Letter from the Director .................... 2

Profile: A Look Inside TSI. ................... 3

Strategic Imperatives ...................... 5

TSI Overarching Priorities . . . . . . . . . . . . . . . . . . . 6

Increase the Reliability of Operating Systems ...... 7

Lower Operating Costs ..................... 9

Increase Operating Agility ................... 10

Improve Performance Management ............ 12

Federal Employee Viewpoint Survey Results ....... 13

What's Next . ......................... . . 14

Our Mission To deliver the critical content distribution and information processing solutions that keep the Broadcasting Board of Governors running and growing.

Our Vision Become one of the Broadcasting Board of Governor's core competitive advantages by delivering outstanding business value culled from the industry's best technological solutions and leveraged by the most effective Federal workforce.

Optimizing the Future in FY 2013

The Technology, Services, and Innovation (TSI) team continues to ensure that the content pro­duced by the five broadcasters reaches the intended audiences on the platforms that they pref er.

Thanks to the tireless work of the TSI analysts, engineers, IT specialists, and support personnel, TSI has been able to shift from problem remediation to system optimizations.

In FY 2013, TSI continued to offer outstanding reliability and service. The increase in station availability from 2009 to 2013 resulted in a decrease in downtime of more than 1,000 hours. Our IT systems were available more than 99. 5% of the time with five systems available 100% of the time.

Today, TSI offers the best complement of signals into key strategic countries like China and Iran. TSI continues to focus on delivering the journalistic content in the most effective and most cost efficient manner possible.

This enormous body of work would not have been possible without the tireless efforts of the TSI team. Their willingness to innovate, cut costs, and proactively find solutions to ensure that audi­ences around the world have access to news and information is commendable and inspiring.

Andre V. Mendes

CIO/CTO , BBG Director, Technology, Services, & Innovation, IBB

2

Our Operations P E 0 P l E t = 10 pooplo Transmission Network •90+ BBG Transmitting Sites

Customers • 3, 500+ BBG employees • 5 Broadcast Entities • 61 language services

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• 50+bureaus, production centers & overseas offices • Global audiences in excess of 206 million people

Team: •Engineering Staff: 58

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•Foreign Service Nationals: 255 •Foreign Service Officers: 12 •Resources Staff: 15 •CIO Staff: 13

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•16 geo-stationary satellites •2,300+ affiliate stations •Circumnavigating Fiber Circuits •Rapidly expanding global MPLS network •1 Continuity of Operations Facility (COOP)

IT Assets

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TSl's primary mission is to distribute content created by the BBG's broadcasters to their intended audiences in the most cost-effective and efficient manner possible. In FY 2013, significant improvements were achieved in the quality, range, and efficiency of BBG's signals. Many of the upgrades were completed in high priority countries. Optimization projects were completed in the following locations:

Afghan;stan

• Installed a new 1kW system with 60 meter tower, shelter, and generators (Mehtar Lam, Langhman Province and Sharan, Paktika Province)

• Upgraded the 1 kW system with a taller tower and upgraded broadcast (Kandahar)

• Utilizing the equipment from Kandahar, installed a new 1 kW system (Nuristan, Nuristan Province)

Ubya

• Installed a new 1 kW system which covers around 70% of the Libyan population to include Tripoli and Benghazi (Misrata)

South Sudan

• Installed a new 1 kW transmitter system (Juba)

3

Worldwide Facilities

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* Headquarters and Corporate Offices 3,592 ll1alf al Ille 88G and irs emiries

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.6. Bureaus and Production Centers 54 8ur88U& and Production Cent•• and 0"811HS oltioas BtoadcaJlrs iflCDIPC'ala reponjng lfOm a narwork of about 1,SOCJlllringen

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• Upgraded the 5kW transmitter to improve systems reliability (Arta)

Mali

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• Installed a new 1 kW transmitter while moving the existing transmitter to VOA/SAWA pro­gramming (Bamako)

