DC OFFICE OF CABLE TELEVISION (OCT)
ORGANIZATIONAL CHART FY13
Question #1:
Please provide a complete, up-to-date organizational chart for each division within the agency including, either attached or
separately, an explanation of the roles and responsibilities for each division and subdivision.
EXECUTIVE DIRECTOR'S
OFFICE
Executive Director
Executive Assistant
OFFICE OF LEGAL AND
REGULATORY AFFAIRS
OPERATIONS DIVISION
Director of Operations
PROGRAMMING DIVISION
General Counsel
Financial Analyst (Part-time)
Director of Television Programming
Assistant Attorney Generals
Program Analyst
Program Support Assistant
Paralegal Specialist
Staff Assistant
Program Support Assistant
IT Specialist
CUSTOMER SERVICE
Consumer Services Officer
Cable TV Inspector
TELEVISION
PRODUCTION
CAMERA
PHOTOGRAPHY
Supervisory Producer
Supervisory
Videographer
Producers
Producers (Part-time)
Videographers
AUDIOVISUAL
PRODUCTION
Supervisory
Audiovisual
Production Specialist
Audiovisual
Production
Specialists
VIDEO EDITORS
Supervisory Editor
(Television)
Editors (Television)
Visual Information
Specialist
DISTRICT
KNOWLEDGE
NETWORK (DKN)
Supervisory Audiovisual
Production Specialist
Audiovisual Production
Specialists
Producers (Part-time)
1. Agency Organization
Executive Director's Office
Executive Director
Executive Assistant
Richardson, Eric E.
Hancock, Helen
Operations Division
Director of Operations
Staff Assistant
Program Support Assistant
Consumer Services Officer
Cable Television Inspector
Financial Analyst
Program Analyst
IT Specialist
Harper, Angela
Scott, Maliaka
Merryweather, Leiana
Hicks, Marcella
Gist, Mabel
Yeldell, Robin
McDaniel, Durrell
VACANT*
Legal & Regulatory Affairs (OAG)
VACANT**
Assistant Attorney General
Logan, Gavin
Paralegal
Edmunds, Vannice
Programming Division
Tolson, Karen
Wooden, Michael
Television Production
Supervisory Producer
Producer
Producer
Producer
Producer
Producer
Producer (Part-time)
Avery, John
Oluyole, Silas
Parker, Shaun
Petty, Eugene
Vigas, Oscar
Audiovisual Production
Supervisory Audiovisual Production Specialist
Audiovisual Production Specialist
Audiovisual Production Specialist
Audiovisual Production Specialist
Audiovisual Production Specialist
Reed, Maurice
Borden, Kenneth
DeGrange, Travis
Dove, Dion
Lottman, Jonathan
Video Editors
General Counsel
Director of TV Programming
Program Support Assistant
Camera Photography (Videography)
Supervisory Videographer
Videographer (Programming)
Videographer
Videographer (Programming)
Videographer
Patterson, Ferman
Carter, Kelly
Felder, Tamika
Fernandez, Cecily
Newsome, Valikia
Washington, Lindsay
VACANT*
Supervisory Editor (Television)
Editor (Television)
Editor (Television)
Editing Systems Specialist
Visual Info Spec (Graphics)
Mohamed, Shameem
Phan, Francis
VACANT*
Holmes, Stacy
VACANT*
District Knowledge Network (DKN)
Supervisory Audiovisual Production Specialist
Audiovisual Production Specialist
Audiovisual Production Specialist
Producer - part time
Producer - part time
Mallory, Brenda
Dorsey, Nicholas
Ellis, Akil
Thorpe, Eugene
Clack, Angela
6 *4 OCT vacant positions
** OAG vacant positions (Legal and Regulatory Affairs)
***9 vacant positions
Please provide a narrative explanation of any organizational changes made during the previous year.
No organizational changes were made in FY13.
Please describe the major functions and responsibilities of each division and subdivision of your
agency.
Administrative Structure
Office of the Executive Director
The Office of the Executive Director plans and develops comprehensive communication and public
relations programs for the general public, the media, as well as other District Government agencies. The
executive director manages the overall policy directives, strategic and financial planning, and public
relations, in addition to insuring compliance of District cable operators and regulation of cable television
and similar video system operations in the District of Columbia. The executive director also administers
the programs and services under the agency's purview; administers the Office’s responsibility for the
day-to-day oversight of the construction and operation of the District’s cable television systems;
regulates cable television services in the District as prescribed in Cable Franchise Agreements and is
ultimately responsible for programming the District’s municipal cable access channels, TV-13, District of
Columbia Network (DCN) and District Knowledge Network (DKN).
Operations Division
The Operations division provides leadership, direction and oversight of all administrative functions in
support of the mission of the agency. These functions include support services, human resources,
customer service, contracts and procurement, fleet administration, information technology and budget
and financial management.
Customer Service
Customer support serves as the communications link between cable consumers and the District’s cable
franchise operators. Customer support addresses District residents cable complaints and mediates to
resolve customer related cable problems. Customer support also provides monthly performance
measures of all cable franchise holders operating in the District of Columbia to ensure compliance with
all government standards, rules and regulations.
Legal and Regulatory Affairs Division
Under the administrative structure and supervision of the District of Columbia Office of the Attorney
General, the Legal and Regulatory Affairs Division provides legal advice to OCT in support of its mission
to regulate cable franchises operating within the District of Columbia, by providing a comprehensive
system of service and support to District citizens. The Legal and Regulatory Affairs Division is primarily
responsible for planning legal strategies, protecting the interests of the department and advising agency
staff on matters of legal implication.
Programming Division
The Programming division provides 24-hour programming on TV-13, DCN and DKN. Programming also
covers public service announcements for the Executive Office of the Mayor, the District of Columbia City
Council and other District government agencies requesting program service.
Television Production
Producers are charged with administrative management and logistic details of production. Employees
consult with clients to discuss general concepts, objectives and the target audience of the program.
They also develop schedules, approve scripts and production sets, set-up props and select sites for onlocation shooting.
Camera Photography (Videography)
Videographers are responsible for capturing images on video tape, field and studio cameras, and
production components that provide for cable casting of programs and continuity on TV-13, DCN and
DKN. Working with digital, electronic and film cameras, a videographer is responsible for capturing and
recording an array of events, programs, and interviews to ensure technical quality and creative visual
appeal.
Audiovisual Production
Audiovisual production conveys news and public information to District residents providing production
and performance recording, narration accompanied by video-disk masters, multi-screen programs,
automatic slide shows, museum-like exhibits or scenic and historic sites.
Video Editor
A video editor is responsible for assembling the final product consisting of the raw camera footage,
dialogue, sound effects, music and graphics. Using linear and non-linear editing techniques, a video
editor edits and assembles programs according to script, outlines and treatments prepared by
producers.
District Knowledge Network (DKN)
DKN is a joint venture supported by District of Columbia Public Schools (DCPS) and the Office of the
State Superintendent of Education (OSSE) and is designed to provide innovative resources and support
to students, parents, teachers and community members. Utilizing online and other leading-edge
technical resources such as video-on-demand and video conferencing, DKN will empower DCPS students
and the community at-large by refining and adding relevant instructional and life skills programming
that fosters and encourages student learning and achievement, as well as, promotes community
wellness.
II.
Personnel
2. Please provide a complete, up-to-date position listing for your agency, which includes the following
information:
 Title of position
 Name of employee or statement that the position is vacant, unfunded, or proposed.
