The opportunity to spend part of my summer observing the decision making process at KTBC-Fox 7 in Austin was rewarding. I appreciate the fact that the National Association of Television Programming Executives Education Foundation awarded the grant, which allowed me to spend two weeks at the station. My biggest debt of gratitude, though, is owed to Holly Breaux, KTBC's program director, who so patiently and thoroughly explained operational matters to me. Holly spent many hours answering my questions, and she allowed me to participate in several activities related to programming. I am also grateful to KTBC General Manager Danny Baker and the Fox corporate office for permitting me in the building. Beyond proprietary concerns, there were no barriers placed in my way as I sought information and insight at the station, and I really appreciate the openness and candor that I encountered.

KTBC-Fox 7 was a very deliberate choice on my part, and I am extremely pleased that the station obliged me. KTBC is a Fox owned-and-operated station and, therefore, part of a huge conglomerate, a conglomerate that controls about 30 affiliated and non-affiliated stations nationwide. The Austin station is small, relative to Fox's other properties, but observing KTBC gave me a chance to see firsthand how the corporate office influences local programming decisions. KTBC is also one-half of a local duopoly. Fox owns and operates the low-power independent station, KVC-13. Not many truly independent stations remain in the United States, because most stations are now affiliated with one of the major broadcasting networks. With a more flexible schedule, non-affiliate KVC-13 offers more programming choices.

Breaux, a 20-year veteran at the station, has seen many corporate owners come and go during her tenure. In its early history, KTBC was more or less a mom-and-pop operation, with former First Lady Lady Bird Johnson at the helm, and programming at the time reflected a very Central Texas flavor. However, the 1980s and 1990s ushered in an era of mergers and acquisitions, resulting in many broadcasting stations changing hands. KTBC was no exception. Times-Mirror, Argyle and New World each took a turn running the station before Fox took control in 1995.

Breaux said each corporation has had its own way of handling programming, but Fox is perhaps unique in its rather centralized approach. According to Breaux, most programming decisions require corporate review, and a lot of the deals for syndicated fare are struck at Fox Television Station's Los Angeles headquarters with the expectation that all Fox stations find openings for the shows. As a result, few programming choices, in terms of which programs are bought and scheduled, are made strictly at the local level. This is part of a national trend, I know, because increasingly syndicators/distributors have to persuade a group's chief programmer, if they are to make a deal with any particular station. Though many programming choices are made at the corporate level, there is still plenty of work for Breaux and her assistant, Margaret Robredo, to handle. Both are extremely attentive to the details of the job, which is essential for programming to air flawlessly and for contractual terms to be observed.

Here are some of my observations of their daily routines:

• Preparation of programming grids. These grids show the entire day's programming and are prepared weeks in advance. Two versions are kept: one that the station sends to newspapers and television news magazines, as well as satellite and cable companies; the other is for in-house use, especially needed by the traffic department in preparation of the daily logs.
• Maintenance of contracts. Program syndicators/distributors and the television station agree to written terms before shows are broadcast. All such contracts are reviewed by attorneys in the corporate office. Included in the agreements are such matters as: the price per week for the package, the number of episodes available, the number of rebroadcasts allowed per episode, the start and end date of the contract run, and exclusivity rights. The program director refers to the contracts for scheduling purposes, because they are essential in determining when and for how long program packages air.
• Financial analysis. The program director is also responsible for preparing a cost/benefit analysis of the programs the station airs. These analyses are used to estimate how much the station earns from its programming packages. The formula for creating the estimates is rather complicated. It takes into account average rating, cost per point, number of commercial availabilities in a program, the sellout average, revenue generated by the show, agency commission and telecasts per year.
• Maintenance of the public file. The program director is responsible for the station's public file. When the station receives letters from the public, positive or negative, copies must be filed. The public file also consists of the FCC licenses, the stations' contour maps, the stations' most recent application for license renewal, a summary of any petitions to deny the stations' applications, letters to satellite companies and local hospitals, quarterly issues/programs reports, quarterly reports on children's educational programming, certification of compliance with children's commercial limits, and inquiries, contracts, rebate information, invoices related to primary and general elections.
• Formatting and Air Schedules. A lot of time in the programming department is devoted to processing information related to the program episode numbers and formats. This is essential information for the traffic department in the construction of daily logs that list local and national availabilities for commercials, public service announcements and promos. Each syndicated and network program has its own format and episode number. The programming staff pays close attention to its daily barrage of faxes to make sure the schedules are up-to-date and the episodes air in the proper order.