Chad

• Installed a new 1 kW system including new antenna, generator systems, and a total upgrade of the site (N'djamena)

Djibouti

• Upgraded the 1 kW transmitter system to improve reliability (Djibouti City)

New Delhi and Hong Kong Offices

• Added satellite monitoring capability

• Viewable through a secure web interface

4

FY 2013 Strategic Imperatives To support the TSI Strategic Plan in achieving the Strategic Objectives, four Strategic Imperatives were identified for both the Engineering and Information Technology Directorates. In FY 2013, TSI focused on Supply Chain Optimization to achieve the objectives laid out in the Strategic Plan. TSl's efforts centered on:

1. Platforms By selecting a set of platform standards for the entire organization and systematically migrating systems and applications from other platforms into these standard environments, TSI has very quickly consolidated, virtualized, co-located, and cloud-computed its operating base, simplified systems integration, and devel­oped deeper staff technical knowledge.

2. Space Optimization By leveraging BBG's current space, planning and renovations began in FY 2013 to move all D.C. BBG em­ployees into one building thereby saving the organization $230,000 each month in operating costs. This forward thinking initiative will not only save costs but encourage greater cooperation and collaboration in the shared space.

3. Content Acquisition and Distribution In effort optimize content acquisition, manipulation, packaging and distribution, TSI has decreased ex­penditures through conversion of phone services to web delivery, integrated post-production into Da­letPlus, facilitated utilization of User Generated Content, and leveraged MPLS for backbone distribution. TSI targeted $6 million in transmission and backbone cost optimizations/savings.

4. Leveraging Metrics By enablin~, collecting, analyzing, and leveraging metrics, TSI was able to use deliverables as a measure of success/fallure, collect high-value data, increase transparency, and leverage data for future project use. In addition, the high-quality data was used in staff and management performance evaluations.

Key Transmission Metrics Emphasis on the four focus areas. continued to reap benefits as TSI realized improvements in each of the three key transmission metrics over FY 2012. Of note, TSI successfully reduced the transmission network consumable expenses while increasing the radio signal strength and satellite effectiveness.

Key Perfor- Definition FY FY FY FY FY Trend mance Metrics 2009 2010 2011 2012 2013

Radio Signal Applies to cross-border shortwave and medium t wave radio si~als and measures whether pro- 2.74 2.80 2.92 2.97 3.02 Strength Index firams can by e heard by target audiences based on a 5-point scale).

Satellite Effective Assesses whether the BBG satellite delivery is If keeping pace with global media develop- 10.4 10.4 10.9 11.6 12.8 Index ments. (upper limit changes based on total number o consumers)

Transmission Reflects the cost of ~ower andifarts (in mil-

' Network $34 $35 $35 $32 $28 Consumable lions) to operate t e global I B transmitter Expense network.

::.l

FY 2013 Overarching Priorities The 2013-2014 BBG Technology Operating Plan established strategic objectives for Information Technology and Engineering Operations. The strategic objectives form an integrated model for success that allowed the Agency to make significant technological advances in effort to reach each and every member and po­tential member of BBG's global audience in the most cost effective and reliable manner possible.

1. To enable BBG to become a modern, global, multi-media enterprise The BBG's worldwide operations and the 24/7 nature of the media industry require a very high level of availability and an increasingly interconnected, sophisticated global infrastructure. TSI must serve as a cat­alyst for the Agency in its effort to become a modern, global, multi-media enterprise. Accelerants such as collaborative workspaces, agile platforms, proactive monitoring and control of communications tools, using quality content tools, maximizing COPE (Create Once, Publish Everywhere) principles, leveraging the best market technology, measuring Agency effectiveness, constantly evolving with the marketplace, and main­taining organizational agility to best serve our customers have all lead towards one of the most successful, eventful, and exiting fiscal years the agency has tackled.