 Date employee began in position
 Salary and fringe, including the specific grade, series, and step of position
 Job status (continuing/term/temporary/contract)
Please list this information by program and activity
(Attachment)
3. Please provide the average salary for administrative and managerial staff.
The average salary for OCT administrative staff is $66,656.57.
The average salary for OCT managerial staff is $100,607.83.
4. Please provide the number of FY13 full-time equivalents (FTEs) for the agency, broken down by
program and activity. Please also note the number of vacancies at the close of FY13, by program and
activity, and current vacancy information.
 For each vacant position, please note how long the position has been vacant and whether or not
the position has since been filled.
 How many vacancies within the agency were posted during FY13 and FY14, to date?
(Attachment)
5. Does the agency currently conduct annual performance evaluations of all its employees? Who
conducts such evaluations? What steps are taken to ensure that all agency employees are meeting
individual job requirements? What steps are taken to train and/or discipline employees who do not
meet individual job requirements?
OCT conducts annual performance evaluations for all employees. The senior and mid-management team
conducts e-Performance evaluations on an annual basis. OCT uses the DCHR’s E-performance evaluation
module in order to ensure that all agency employees are meeting individual job requirements. This
process involves direct input from the employee and their supervisor. The evaluation consists of three
major areas: Job Competencies, SMART goals (Specific, Measurable, Attainable, Realistic and Timely)
and an Individual Development Plan (IDP). Employees are required to develop SMART goals and an IDP
that align with the agency’s goals and the employee’s job position description. Employees are evaluated
on the job competencies and their SMART goals. Employees who do not meet their individual job
requirements are placed under a Performance Improvement Plan (PIP) as outlined in DCHR’s District
Personnel Manual Chapter 14 and may receive hands-on training, classroom training, peer-to-peer
training or progressive discipline (when required). PIP is the performance document which identifies
performance areas in need of improvement and outlines how to improve performance on the
established criteria. Use of the PIP replaces the Letter of Warning for deficient employee performance.
The purpose of the PIP is to ensure that there is proper documentation available for both employee and
supervisor to determine what areas are in need of improvement, to monitor and report on
performance, and to serve as the basis for further action if there is continuing ineffective performance.
6. Please list all employees detailed to or from your agency, if any. Please provide the reason for the
detail, the detailed employee’s date of detail, and the detailed employee’s projected date of return.
OCT does not have any employees detailed to or from the agency.
7. Does your staff participate in ethics training? If so, how soon after beginning work does a new hire
undergo this training? Please describe.
Yes, OCT staff participates in ethics training. OCT has maintained 100% compliance in its efforts to
ensure that all OCT employees are properly briefed on workplace and environmental protocol as a
public servant. OCT staff has participated in both online and in-person ethics training presented by the
DC Department of Human Resources (DCHR) and the Office of Contracting and Procurement (OCP).
All new OCT employees receive ethics training at the DCHR’s Entry of Duty (EOD) orientation. The
orientation includes an introduction to District government, a discussion of DC personnel policies, and
information about employee benefits.
8. Please provide the Committee with the following information:
a. A list of all employees who receive cell phones, personal digital assistants, or similar
communications devices at agency expense;
b. A list of all vehicles owned, leased, or otherwise used by the agency and to whom the vehicle is
assigned;
c. A list of employee bonuses granted in FY13 and FY14, to date, if any;
d. A list of travel expenses, arranged by employee; and
e. A list of the total overtime and workman’s compensation payments paid in FY13 and FY14, to date.
a) Cell phones
Supervisory Videographer
Cable TV Inspector
Executive Assistant
Director of Operations
Consumer Services Officer
Supervisory Audiovisual Production Specialist
Videographer
Videographer
Supervisory Producer
Videographer
Executive Director
Supervisory Audiovisual Production Specialist
Supervisory Editor
Director of Programming
Videographer
Avery, John
Gist, Mabel
Hancock, Helen
Harper, Angela
Hicks, Marcella
Mallory, Brenda
Oluyole, Silas
Parker, Shaun
Patterson, Ferman
Petty, Eugene
Richardson, Eric E.
Reed, Maurice
Shameem, Mohamed
Tolson, Karen
Vigas, Oscar
iPads
Director of Operations
Executive Director
Director of Television Programming
Program Analyst
Harper, Angela
Richardson, Eric E.
Tolson, Karen
McDaniel, Durrell
b) Vehicles
2001 Ford Taurus
Field Production Truck
2013 Dodge Caravan
2013 Dodge Caravan
2013 Dodge Caravan
2013 Dodge Caravan
Owned
Owned
Leased
Leased
Leased
Leased
OCT vehicles are not assigned to individual users. All vehicle operators are required to complete
annually an ORM District of Columbia Vehicles Operator’s Acknowledgement Form and submit it along
with a copy of a valid driver’s license to the Fleet Certifying Official (FCO) or designee. OCT maintains an
internal vehicle log book to track mileage and usage. All registered OCT vehicle operators are required to
log their name, vehicle, location/destination, time, date and purpose of vehicle usage into the vehicle
log book before acquiring keys to the vehicles. Keys must be immediately returned after each use;
except where authorized by a manager to retain keys in his/her possession. The manager must notify
the FCO in writing of those employees identified to retain keys.
c) Bonuses
No OCT employees were granted bonuses in FY13 and FY14, to date.
d) Travel
Employee
Conference
Eric E. Richardson
Celebrating over 50 years of service to the ever-evolving global
television industry, NATPE continues to redefine itself and the
services it provides to meet the needs of its members and the
industry. What has remained constant is NATPE’s commitment
to encouraging the growth and supporting the success of video
content development, creations, production, financing and
distribution across all platforms. NATPE is the most important
international "must-attend" Market and Conference.
Location
Registration
Transportation
Hotel
Other Incidentals
Miami, FL
$221.20
$221.20
$687.04
N/A
Employees
Conference
Location
Registration
Transportation
Hotel
Incidentals
Employees
Conference
Location
Registration
Transportation
Hotel
Incidentals
Employee
Conference
Location
Registration
Transportation
Hotel
Incidentals
Eric E. Richardson/Mohammed Shameem/ Maurice Reed
The National Association of Broadcasters is the voice for the
nation's radio and television broadcasters. As the premier trade
association for broadcasters, NAB advances the interests of our
members in federal government, industry and public affairs;
improves the quality and profitability of broadcasting;
encourages content and technology innovation; and spotlights
the important and unique ways stations serve their
communities.
Orlando, FL
$597.00
$587.40
$1,599.36
$1,506.00
John Avery/ Durrell McDaniel/Eric E. Richardson/Karen Tolson
The National Association of Telecommunications Officers and
Advisors (NATOA) Annual Conference is the premier local
government conference for elected and appointed officials, and
professionals who share oversight over communications and
cable policy and regulation, legislative review and advocacy,
public rights-of-way management and compensation, wireless
facilities zoning and siting, information and technology, and PEG
programming. The annual conference enables participants to
review major policy and legal changes and developments,
review technical advancements both in the context of using
new technology to benefit local communities and in local
government enforcement obligations, understand key issues,
network, and conduct association business.
Orlando, FL
$1,725.00
$870.40
$2,619.12
$2,011.25
Angela Harper
The National Association of Black Journalists (NABJ) is an
organization of journalists, students and media-related
professionals that provides quality programs and services to
and advocates on behalf of black journalists worldwide.
Orlando, FL
$398.00
$315.80
$553.50
$541.00
e) Overtime
During FY2013, OCT performed a total of 1,123.50 hours of overtime for a total of $57,672.82.
To date, OCT has performed a total of 217 hours overtime for a total of $12,187.01.
9. What number and percent of your employees are District residents? Does your agency have a
written policy to increase the hiring of District residents? If so, please provide a copy of the policy.
