by this effort are: improve reliability, redundancy, and security through updated system(s), automating manual file transfer, automating manual schedule transfer, allow for control of automation both from various locations internal to this location as well as from remote locations.
2. Go-Live from Studio – Our Engineering department is currently exploring several options to bring the ability to go direct to air on either or both of our current formats from at least one studio as soon as possible. This effort would also include other immediately possible updates to studios such as the microphone replacements and a collaboration with users to make ergonomic improvements as appropriate. The existing design requires an unreasonable procedure including making route switch changes from the Radio Tech room. Up until very recently, access to the configuration and control of this system was preventing us from making any significant changes. Access has now been acquired and we are looking into possible solutions including movement and/or reconfiguration of existing panels, addition of panels from vendor or third-party sources, and potential for a homegrown solution if necessary. Any of these may require additional support from the vendor, Wheatstone, with whom we do not have current support, so be aware there is a potential this could come with a requirement for professional service cost added. We have also previously received and shared quotes for solutions to this problem that included replacement of the back-end router both with and without replacement of boards/panels and potential soft panels in studios. At the time, those options were not acted on, as they did not meet overall approach now in play with RFP discussed below. This approach should now be simply considered a portion of that effort.
The current proposal for the long-term approach has been discussed as part of a larger RFP that is in process and includes Regional Studio Refresh, A/V Router consolidation and refresh, and Radio Studio Overhaul. Much of the intent and plan around this effort has been discussed at length amongst our teams, and full detailed discussion of that project is outside the scope of this document. Very broad descriptions of elements of that project may be used below to depict the long-term goals and solutions it is intended to offer.
1. Include an overall router upgrade to include IP/AES67 and other modern industry standards as part of an overall A/V Router consolidation and refresh.
2. Refresh audio boards and local switching with updated, industry standard equipment, in coordination with Radio management to ensure built to desired workflows
3. Evaluate full complement of Traffic, Automation, and Playout systems based on needs of team, sustainability, and interoperability to achieve a new holistic design for these core systems to the products Radio provides.
4. Design in the capability to provide localized broadcasts from, at minimum, our Regional Studios.
Separate from the above RFP, we are also already working to get approval to replace 7 of our 8 existing FM radio transmitters with new solid state, HD capable units. Our existing transmitters, with the exception of Charleston, are also out of date and parts are no longer available for many of the components that are susceptible to failure. This process will put us in a position to provide HD radio channels in addition to our analog FM as we see fit.
DAILY DUTIES / RESPONSIBILITIES:
Job Duty 1:
Manages and directs all phases of the project life-cycle for multiple, high-priority strategic and tactical projects. Plans, designs and supervises projects from conceptual design and layout to as built. Update documentation throughout entire project life-cycle. Organizes and conducts project team meetings. Coordinates change requests with project sponsors and other stakeholders.
Job Duty 2:
Controls budget, scope and schedule to ensure project deliverables, milestones and required tasks are completed as planned. Prepare budgets, make equipment selection, prepare signal and control flow diagrams and prepare equipment riser diagrams. Prepare procurement documents and technical specifications for procurement of information technology, television production, post-production, and on-air broadcast and delivery systems while meeting state and agency procurement regulations.
Job Duty 3:
Develops and maintains project documentation throughout entire project life-cycle, including project charter and detailed project plan.
Job Duty 4:
Work with the on staff trainer to coordinate and provide training for users on technologies that have been purchased for the agency that have changed or will change that knowledge base. Prepare workflow documentation for users related to equipment integration through the various systems at SCETV, including but not limited to acquisition through post-production, and broadcast to air and distribution to the Internet.
Job Duty 5:
Performs and manages performance testing of facilities and equipment systems. Identifies potential problems, change impacts, and risks to projects. Prepares status reports and communicates progress, risks, expectations, timelines, milestones, and other key project metrics to project stakeholders and agency management. Determines, recommends, and implements risk mitigation plans and facilitate problem resolution.
RTR – SoSC IT Temp Solicitation_Attachment .docx