2. To enable BBG's audience by supplying unprecedented information access In an era of declining budgets, obtaining BBG audience members though any method possible is invaluable. TSI 's strategic objective is to provide audience members their platform of choice when it comes to con­suming BBG content. Integrating a sense of connectivity with BBG's audience has been very successful as the audience can now contribute content and converse with BBG employees via web and mobile. This two­way dialogue will enhance consumers' experience and connect consumers with consumers and BBG with consumers thereby creating a vast web of collaborative users.

3. To support the TSI workforce by focusing on workplace engagement

As the technological, service, and innovation backbone of the agency, TSI is dedicated to optimizing the fulfillment of the BBG mission. As people are our human capital, TSI finds it critical to ensure our people are fulfilled in "doing a job" rather than "keeping a job" and that our people are contributing to and en­gaged with the Agency's expanding mission. Part of engagement is happiness. Creating a better work­space, providing better work tools, enjoying a results oriented performance culture will indeed make the high quality TSI employees happier. In effort to benefit from our fulfilled, happy, high-quality employees, they must be well trained in using the latest technologies and knowledgeable in best practices. TSl's suc­cess for which is all outlined and quantified in the federal employment viewpoint survey results. From 2009- 2013, TSI experienced a 14.2% increase in Job Satisfaction, 25% increase in Leadership and Knowledge Management, 21. 7% increase in talent management, and a 22. 9% increase in Results­Oriented Performance Culture.

6

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The substantial investments in remediation efforts in over the past three years allowed the BBG tech­nical infrastructure to maintain its extremely high availability ratings. For the transmitting stations, a combination of repairs, upgrades, deployment of new transmission techniques, and the outstanding dedi· cation of the overseas and headquarters staffs have led to solid availability ratings despite insufficient Maintenance and Repair budgets and the harshness of some of our operating environments (e.g., Djibouti and Afghanistan). Since 2009, the number of missed broadcasts has been cut in half with over 1,000 hours of downtime eliminated. In 2013, the transmitting stations were up and operating 99. 73% of the time.

The Network Control Center (NCC) remained agile producing 134 program changes to include 18 recurring new productions, 45 one-time only productions, and 71 one-time only studio

Station Availability by Fiscal Year 100.00% 99.62% 99.74% 99.76% 99.81%

99.00%

98.00%

97.00%

96.00%

95.00%

94.00%

93.00%

92.00%

91.00%

90.00%

FY 2009 FY 2010 FY 2011 FY 2012

and/or time changes. TSl's IT Directorate complet­ed VOA's migration to DaletPlus video production platform. The system works in High Definition and widescreen and allows VOA to archive all programs which may reduce future redundancies. In addition, BBG produces content for podcast, text messages, online chats, live streams, on-demand video and audio, and traditional web making us a truly multi­media organization.

7

99.73%

FY 2013

The increase in

station

availability from

2009to2013

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decrease in

downtime of

more than 1,000

hours.

In effort to serve a vast audience who consume media in every method contrived by humans, TSI must as­sist BBG in providing consumers with unprecedented access to BBG media. Unprecedented access was achieved through minimizing system outages while maximizing content distribution and user engagement with our content in the most cost effective way possible.

In FY 2013, the Internet Anti-Censorship program continued to grow. The IAC effectively countered cen­sorship in 12 countries and supported 20 BBG language services. The team deployed a mobile application for Android devices incorporating a social news reader, social reporter to accept user-generated content, and real-time chat functionality targeted at users in Iran. In coordination with BBG's Office of Digital and Design Innovation, the IAC team integrated censorship circumvention technologies directly into mobile ap­plications used by BBG networks. Furthermore, the IAC team, in collaboration with TSI 's frequency and monitoring staff, deployed tools capable of detect­ing Internet cen­sorship in over 70 locations world­wide.