Please describe the methods used by your agency to increase the hiring of District residents.
20 or 54% of OCT employees are District residents. OCT does not have a separate written policy to
increase the hiring of District residents. However, OCT does abide by D.C. Law 17-108, the Jobs for D.C.
Residents Amendment Act of 2007, effective February 6, 2008, and applies residency preference to all
competitive appointments including career service, legal service and Management Supervisory Service
(D.C. Code §1-515.01 (a&b). OCT’s hiring strategy includes participating in professional and industry
outreach events as well as posting job announcements to local colleges, universities and a number of
broadcast/production outlets. OCT continues to make strategic, concerted efforts to hire DC residents in
order to fill vacant positions.
10. Please detail the number of employees hired as a result of OCT’s partnership with the Office of Risk
Management to employ Return to Work Employees (RTW).
In Fiscal Year 2013, OCT participated in a partnership with the Office of Risk Management’s Return to
Work Program. OCT identified the vacant program support assistant position as being easily suitable for
a light duty position. The collaboration provided an opportunity for two DC government employees to
work at OCT. The RTW employees responsibilities include: administrative duties (filing, scanning,
inventory); TV programming development (research); pre-production (booking guests/locations and
tape logging); and customer service (answering phones and responding to customer service
complaints). As a result of this successful partnership, OCT ultimately hired one of the employees as a
full-time program support assistant.
III.
Budget
11. Please provide a chart showing your agency’s approved budget and actual spending, by program, for
FY13 and FY14, to date. In addition, please describe any variance between fiscal year appropriations and
actual expenditures for FY13 and FY14, to date. (Attachment)
12. Has the agency been forced to cut any programs or services due to decreased federal funding?
OCT has not been forced to cut any programs or services due to decreased federal funding.
13. Please list any reprogrammings, in or out, which occurred in FY13 or FY14, to date. For each
reprogramming, please list the total amount of the reprogramming, the original purposes for which the
funds were dedicated, and the reprogrammed use of funds. (Attachment)
14. Please provide a complete accounting for all intra-District transfers received by or transferred from
the agency during FY13 or FY14, to date.
(Attachment)
15. Please identify any special purpose revenue accounts maintained by, used by, or available for use by
your agency during FY13 or FY14, to date. For each account, please list the following:
 The revenue source name and code
 The source of funding
 A description of the program that generates the funds.
 The amount of funds generated by each source or program in FY13 and FY14, to date
 Expenditures of funds, including the purpose of each expenditure, for FY13 and FY14, to date
(Attachment)
16. Please provide a list of all projects for which your agency currently has capital funds available. Please
include the following:
 A description of each project
 The amount of capital funds available for each proje
 A status report on each project, including a timeframe for completion
 Planned remaining spending on the project
(Attachment )
17. Please provide a complete accounting of all federal ARRA (stimulus) funds received or managed by
the agency, if any.
OCT does not receive or manage any federal ARRA (stimulus) funds.
18. What steps, if any, have been taken during FY13 and FY14, to date, to reduce the following:
 Space utilization
 Communications costs
 Energy use
Space Utilization
OCT is currently located at 3007 Tilden Street, NW, Pod-P. The agency occupies the first through fifth
floors. OCT continues to explore and create opportunities for partnerships and shared space with other
DC Government agencies and outside government organizations for community partnerships.
Communications Cost
OCT did not take any steps to reduce communication costs in FY13; however, the agency will continue to
research costs saving initiatives in FY14.
Energy Use
OCT continues to reduce energy costs by disposing of old outdated tapes, CD’s and production
equipment in an efficient, cost saving manner. A decrease in tape usage by utilizing reusable memory
cards has streamlined OCT’s e-recycling efforts. OCT is also transitioning from using high energy
generating tungsten to LED lights for both studio and field lighting.
In FY13, an aggressive e-recycling effort of CDs, DVDs, and metallic tape for professional disposal
specifically for those types of materials resulted in the discard of over 2000 lbs. of material. OCT
partners with Greendisk – a company that specializes in recycling responsibly and securely of all
computer-related waste, spent supplies and obsolete accessories electronic equipment. To date, OCT
has disposed of 640 lbs. pounds of technotrash. Greendisk certifies that all information is destroyed and
all materials have been reused, recycled or otherwise processed using procedures pursuant to and in
compliance with all United States environmental laws. Greendisk also supplies OCT with a Certificate of
Compliance for every pound of discarded waste for valid assurance of proper disposal.
OCT continues to emphasize the importance of recycling paper, plastic bottles, aluminum cans and used
ink cartridges. Every employee is tasked with adhering to the Districts recycling policies. In addition, OCT
saves energy costs by traveling to various meetings at One Judiciary Square and the John A. Wilson
Building and various other DC Government agencies by carpooling with OCT staff on field assignments
and by taking the Metro. DKN staff participates in the fleet share program.
19. Please identify all legislative requirements that the agency lacks sufficient resources to implement
properly.
At this time there are no known legislative requirements that OCT lacks sufficient resources to
implement properly.
20. Please describe your agency’s efforts to utilize federal grants and other alternative funding sources.
OCT does not utilize federal grants and other alternative funding sources.
IV.
Agency Programs and Policies
21. Please list each policy initiative of your agency during FY13 and FY14, to date. For each initiative
please provide:
 A detailed description of the program
 The name of the employee who is responsible for the program
 The total number of FTE’s assigned to the program
 The amount of funding budgeted to the program
a) Promote cable competition and choice for District residents.
OCT has worked to bring greater competition and choice to the cable television market in the District by
attracting multiple cable providers to the District. The District is now serviced by Comcast, RCN and
Verizon. The presence of three cable providers has resulted in increased competition which [creates
competition and] gives an incentive to all District cable franchisees to offer competitive rates and
improved customer service to District residents. In FY14, OCT is seeking to consummate the renewal of
the Comcast franchise agreement to ensure continued competition among the District’s three cable
providers.
Employees responsible: Eric E. Richardson, Gavin Logan
Total number of FTE’s: two
Amount of funding: N/A
b ) Negotiate the renewal of the Comcast Franchise Agreement.
OCT worked with members of EOM, OCA and the DC Council to complete negotiations for the Comcast
franchise renewal agreement. The successful renewal of the Comcast franchise agreement will ensure
continued competition among the District’s cable providers.
Employees responsible: Eric E. Richardson, Gavin Logan
Total number of FTE’s: two
Amount of funding: N/A
c) Update and submit evacuation and risk management plans to the Office of Risk Management.
The Division will continue to monitor, coordinate and administer loss prevention and occupational
safety and health training to OCT employees. The Department will implement and recommend practical
risk control program strategies that will minimize potential risk and expense to the District.
Employees responsible: Vannice Edmunds
Total number of FTE’s: one
Amount of funding: N/A
22. Please describe any initiatives your agency implemented within FY13 or FY14, to date, to improve
the internal operation of the agency, reduce waste, fraud and abuse, or the interaction of the agency
with outside parties. Please describe the results, or expected results, of each initiative.
Professional development is one of OCT’s performance measures. To assist with improving internal
operations, in FY13, OCT employees received professional development training including: Maximizing
Your Resources with Limited Funds (NATOA); Risk Management training (DGS); Energy Conservation
(DDOE); DC Labor Partnership training (OLRCB) and Labor Relations training (OLRCB).
In order to provide more accountability over assets management, in FY13, OCT acquired a new assets
management inventory system. The system utilizes a unique asset ID and QR coding system. The
recording process ensures that OCT remains in compliance with Office of Finance and Resource
Management OFRM’s inventory standards. This process of recordkeeping also helps to ascertain basic
and pertinent information related to OCT’s assets.