My observation of Breaux and Robredo in action gave me a much greater appreciation of the details that must be attended to in programming. For an outsider looking in, it can be overwhelming. The programming staff must review a lot of new information daily and make sure that it is routed to the people who need to know. Breaux and Robredo also must check and recheck the schedules and logs to make sure that episodes air as they are supposed to. Any deviations must be reported to the syndicators/distributors and adjustments must be made. Here is an overview of what I saw and participated in during the two weeks at the station:

June 19 - I was invited to a station staff meeting where results of the Nielsen ratings for May were revealed. The presentation was unique and quite funny: the sales staff performed as news and sports anchors, weather forecasters and reporters. The ratings results were delivered in the form of a mock newscast on the station's main news set, with specially prepared graphics and news packages (some of them simulating live-on-the-scene news reports). Most of the station's employees attended the meeting, and the news was good. KTBC had performed very well in the May book. General Manager Danny Baker presided at the meeting.

July 18 - This was orientation day. I was given a parking pass and had my picture taken for an identification badge. Everyone in the station, at all times, must have ID badges for security purposes. Also, on the agenda was a tour of the station and introductions to many of the people I would be encountering over the next two weeks. Holly Breaux and Margaret Robredo provided an overview of their daily activities.

July 19 - I worked with Holly and Margaret for most of the day and assisted them in reviewing logs and in filing airdate schedules.

July 22 - I talked at length with Creative Services Director Kathie Smith, who informed me of the role that creative services plays at the station. The department's emphasis is on promoting KTBC/KVC both on and off the air. I also observed the shooting and editing of a news promo, which would be airing during the evening.

I spent much of the afternoon with the sales department and went out with two of the account executives as they made calls on potential clients.

July 23-25 News is an integral part of KTBC-Fox 7's programming, representing about 5½ hours of content a day. Working in this department was very familiar to me since my professional background is news and two of my former students work there, as a general assignment reporter and assignment editor, respectively. My participation in the news department included attending staff meetings where assignments for the day were discussed and divvied out and shadowing news reporters. Among the stories covered were a murder conviction for a cop killer and the reopening of a popular river to the summer activity of tubing. I also one afternoon closely observed the executive producer as she reviewed all of the staff's news copy.

July 26 Ken Smith, director of engineering and operations, took me under his wings this day. We had an engaging conversation about the industry's conversion to digital and what that represents to the station financially. Smith gave me a tour of the facilities and answered a lot of my logistical questions about how programs are fed from the syndicator/distributor to the station.

I observed, from the control room perspective, the midday newscast being aired.

July 29 More time was spent with Holly Breaux and Margaret Robredo in the programming department.

Aug 1 This was an interesting day - one that gave me a chance to observe a distributor/syndicator make a pitch. A representative from Columbia-TriStar talked with KVC's sales staff about how to market the new game show, "Pyramid," and then he gave a separate presentation to the general manager and the program director for a comedy that will go into syndication in 2003, called "King of Queens." No deal was struck at the meeting.

Capping off the two weeks of observation at KTBC-7/KVC-13 was a Fall Preview Party at the Texas Association of Broadcasters. Participating in the event were the general managers, program directors, sales staffs from nine media outlets in Austin as well as representatives from local advertising agencies. Each station or cable channel had prepared a 10-minute clip highlighting its new fall programming.

Thanks again for the opportunity. Use my comments above as you wish. Confidentiality is not an issue with me. Feel free to share my observations, if they can be helpful. I do plan to attend the NATPE conference next year.