The Information Technology Direc­torate took steps to dramatically improve the relia­bility of the IT in­frastructure. For example, IT suc­cessfully installed 4 Mbps MPLS con-nection for VOA's

100%

99%

98%

97%

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Kabul, Afghanistan 95%

news bureau. In an effort to pro-vide a high quality

12 Month Rolling Systems Availability FY 2013 100% 100% 100% 100% 100% 99.95%

99.68%

Network Filing Services Internet E-Mail Remote Access Applications Dalet Services Functions Access

experience matching that of major new networks, TSI has transitioned from standard definition video to high definition and from 4 x 3 video ratio to a widescreen 16 x 9 format.

Through our support efforts, BBG's audience increased to 206 million consumers. This is a 17.7% year-over -year change in audience growth from FY 2012. This is the highest increase in total audience recorded in the last 10 years. While impact cannot be measured in audience reach alone, it is important to note that the BBG's largest audiences are in Indonesia (21.6 million), Nigeria (20.7 million), Mexico (14.9 million), and Iran (14.5 million). These are all countries in which the BBG has made strides in innovative deliver, including affiliate-based strategies, SMS mobile distribution, and platform-agnostic programming.

8

In an era of declining budgets, all groups within TSI worked to identify potential cost savings. FY 2013 saw the realization of a number of cost savings projects. These savings, as well as transmission rationalization cost reductions, were made possible by the Resource Directorate's handling of all budgetary exercises, including the extremely complex and iterative calculations of the financial and operational impacts of proposed and enacted language service and transmission cuts. A few of the notable projects that led to significant cost savings include the following:

•

•

•

•

•

•

$5,000,000 annually thanks to sequestration transmission reductions, the agency has saved around $5 million in fiscal year 2013. Total savings over the next few years is estimated to be approxi­mately $10 million in total.

$2, 760,000 annually Cohen Building 4th floor renovations, as previously mentioned, pro­posed by TSI are projected to save the agency $230,000 each month in operating costs for a total of $2. 76 million each year.

$1,000,000 annually The Satellite Division's renegotiation of the Hotbird satellite contract saved the agency roughly $1 million that will be realized in fiscal year 2014.

$879,000 for FY 2013 Facilities Management negotiated with GSA a reduction in utility costs for the year due to a miscalculation on the part of GSA.

$135,000 annually thanks to the ingenuity and initiative of Richard Baltes, one of TSl's Sta­tion Managers, a proposal and subsequent tests were run on use "black heat". "Black heat" is a standby (off-air) mode of operation that was previously thought to increase costs. The test saved $13,000/year at Mr. Baltes's Udorn Sta­tion and is proposed to save the agency $135,000 annually on going.

80% reduction all studios have been outfitted with energy efficient task lighting which reduce energy con­sumption by over 80% while also reduc­ing the heat load on studio cooling sys­tems by approximately 80%.

9

In FY 2013, TSI continued to take the lead in identifying innovative new ways to extend the reach of broadcasts and better support the Agency's journalists.

Satellites The Satellite Division continued its stellar record of reliability, despite continuing multi ­ple and highly complex migrations to new transmission protocols and encoding schemas, deployments onto new space crafts, introduction of new content channels, and massive upgrades of legacy standard defini­tion signals to high definition and wide-screen signals. As part of the Satellite Division's commitment to efficiency, the team has assembled a satellite transmission chart that provides a brief overview of services including cost metrics that enable smarter distribution to maximize coverage at the lowest possible cost. TSI also established new satellite options for VOA and RFA broadcasts into China including both TV and Ra­dio with Slate options. The Satellite Division also adeptly dealt with numerous satellite jamming issues, including establishing a backup service for Hot Bird on Eutelsat 9A.

Information Technology The IT Division has been diligently converting communication

lines to MPLS. All programs for MBN and their respective return channels to the NCC are now fed via MPLS and not via DS3. In addition, the agency intranet is now fed through MPLS and no longer the very slow SIS Link. The benefits of MPLS, to name a few are, enhance security, reliability, flexibility, and performance. In addition, MPLS does not cost more based on distance as some other services do. The IT department al­so worked extensively with Dalet on upgrades, new products, and new workflows. Further optimizing the agencies portfolio, the IT Division provided web monitoring capability for all 75 BBG remote monitoring systems; this service was provided in collaboration with developers of Blackwatch software and our own RMS software.