To assist with overall workflow efficiency, a revised online request form has streamlined and centralized
incoming requests from agencies and organizations. Core personnel are able to receive, respond, and
track request progress from one centralized location and via email. Requests include event coverage,
program and spot creation, studio tapings, and duplications. OCT is also transitioning from tapes to a
tapeless workflow. The tapeless workflow allows for greater efficiency and eventually a cost savings for
the agency.
23. Please explain the impact on your agency by any legislation passed at the federal level during FY13
or FY14, to date.
OCT has not been impacted by any legislation passed at the local level during FY13 or FY14, to date.
24. Please explain the impact on your agency by any legislation passed at the local level during FY13 and
FY14, to date.
OCT has not been impacted by any legislation passed at the federal level during FY13 or FY14, to date.
25. Please identify all electronic databases maintained by your agency, including the following:
a) detailed description of the information tracked within each system
b)Identification of persons who have access to each system, and whether the public can be granted
access to all or part of each system
c) The age of the system and any discussion of substantial upgrades that have been made or are planned
to the system
a)
Detailed description of the information tracked within each system;
ScheduAll
The software allows the ability to schedule, track, and report on all assets and projects. Features include
real-time scheduling and conflict checking, shared calendar information between users, and
comprehensive reporting.
Nverzion Automation for program playback
The database is responsible for automated scheduling and tracking of program titles, total running
times, play dates and times.
EarthCaster for on demand and streaming
The EarthCaster professional media system provides the agency’s streaming and Video on Demand
(VOD) media solution. This system operates as a bridge to OCT’s network of media servers that house
programming for channels 13 and 16 to the oct.dc.gov website.
Omneon Servers for program storage
This system combines storage and systems management of digital program files for distribution through
automation, web, graphics and editing systems.
BroadView Software for program trafficking
This system is a fully integrated offering that combines program acquisitions, scheduling, traffic, ad
management, reporting, automation management and more - all without ever re-entering data.
360 Server for program storage
This is the integrated media server that holds video files/programs that are played on air to DKN
Roake /Elemental: Database for on-demand files that are linked to OCT’s website, YouTube, and
Dropbox. It allows the distribution of media files to various destinations and transcodes those media
files to a variety of formats for a multitude of applications.
SAManage
This system is an asset management tool used by the Office of Cable Television to monitor the
acquisition and disposal of inventory throughout its life cycle. This level of inventory maintenance is
accessible through the web via laptop, desktop and tablet computer, or smartphone via QR code
scanning apps.
b)
Identification of persons who have access to each system, and whether the public can be
granted access to all or part of each system; and
ScheduAll
The programming department (audiovisual production team, operations team and managers) are the
primary users who have access to ScheduAll. It is not available for public consumption and can only be
accessed within the confines of OCT.
Nverzion Automation for program playback
It is accessible and operated by the supervisory audiovisual production specialist and the incumbent’s
staff, consisting of audiovisual production specialists. While accessible within the confines of the
physical location of OCT’s master control area, it can also be accessed via IP reach to authorized users
for remote (home) access. The database is not accessible to the public.
EarthCaster for on demand and streaming
It is accessible and operated by the supervisory audiovisual production specialist and the incumbent’s
staff, consisting of audiovisual production specialist. While accessible within the confines of the physical
location of the OCT’s master control area, it can also be accessed via IP reach to authorized users for
remote (home) access. The database is not accessible to the public; however, the content managed by
the database is accessible via the agency’s website.
Omneon Servers for program storage
This system is accessed and operated by the supervisory audiovisual production specialist, the
incumbent’s staff, consisting of audiovisual production specialists; and, the supervisory editor and
editors. The database is not accessible to the public.
BroadView
All employees within OCT have access to this software system as long as it is downloaded to their
system and they have been given privileges through the administrator. This software is not made
available to the public in the editing phase, but the end results of the channels’ lineups are made
available through the OCT website for public guidance.
Every member of the audio visual staff has access to the Broadview, Omneon, Nverzion, 360, and
Elemental/Rourke databases. The databases are not accessible to the public for security reasons
beyond what’s played on air and posted to the website. The shared drive is accessible to all agency
employees.
SAManage
This system is accessible by the Operations department of OCT. This system is accessible from outside of
a government computer, but has secure access through login and embedded system firewalls. This
system does not have public access nor does it release private information about assets without valid
login.
c)
The age of the system and any discussion of substantial upgrades that have been made or are
planned to the system
ScheduAll
The software was acquired in 2007 and has been updated to the current version.
Nverzion Automation for program playback
The automation was acquired in 2004 and plans for an upgrade are in the planning stages. The
upgraded software would allow additional tracking information, (i.e., program content) and safeguards,
(i.e., scheduling conflicts) to be in place.
EarthCaster for on demand and streaming
The system has been in use since 2005 and is updated through providing vendor upon request.
Omneon Servers for program storage
Originally employed in 2004, the system has been upgraded to hold more data and individual units have
been added to the network. Upgrades are constant and evolve with the progression of technological
advances in digital media management.
BroadView Trafficking
Acquired in 2012, this system replaced an archaic method of programming. There has been no major
system updates to the trafficking system since acquisition, but will be organized through OCTO.
360 Server for program storage
Originally acquired in 2004, this system will be utilized as a backup server once all three channels are
united in one system after upgrades following the relocation.
Elemental: This database was acquired in December 2013 with no scheduled upgrades beyond the
scope of the one year warranty. Once fully employed, the Elemental server will be able to carry the live
streaming component of OCT’s website.
SAManage
This system was acquired in November of 2012. The deep user interface elements are maintained by
SAManage virtually and requires no hardware updates.
26. What has the agency done in the past year to make the activities of the agency more transparent to
the public? In addition, please identify ways in which the activities of the agency and information
retained by the agency could be made more transparent.
OCT has increased its social media and on demand postings by 30% from FY12 to FY13 and is on target
to surpass that goal for FY14. OCT is now fine tuning the provision of smartphone and tablet access of
its on demand and live streaming offerings. (Community Outreach)
Program schedules are provided through the agency’s Broadview software, are forwarded to TV guide,
which in turn forwards the information to the cable providers to appear on the on-screen viewing
guides. Program times and dates are also promoted on our social media entities.
As part of its agency performance goals, OCT conducts customer service surveys at each of its customer
cable customer franchise service centers. OCT collects data from the surveys and service center visits to
gauge the level of professionalism and standard of customer service provided by the cable television
providers. The information gathered is discussed at the quarterly meetings and used as a tool for
measuring improvement in areas where needed. This helps OCT maintain transparency because it
informs District residents of some of the activities OCT engages in with the purpose of ensuring they
receive quality cable television service. OCT can continue to improve its transparency by providing more
public consumer services information on each of its internet based platforms.
27. Please identify any statutory or regulatory impediments to the agency’s operations.
There are currently no known statutory or regulatory impediments to OCT’s operations.
28. Last year, the agency stated that many multi-dwelling units (MDUs) do not have access to multiple
cable television providers because landlords and property managers would not allow more than one
provider access to their buildings. The agency also mentioned that under District of Columbia Municipal
Regulations, OCT may serve as a mediator between cable television providers, landlords, and tenants.
What efforts have you made to utilize this mediator role in FY13 and FY14, to date? Have you had more
success in getting more than one cable provider in MDUs than in previous years? Would you
recommend the Committee propose legislation to expand OCT’s authority in this area?
OCT has been successful in utilizing its role as mediator. One example is an instance between a cable
provider and MDU located in the NE quadrant of the District. The owner of the MDU and the new cable
provider could not agree on a long term contract to service the building, leaving the tenants only able to
receive cable service from one provider. The tenants wanted a choice of cable providers and therefore
contacted OCT for assistance. OCT’s regulatory and consumer services team, headed by the agency
Director, met with the residents, listened to their concerns and worked with the property owner and the
cable service provider. After much effort and many meetings with both parties, OCT was able to assist
the building owner and new cable provider with a contract that everyone agreed upon. OCT stayed
involved throughout the process, and we are happy to report that the tenants of the MDU are now
enjoying cable service from more than one provider.
OCT has also worked with Verizon by obtaining a list of MDUs where Verizon property owners or
managers have not permitted access to Verizon. We are working to complete the most updated list, so
that OCT can reach out and learn if these owners and managers are in fact interested in receiving
Verizon’s services, or are otherwise committed to other service providers by way of marketing
agreements or other commitments, or if there are other issues preventing Verizon from accessing the
properties
Although OCT has no recommendations as to any legislation the Committee should propose to expand
OCT’s authority in this area, OCT hopes to address many elements of this issue through the franchise
negotiation process and will continue to look for ways in which the Agency can continue to better serve
the District’s residents and will gladly work with the Committee to any extent needed.
29. OCT’s FY12 Performance & Accountability Reports (PARs) listed that the agency was successful at
drafting legislation allowing OCT fine landlords for denying cable providers access to multi-dwelling units
(MDUs). Please give an update regarding this legislation and whether it has helped any MDUs get access
to multiple cable service providers.
Although OCT drafted legislation allowing OCT to fine landlords for denying cable providers access to
multi-dwelling units, the legislation has not moved forward at this point. At this time OCT has not found
such legislation necessary, as OCT has been able to rely on existing District laws and, more importantly,
has doubled its efforts to work with District residents, District landlords and the cable service providers
thereby avoiding the need to penalize District Landlords at this time.
30. Which programs at the agency are in most need of additional funding?
The OCT budget reflects the main priorities set for the agency and there are no programs that are in
need of additional funding.
V.
Performance Plans and Measures
31. Please list and detail all performance measures for the agency for FY13 and FY14. Outline the goals
and the actual results for FY13 and FY14, to date, and describe any variances between goals and results.
KEY PERFORMANCE INDICATORS- Programming
Measure
FY
2012
Actual
FY 2013
Target
FY
2013
Actual
FY
2014
To
Date
Additions, (content, photos, messages, etc.) to Social Media
Outlets
N/A
50
75
N/A
Number of interstitial features, PSAs, informational spots,
and official proceedings on TV-13.
435
500
525
197
Number of programs, PSAs, School Sketches, and overview
features on DKN
11
140
121
31
Number of District students exposed to careers in television
production
85
50
52
N/A
KEY PERFORMANCE INDICATORS-Operations Division
Measure
FY
2012
Actual
FY 2013
Target
FY
2013
Actual
FY
2014
To
Date
Percentage of customer complaints regarding cable providers’
outside infrastructures responded to within 48 hours
94%
90%
92%
93%
# of hours Employees trained in professional and personal
development
737
570
758
N/A
Number of annual visits to cable franchisees customer service
centers
6
6
8
0
KEY PERFORMANCE INDICATORS- Regulatory Division
FY 2013 Target
FY2013 Actual
FY 2014 To Date
% of Calls answered by Comcast
90%
98%
N/A
% of Calls answered by RCN
90%
80%
N/A
% of Calls answered by Verizon
90%
100%
N/A
Although RCN did not meet the target for FY13, they showed continued progress throughout the fiscal
year, and by the fourth quarter of FY13 RCN answered 95% of all calls received. Also note that the
Regulatory Division has changed its performance indicators starting with FY14 for the purpose of
providing information that more accurately measure the activities of that Division and OCT as a whole.
VI.
Contracting and Procurement
32. Please list each contract, procurement, lease, and grant (“contract”) awarded, entered into,
extended and option years exercised, by your agency during FY13 and FY14, to date. For each contract,
please provide the following information, where applicable:
 The name of the contracting party
 The nature of the contract, including the end product or service
 The dollar amount of the contract, including budgeted amount and actually spent
 The term of the contract
 Whether the contract was competitively bid or not
 The name of the agency’s contract monitor and the results of any monitoring activity
 Funding source
(Attachment )
33. Please provide a list of all MOUs currently in place, all MOUs entered into within the last year, and
any MOUs planned for the coming year.
(Attachment)
(PROGRAMMING)
CSOSA: 4 quarterly programs on Public Safety. $3,550.00 per show FY13 & FY14
Office of the People’s Counsel: $20,000.00 FY13
Department of Insurance, Securities, & Banking: $31,195.00 FY13
DC Water: $13,950.00 FY13
Potential MOUs w/Office of the People’s Counsel; Office of the Chief Medical Examiner; Office on Aging;
and Department of Public Works are agencies that have expressed interest in producing specialized
programming for their outreach.
34. Please describe the steps taken by the agency to provide oversight and management for contracts.
Specifically, how does the agency ensure that its programmatic needs are being met? How does the
agency ensure that contracting actions are standardized across various programs? How does the agency
monitor contract compliance? If the agency has a written policy on contracting monitoring, please
provide a copy of the policy.
OCT follows the policies set forth by the DC Office of Contracts and Procurement (OCP) to provide
oversight and management for contracts. For some contracts OCP assigns an internal Contracting
Officer's Technical Representative (COTR). To ensure that OCT complies with the Excellence in Local
Business Grading Act of 2008, COTRs are required to assess the performance of the contractor for the
subject contract. COTRs are required to complete a quarterly assessment until the contract expires, at
which point they must complete a slightly more extensive Final Assessment. OCT also has an agency
contracting officer (ACO) with contracting authority up to $25,000.00.
Procurement is carried out by the Operations department who works directly with the programming,
regulatory and executive director’s office to ensure that programmatic needs are being met.
Programmatic needs are analyzed, prioritized and are carried out in compliance with OCP standards and
procedures.
OCT manages compliance by assigning an internal contracting monitor to provide oversight and
management of contracts. The contracting monitor verifies invoices received by the vendor against the
requested deliverables. OCT requires that invoices are signed off by the COTR/contracting monitor and
the agency director. Invoices are then reconciled internally and forwarded to the Office of Finance and
Resource Management (OFRM) for payment. Payments are verified by using the SOAR accounting
system. OCT also conducts monthly meetings with the OFRM to address any outstanding issues or
concerns.
In FY13, OCT enhanced its contracting and procurement structure by adding another contracting
specialist for processing internal procurements under $25,000. Each member of the team who handles
contracts and procurements has received SOAR and PASS training.
35. What steps has the agency taken in FY13 and FY14 to increase efficiency and cost savings in the
District contracting and procurement process?
In FY13, the OCT program analyst was trained in contracts and procurement and is now a contracting
specialist in the PASS system. The contracts and procurement responsibilities are now divided among
two requisitioners and one contracting officer. The additional support of a contracting specialist has
helped increase the efficiency of the internal procurement process and has also provided a better
checks and balances system.
In order to increase efficiency and cost savings in the District is contracting and procurement process
OCT develops and manages an internal inventory list and a list of projected goods and services for the
fiscal year. Items are prioritized for consideration based on the management of the whole life cycle
(design, construction, commissioning, operating, maintaining, repairing, modifying, replacing and
decommissioning/disposal) of physical and infrastructure assets. OCT also conducts market research to
determine best practices and to discern which goods and services best meet the specialized needs of the
agency. Potential vendors are thoroughly vetted in order to achieve the best quality of service. OCT also
works with CBE vendors as part of the procurement process. Together, all of these steps help to increase
efficiency and cost savings in the District contracting and procurement process.