Radio The Engineering Team developed a plan for increasing high frequency capability from the Ku­

wait transmitting station at minimal cost by designing a custom antenna and repurposing assets from the Greenville Transmitting Station Site A. Many FM stations were upgraded and/or repaired throughout the year which enhanced TSl's ability to increase operating agility while reducing costs. The team continued to conduct FM ducting studies in effort to #, -N:1> ' ~~ ~ ,,. identify new location and frequency possibili- ~z.. .. ~-.:,,~:..~~ ties for broadcasts into Cuba. ~'7._. ... ~-:/ ~~. ~~;. -~:;..-: ~~~

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10

Internet Anti-Censorship Thanks to a substantial increase in funding for Internet Anti-Censorship (IAC) activities, TSI launched a variety of new projects. The funds allowed the IAC group to expand anti-censorship circumvention software, servers and bandwidth (Ultrasurf, TOR, and Psiphon). Funds were used to target China, Cuba, and Iran with e-mail, SMS, and Social Networking efforts. New mobile anti-censorship circumvention applications were developed for the iPhone, Android, and Symbian operating systems. The IAC group, in collaboration with others, developed a new satellite-based TV and Radio Streaming and Internet Access system to be used in countries where Internet access infrastructure is either non-existent or severely constrained. Fi­nally, the IAC Division sponsored studies focused on existing risks in the mobile infrastructure (with Freedom House) and an analysis of all known Internet censorship circumvention tools availa­ble in the market (Intelligent Decision Partners) to ensure that research will determine future investments.

Work Space While executing more than 160 office moves, managing more than 1.3 million square feet of space, and responding to more than 7,500 trouble calls, TSl's Facilities Branch led the creation of the next-generation shared office space environment that will revolutionize the way the Agency operates and will change the perception of shared spaces in the workplace. In 2013, Facilities, surplused and procured over $250,000 of furniture for the new space and current space needs. In addition, the Facilities Division continued to provide a hospitable environment for all BBG employees by resolving workplace issues such as poor housekeeping, asbestos abatement, temperature and humidity control, other indoor air quality issues involving odors, dust issues, and poor ventilation.

Floor Schematics for Cohen Building Shared Office Space Envfronment

11

In FY 2013, TSI continued to place emphasis on performance management; however, we highlighted sever­al key components which allowed us to make gains on the Federal Employee Viewpoint Survey, identify training opportunities, and holistically and statistically improve our employees. Our desire is to ensure employee fulfillment, happiness, and marketability.

Fulfilled: Efforts in FY 2013 have been focused on proactively encouraging employees to have a feel­ing that they are "doing a job" and not "keeping a job". As we are all good stewards of the public's trust and money, it is imperative that all TSI employees have a sense of "doing a job". Providing high quality services and expertise to the Broadcasting entities allows TSI employees to be engaged and wholly con­tribute to the Agency's expanding mission.

Happy: In FY 2013, TSI developed a plan to move from our traditional floor plan to an open flood plan and meeting room concept. The plan is accompanied by increased natural light, naturally colored work environment, open work culture, and better equipment. The renovations will save the agency $230,000 each month in operating costs and the renovations come at no cost to the agency. Studies indicate that initiatives such as an open work environment will lead to increased productivity and satisfaction. In addi­tion the environment is geared toward a results oriented performance culture.

Marketable: In cadence with the 2013-2014 Strategic Objectives, an FM transmitter was relocated to the TSI Systems Laboratory. The FM transmitter is used to practice complete station installations, test­ing internet program feeds, RDS and other enhancements; this use of knowledge transfer is used to cross train employees using internal SME's.