36. Does your agency have a written policy to increase contracting with, and procurement from, local,
small, and disadvantaged business enterprises? If so, please provide a copy of the policy. Describe the
methods used by your agency to increase contracting with small business enterprises.
OCT makes it a priority to consider all small and local businesses when searching for a vendor to
complete a service or provide goods. Depending on the needed service, OCT combs through the
preferred list of CBE vendors represented through OCP as well as the federal GSA schedule. By using key
words through the search engine and NIGP codes, OCT is able to generate a possible list of vendors that
may be able to support the agency’s needs. OCT contacts all vendors from this generated list to gauge
whether they are able to accommodate the needs of our procurement. Through this methodology, OCT
continues to support small and local businesses throughout the community and commits to the DC
Government’s effort to increase philanthropic presence. OCT will continue to proactively seek the
services of SBEs and work with OCP and DSLBD to support future endeavors in order to achieve the goal
of procuring and contracting 50% of the dollar volume of its goods and services with small business
enterprises and local business enterprises.
37. Last year, the agency’s FY13 spending plan included a strong investment in small and local
businesses that would help in your efforts to meet the 50% SBE requirement.
Please detail how your agency invested or contracted with small and local businesses in your effort to
meet the 50% SBE requirement in FY13. Please also describe any plans to invest or contract with small
and local businesses in FY14.
OCT’s FY13 expendable budget for FY13 was $305,889.00. OCT spent $402,017.00 meeting 50% of its
expendable budget with CSBEs. Although OCT is a government agency under the Executive Office of the
Mayor, OCT provides unique services to the residents of Washington, DC. Much of the equipment,
hardware and software the agency utilizes are proprietary or may only be sold through factory
authorized vendors. However, OCT remains committed to proactively seeking and investing in the
services of SBEs and works with OCP and DSLBD to support future endeavors in order to achieve the goal
of procuring and contracting 50% of the dollar volume of its goods and services with small business
enterprises and local business enterprises in FY14.
VII.
Studies, Research Projects and Analyses
38. Provide a list of all studies, research papers and analyses the agency prepared or contracted for or
plans to prepare or contract for during FY13 and FY14 to date. State the status and purpose of each
study.
OCT has contracted an outside agency to conduct a technical audit of the cable services within the
District. This audit provides insight and recommendations on minimum requirements regarding the
cable systems in the District of Columbia. The audit includes performance evaluations of cable systems’
technological advances for performance and testing requirements including signals, upkeep of facilities,
equipment, construction, rebuilds and enhancements. Once the audit is finalized, the results which may
also include comments or responses from the cable service providers, will be made available to the
public.
VIII. Publications
39. Provide a copy of all publications, brochures and pamphlets prepared by or for the agency during
FY13 and FY14 to date.
There were no publications prepared by the agency during this time period.
IX.
Policy Statements
40. Provide a copy of all policy statements issued during FY13 and FY14 to date.
Via the OCT website http://oct.dc.gov/services/hearing_impaired.shtm, deaf or hard of hearing viewers
may request and receive a captioned video or transcript of video programs cablecast on the District of
Columbia’s government channels and uploaded on the District of Columbia’s website.
X.
Audits, Reports and Lawsuits
41. Please list and describe any ongoing investigations, studies, audits, or reports related to your agency
or any employee of your agency, or any investigations, studies, audits, or reports of your agency or any
employee of your agency that were completed during FY13 or FY14, to date.
During FY13 and FY14 to date, OCT conducted a technical audit of the RCN cable system which is near
completion and the results will be made available to the public. In addition, prior to the commencement
of negotiations of the Comcast renewal, a needs assessment, a formal, comprehensive document on the
current and future related needs of the cable systems was conducted. The public will be able to find the
completed technical audit and needs assessment on the OCT website.
42. List and describe any investigations, studies, audits or reports on your agency or any employee of
your agency, which were completed during FY13 and FY14 to date.
At this time there are no known investigations, studies, audits or reports on OCT or any employee of
OCT which were conducted or completed during FY13 and FY14 to date.
43. Describe any pending lawsuits involving your agency.
At this time there are no known pending lawsuits involving OCT.
XI.
Relocation
44. Please give an update concerning the agency’s relocation from 3007 Tilden Street, NW, to the new
facilities at 1899 Ninth Street, NE. Include:
When the relocation was complete, if so;
Any problems or concerns concerning the relocation;
What the agency plans to do with its old facilities as the lease on 3007 Tilden Street, NW, does not
expire until August 2014.
The project has been broken up into three phases and the construction portion will be completed in
June. The first phase is scheduled to be finished by end of March and includes the majority of the
administrative, regulatory and production workspaces. Once we are completed with phase one,
members of the administrative and regulatory staff will move into the space no later than April 21. The
second phase is slated to be completed in mid-May and involves the HD studio along with the control
room, audio control area, lighting grid and pre-production staging area. The production team will begin
to dwell in the space for training exercises in June and will be at full capacity by the end of July. The
third and final phase will contain a technology upgrade to the John H. Wilson Building, the Old Council
Chambers and the OCT production truck. The upgrade is scheduled to be completed no later than
November. There have been a few complications during the construction process that has caused an
interruption in the initial schedule. For instance, there was a substantial amount of water damage to
the celling that caused a key alteration to one of the fundamental walls in the facility. Additionally,
there were several modifications to the HVAC system to reassure that the system would power and cool
the studio space sufficiently while not generating large amounts of power or noise that would disrupt
the studio productions. OCT plans to produce programming out of the Tilden Street facilities until June
30 and will utilize the month of July to reposition the space to the terms of the leasing agreement.
XII.
Franchise Agreements
45. Please provide an update regarding the franchise renewal negotiations with Comcast and RCN that
were to conclude in 2013. Include:
When the new agreements were signed;
When the new agreements expire;
How much the new franchise payments will be and how they are structured;
And a “Major Terms Sheet” detailing the major terms of the renewals, any clauses that ensure the
District will be able to stay at the forefront of technology throughout the duration of the agreements,
clauses outlining commitments from the cable providers to provide subsidized services for low-income
residents, and any other relevant important or innovative terms or clauses.
The renewals for Comcast and RCN are not yet finalized, and therefore we are unable to present a
“major terms” sheet to the Committee at this time. OCT has completed negotiations on much of the
Comcast franchise renewal but a few issues remain outstanding, which must be addressed before the
negotiations and renewal agreements are complete. The reason for the added time in resolving these
outstanding issues is that they involve collaborative efforts that include other agencies like OCTO, DCNET and DDOT. Additionally, OCT is in discussion with OPC, PSC and PEPCO on other pertinent issues to
move the agreement forward to completion. OCT also notes that it has reached an agreement in
principle with RCN, but this agreement is subject to change based on the outcome of the final renewal
agreement with Comcast. Once the respective agreements have been finalized, the Office of the Mayor
and the Council will be provided with the respective agreements.
46. What actions have the agency taken to regulate the District’s cable television service providers
(Comcast, RCN, Verizon) to ensure that they are in compliance with their respective franchise
agreements and federal and District cable television laws?
As a component of their franchise agreements with DC, the cable television providers are required to
submit monthly/quarterly reports to OCT. These reports are used as an integral tool by OCT to ensure
compliance with the standards, rules and regulations outlined in the agreements and by federal and
District cable television laws. OCT monitors monthly outages, response times and causes, customer
complaints, the nature of complaints, and resolutions. Through these reports, we also monitor customer
growth, installations and disconnections. The cable provider reports the number of calls answered,
response time, the number of calls abandoned and the calls answered within the National Cable and
Telecommunications Association (NCTA), standard of 90% of calls answered within 30 seconds, 90% of
the time. This ensures customers can actually speak with a representative as quickly as possible.
Additionally, OCT monitors the outside infrastructure of all cable providers and investigates various
wiring issues, including pole attachments, to ensure compliance with applicable laws and cable industry
standards. OCT also enforces OSHA standards (use of parking cones and safety gear) to ensure the cable
technicians adheres to the safety standards while servicing the District residents. Finally, OCT conducts
quarterly meetings with each of the cable television service providers to address any issues related to
their services provided in the District or related to the franchise agreements directly.
XIII.
Service Statistics and Expansion
47. Please provide information concerning cable service penetration in the District. How many residents
subscribe to cable television? If possible, please give a breakdown of the number of customers
subscribing to Comcast, RCN, and Verizon.
OCT is unable to provide a response to this question as this information is proprietary and of which OCT
is not at liberty to share with the public.
48. Please provide information about how many residents in the District use satellite television
providers.
Satellite television is a service that is not regulated by OCT. Satellite television providers do not require a
franchise agreement to operate in the District. OCT does not have oversight authority over satellite
providers nor do we have information concerning the number of residents subscribing to satellite
television service.
49. Please provide any updates regarding the rollout of Verizon FiOS throughout the District.
In accordance with the terms outlined in the franchise agreement, Verizon is deploying fiber in the city
in three phases. Phase one being from 2009-2012, two from 2012-2015, and three from 2015-2018. Of
these phases, Verizon completed the first phase. As for the second two phases, Verizon triggered a one
year extension for FiOS deployment as permitted for in the city’s agreement with Verizon; this was
triggered by Verizon having less than a 30% video penetration rate as of Oct. 30, 2013. Thus, phase two
should be completed in 2016 and phase three in 2019. Despite the extension the rollout is progressing
well as FiOS is now available in a portion of all eight wards in the city. Further, OCT has not seen many
issues during the rollout. The only area of mutual concern is that there are several buildings in the
District that have not responded to Verizon’s request to service their tenants; in these cases OCT is
assisting Verizon with access issues by contacting the landlords to inform that they are required to allow
all franchise cable television providers to service their residents.
50. Please detail in which areas of the city customers have only one option for cable provider.
Specific information with regards to this question is proprietary and may not be shared with the
public. However, [we can report that Verizon FiOS is available in parts of all eight Wards in the District,
as well as RCN RCN]. Comcast provides service to most residents of the District. RCN does not have to
adhere to the same build-out provisions as Comcast and Verizon as they currently do not service the
area of the city known as the Fire Zone, where all utilities are required to feed their customers
underground. Verizon, being the newest franchisee, has not yet completed service to the entire District,
however they continue to make progress in their buildout to wire the city in three phases. Once Verizon
has completed its buildout, OCT expects that they will be able to provide service to most District
residents, as does Comcast.
XIV. Cable Service Competition
51. Please detail any new and on-going efforts OCT is making to help lower cable bills through
encouraging competition or by directly working with cable providers.
OCT is a strong advocate for cable competition, we understand that customers want viewing choice and
have continuously put forth efforts to bring competition to our cable subscribers. Although many
jurisdictions have two cable television providers, DC is one of the few that actually have three.
OCT has regulatory authority over the Basic Tier and associated equipment; therefore we can ensure
those rates stay within each year’s annual Rate Order limits. However, the rates charged for High
Definition, Interactive equipment, premium channels and many services are outside of the agency’s
regulatory authority. Despite this, OCT often reviews services and charges in these areas with
customers and may suggest ways in which the customer can save in areas such as bundling services,
price comparison between the three companies and closely reviewing monthly bills for deficiencies and
inaccuracies. OCT also assist customers by suggesting they contract for services that will meet their
particular needs from a technological and financial standpoint.
OCT is also planning to organize two community events: 1) with cable providers to allow District
residents to interact with the cable providers and find out the services offered in their area, and 2) a
“town hall” meeting to help educate District residents on becoming smart consumers of cable television
and to address concerns residents have regarding cable television. OCT also continues to monitor the
cable companies and to facilitate or mediate any issues that arise during the course of business, where
OCT may act.
52. Last year, the agency stated that once the Verizon FiOS rollout was more complete, a “competition
threshold” would be reached where market conditions and increased access to multiple cable providers
would force cable bills to begin to drop.
Has this competition threshold been reached?
If not, when does the agency project it will be reached?
If so, has OCT noticed any difference in cable prices offered by all the cable service providers operating
in the District? Please explain.
OCT observed prices in basic service tier continue to remain low and, in some instances, have decreased.
OCT anticipates that as Verizon continues to progress with its build-out consumers will see the benefits
of this increased competition reflected through improved viewing and pricing options.
XV.
Customer Service
53. Please provide information regarding the number and type of cable service complaints the agency
received in FY13 and FY14, to date. Describe the most frequent complaints and how the agency works
to inform the public that the complaint system exists.
OCT received a wide variety of cable complaints in FY13 and FY14 to-date. The most frequent are related
to: Billing (including explanation of taxes and fees); installation problems; outage; construction and
service repairs. In 2013, OCT received a total of 644 complaints, of which [the percentages for the
companies are inaccurate because they do not include the number of infrastructure complaints
associated with each company] 194 (30%) were outside infrastructure complaints whereas billing
complaints accounted for over 51% of all complaints received this year. Typically this is because
customers enter into several promotions with the cable companies, when the promotion ends they
often call to complain. Also, customers call because they would like to know generally why their cable
bill has increased.
The cable company is required to publish the contact information for OCT on their bills in plain sight,
their website and in their payment centers. OCT has also produced several PSAs on DCN to inform
customers of their Bill of Rights and to make District residents aware of the many ways in which OCT can
assist them with cable television matters. There is also a “Cable Service Complaints” link on the OCT
website whereby residents can send OCT any complaints that they may have.
Additionally, at the end of every Cable Talk program, viewers are directed to the agency website, ‘FOR
MORE INFORMATION ON THE DC OFFICE OF CABLE TELEVISION AND TO REVIEW YOUR CABLE
CONSUMER BILL OF RIGHTS, VISIT OUR WEBSITE AT OCT.DC.GOV,’ accompanied by the line ‘THAT’S IT
FOR THIS EDITION OF CABLE TALK, THANKS FOR TUNING IN. REMEMBER, HERE AT THE DC OFFICE OF
CABLE TELEVISION, WE BELIEVE IT’S ALL ABOUT PUTTING CABLE CONSUMERS IN THE DRIVER’S SEAT – IN
PURSUIT OF BETTER SERVICE, PRICE AND CHOICE. ‘
54. Please provide information concerning when the last updates to the agency website were made and
any plans to update the website, fix broken links, or revamp its layout, if any exist.
The OCT website, www.oct.dc.gov is updated daily with schedules and programming is added to on
demand for DCN; TV-13 and DKN. The content is quality checked daily for errors by OCT and OCTO
before and after publishing. OCTO is currently working on an agency wide switch over to the Drupal
format. Drupal is an open source management system for self-publishing by agencies to the dc.gov
website. OCTO utilizes a web tool to detect broken links and conducts regular audits on agency’s sites
to find errors. Once errors are identified, the page is pulled and corrected. With the addition of the
Elemental server, OCT can create links in-house and make changes as needed. New policies will address
production requests, scopes of services, access to programming, and production/programming
guidelines.