Federal Employment Viewpoint Survey: In FY 2013, TSI continued to place a strong emphasis on improving performance management. While TSI saw gains in the Federal Employee Viewpoint Survey from 2010 to 2012, employee feedback was capital­ized to develop new programs to award excellence, identify skill gaps, and increasing training opportuni­ties.

In TSI 's 2013 Strategic Plan, benchmarks for improvement were outlined in effort to measure a facet of the plan's success. The benchmarks were as follows:

• Talent Management

• Leadership/Knowledge Management

• Job Sa ti sf action

• Results-Oriented Performance Culture

12

In 2011 and 2012, TSI noticed substantial improvements in how TSI em-ployees viewed jol::i s-atisf action, lead­ership and knowledge management, talent management, and the performance culture. TSI is proud to note that employees noted additional improvements in FY 2013.

The improvements are detailed in the charts below. It is clear that TSI is doing well in this area where other agencies are not. The government workforce, displayed in green, continues to decline and BBG (not includ­ing TSI), displayed in red, lags under TSI and does not show any significant or measurable increase in em­ployee satisfaction.

Although we are happy to show positive trends, we understand that there are lessons to be learned from the results. We must continue to strive for improvement inside TSI and within BBG.

Federal Employee Viewpoint Survey Results, 2010-2013

Job Sa ti sf action Leadership and Knowledge Management

75 75

G 70 70

65 65

60 60

55

G 55

50 so ---45 45 -

40 40

2010 2011 2012 2013 2010 2011 2012 2013

- TSI -Agency w/o TSI • Government - TSI -Agency w/o TSI - Government

Talent Management Results-Oriented Performance Culture

75

8 7S

70 70 G 65 6S

60 60

55 SS

so so 45 4S

40 40 2010 2011 2012 2013 2010 2011 2012 2013

- TSI -Agency w/o TSI - Government - TSI -Agency w/o TSI -Government

13

From FY 2011- FY 2012, the TSI team was intensely focused on remediating the basic technical infrastruc­ture of the BBG. Now that this remediation is nearly complete, our emphasis has been shifted from con­stantly fighting fires to optimizing the newly redesigned environment.

We are half way through the FY 2013-2014 TSI Strategic Plan. We have focused on how TSI can add addi­tional value to the Agency by redefining and optimizing the BBG content supply chain. From content acqui­sition and manipulation, to content packaging and distribution, we are ensuring operational coherence. We have labored to provide the broadcast entities with data driven operational control. Moreover, we strive to make each individual language service agile and granular with distribution options so that the best and most cost effective content delivery methodologies are used.

2013-2014 Strategic Plan: Optimizing the BBG Content Supply Chain Throughout the world, media consumption patterns are rapidly changing. This change manifests itself in the BBG target markets in a variety of different ways. From the rapid expansion of satellite dish ownership in emerging markets such as China, Southeast Asia, and Africa to the astonishing global explosion in mobile phone usage, today's information delivery pathways have little resemblance to those of 10 years ago.

This constant technological churning will not subside. Innovation has and will continue to exponentially ac­celerate, new platforms will arise, audiences will continue to fragment while also creating more content, and competition for ears and eyeballs will increase. To keep pace and maintain relevance, the BBG must rapidly evolve into a modern, global, multi-media enterprise possessing an operational agility that can only come from supply chain optimization.

From our people and space, to our systems and processes; from our content ingest and tagging, to our glob-al backhaul and final delivery to the consumer; everything in our environment must be logically aligned and cost effectively operated. Routinely, the BBG will have to collect and analyze market data and react accordingly by modifying and adapting its content supply chain.

It is the optimization of this holistic environment that TSI, in close collaboration with the broadcast entities and its BBG colleagues, endeavors to design, develop, and deploy, using the state-of-the -art infrastructure that it has been creating over the past two years. The BBG mission deserves nothing less.

BBG Content Supply Chain

14