XVI. Programming
55. Please list all public, educational, and government (PEG) cable channels provided for in FY14,
denoting any new channels. Please provide information regarding the number of viewers of each
PEG channel the agency provides. Please include daily viewership number for a sample week of
FY13 and also during a different sample week of FY14, if available. If exact numbers are unavailable,
please provide best estimates.
Public:
DKN
Comcast
99
Verizon
12
RCN
18
Government:
TV-13
DCN
13
16
18 (25)
16 (21)
13
16
Audience measurement or ratings data do not exist for PEG stations. Ratings are specific to
commercial television to measure viewership and then calculate the cost for advertising and
sponsorships.
Yet, we know that our viewership is very extensive since we have the potential to reach close to
60% of the households in Washington, DC. With the city's population estimated at about 646,000
and a rough average of 2 people per household, an extensive percentage of residents have the
ability to view our channels. In fact, data from our recent Needs Assessment indicates that PEG
channels in our city have a 70% awareness rate.
OCT hopes to commission a study on viewership in the coming months and will supply an update on
audience measurements, demographics and viewing habits.
56. Please describe how the agency worked to expand the knowledge of District children by increasing
the amount of educational video programming produced by OCT and cablecast on DKN and also by
training District students in television production.
OCT consistently contacts public and charter schools to schedule truck production demonstrations that
include instruction on camera and audio setup, clear com operation, switching video and audio sources,
and on camera presentation. Demonstrations have been conducted at Eastern High School, Ballou High
School, Wilson High School, and Richard Wright Public Charter School. OCT has also created a robust
summer program that provides hands on participation in ongoing productions, seminars on career
development, [managing bank accounts, street law participation/public speaking], and end of the
summer projects, ongoing program that includes a rotation of on-air youth participants.
In July, 2013, OCT escorted their Summer Youth Employment Program participants to the Newseum to
view the exhibits marking the 50th Anniversary of the March on Washington. More than a history
lesson, students were tasked with viewing and discussing the exhibits from the point of view of
journalists and broadcasters.
In November 2013, DKN participated in a panel sponsored by the Pulitzer Center on Crisis Reporting.
Held at McKinley Technology High School, the focus of the discussion was on the importance of
including mass media in today's high school curricula. The Pulitzer Center explained the reason for
holding the discussion on its website; "In our rapidly developing, globally connected society we need
clear, reliable and efficient methods of communication. Mass media, and from McKinley and Eastern
High School heard from the panelists and participated in a lively and engaging question and answer
session.
Also in 2013 and continuing in 2014, OCT/DKN partnered with the PEN/Faulkner Foundation to promote
literacy in DC schools through its Writers in the Schools program. OCT/DKN visited School without Walls,
Coolidge High School, Cardozo and McKinley High Schools and produced programming featuring six well
known, prominent authors such as Alison Stewart and George Pelacanos. The partnership is on-going
and continues to grow.
Presentation of information from learning opportunities include the addition of Writers in the School,
the Speakers Series, collaboration with the SBOE on GED completion, (the Adult Learner video), Black
History Month series feature and other programming such as GED Connection, TV-411, Standard
Deviants, Workplace Essentials, Geometry of Nature, French in Action, and Destinos.
57. Please describe how the agency has further facilitated open access to the District government
through your government and education cable channels in FY14.
OCT has established ongoing relationships with the University of the District of Columbia, (collaborating
on the productions of UDC’s annual Big Band concert and graduations); the Washington DC Economic
Partnership; (collaborating on their business development lecture series formerly ‘Doing Business 2.0’;
now ‘Economic Roadmap’); DC Chamber of Commerce, (Regional and Policy Forums); the Court Services
Offender Supervision Agency, (CSOSA, collaborating on the quarterly ‘Public Safety’ program);
Destination DC, (supplying a venue for promotional materials and programs geared towards informing
residents and tourist of places to visit in the city), the Council of the District of Columbia, (Council
profiles, council calendars, and state of the ward addresses of CM Barry, CM McDuffie) other
collaborations include:
DC One Fund Committee (PSA on Open season)
Serve DC (promotional spots – Did You Know)
DC Sustainability Energy Utility (promotional spots – Did You Know)
Children & Youth Investment Trust (promotional spots – Did You Know)
Commission on the Arts & Humanities, (The Sound/March on Washington Anniversary activities)
Mayor’s 50th March on Washington Anniversary Commission
Centric/BET (Emancipation Day Great Debate)
Criminal Justice Coordinating Commission (3 Part Symposium on Synthetic Drugs)
WEACT Radio (DC on the Air)
WAMU Radio (DC on the Air)
WTOP Radio (DC on the Air)
Spots promoting efforts of DDOE, (Lead Paint PSA), DDOT, (HAWK Pedestrian Signal PSA); DOH, (Fight
the Flu PSA), DCHR, (Cafritz Award promotion and coverage); OUC, (SMART 911 promotion), Office of
Asian & Pacific Islander Affairs, (DC People), Department of Insurance, Securities, and Banking (agency
PSA), Office of the People’s Counsel, (hearing notifications, filing process); DCHR, (Open Enrollment
promotion); and DC Health Link, (Enrollment Fair promotion).
58. Please provide any information concerning the rebranding or plans to rebrand TV-13 in FY13 and
FY14, to date, if any exist.
OCT is presently working with the Council Secretary and the office of the Chairman to rebrand TV-13 to
complement the brand of the government channels overall. The approach is to deliver a new name,
graphics, logo, and programming look and an increase in the variety of information presented on the
channel.
OCT will also devise an enhanced scheduling component, to include scheduled live events and
programming blocks with regular rotations.
59. Please describe any collaboration with other government agencies or private media enterprises to
create content in FY13 and FY14, to date.
In FY13, OCT worked with over 30 government agencies to create content and partnered with Centric,
WTOP, WAMU and WEACT Radio to produce content. In FY14, we have plans to collaborate with
Centric, Howard University Television and Studio 202 and hope to create the first show in April.
60. Please provide an update as to whether OCT has provided for more live programming utilizing
wireless communications to broadcast remotely from anywhere in the District in FY13 and FY14, to date.
OCT continues to provide coverage of the Mayor’s Bi-Weekly press briefings and has utilized its live
wireless communications to broadcast events such as the Emancipation Day Great Debate, (April
2013); 50th Anniversary of March on Washington Rally, (August 2013); the Mayor’s State of the District
Address, (February 2013); Mayor’s Future of Education Reform Address, (June 2013); the Chancellor’s
Address to DC Public Schools, (October 2013); live briefings on Hurricane Sandy, (October 2012); the
Navy Barracks shooting, (September 2013); the Federal Government Shutdown, (October 2013); and
inclement weather, (January 2014); the National Tree Lighting Ceremony, (December 2012); and the
DCIAA Turkey Bowl, (November 2013). (a total of 32 live events)
61. Please provide information regarding any plans to update current technologies or incorporate new
technologies and applications to achieve agency goals. Include any plans to replace outdated
technology in the Wilson Building and switch from a digital telecommunications platform to Voice over
Internet Protocol (VoIP).
Once the OCT relocation is completed, the agency will have updated its current SD media recording to
HD capabilities for studio and field productions. OCT is currently working with OSSE on an upgrade plan
to enhance technologies used at One Judiciary Square that will upgrade the audio and video
components, IT distribution, and room functionality. During FY14, OCT has made technological
upgrades to the audio and control features in G-9 at the Wilson Building that includes new podium,
table, and ceiling mics, mult-box, and control panel, (a centralized source and distribution system).