DOCUMENT BESUBE

ED, 125 628 Ili 003 716

AUTHOR Agnello, Sam A. A

TITLE Financing a Biomedica; Communications Program; aGuide to. Organizing and Financing aBiomedicalCommunications Program in Health Science Ed.ucationalInstitutions. Monograph 4.

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...

INSTITUTION -National Medical Audiovisual Center of the National.

. Library of Medicine, Atlanta, Ga. '%.......

SPONS AGENCY National Institutes of Health OBER), Bethesda,,

Md.REPORT NO tHEI4IM-73-510PUB DATE Jun 73NOTE 34p. ,!

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EDRS PRICE MP- $0.83' HC- $2:06, Plus Postage.

DESCRIPTORS *Budgeting; Budgets; *Coimunications; *FinancialSupport; Guides; *Medical Educatlon: Medicine;Occupational Information; *Personnel Needs;

IDENTIFIERS

ABSTRACT

SalariesBiomedical Communications

Guidelines are provided for financing a biomedicalcommunications program. Included are: (1) a description of servicesthat should fie provided brky_Such a program;.(2) an organizationalscheme for personnel, inapd\ing job descriptions; (3) a proposedbudget indicating categories of service, required personnel, andprobable salaries; and (4) the results of a survey on fundingpracticeS. (EMH)

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financingomedical

corn unicationsprogram

A G de to Organizing, and Financing aBio edtcal Communications Program in

HEALTH SCIENCE EDUCATIONAL

. .US PARTMENT OF HEALT14,,./ EDUCATION WELFARE.NATIONAL I $STITUTE Or rEDUtATION

THIS DOCUMENTHAS atAN s'REPpOUCEO EXACXLY AS RECOivEv FROMTHE PERSON OR ORCANUOTION ORIGIN-ATING IT piDINYS.OF

vPEW OR o.piNioNsSTATED D,O NQr NECEEARILY REPRE-SENT OFFICIAL, NA TIGNAC INSTITUTEOFEDUCATION POSIT(0'

OR POLICY

INSTITUTIONSby Sam A. Agnello

Director, Division of Audiovisual EducationDuke University Medical Center

Durham, North Carolina

This monograph wqs developed as a service to the healthsciences academic community, under agreement between theauthor and the Df fice of Audiovisual Educational Develop-ment, Bureau of Health Mdripower kducastion, Atlanta,Georgia, and the National Medical Audiovisual Center,National Library of Medicine, Atlanta, Geprgia.

The views expressed in the monograph are those of the authora9c1 do not necessarily reflect policies of the US. Department

. of Health, Education, and Welfare.

U.S. DEPARTMEN.T OFHEALTH, EDUCATION, AND WELFARE

Public Health ServiceNational Institutes of HealthNational Libiary of Medicine

National Medical Audiovisual CenterAtlanta, Georgia 30333

June 1973

DHEW Publication No. (NIH) 73-510

About the Author...Mr. Agnello received his A.B. degree in chemistry in

1939 from Duke University. He has been associated withDuke University Medical Center since 1941. His earlyexperience in, medical communication was with theproduction of teaching films with Dr. J. E. Varkee in theAnatomy Department. In 1960, Mr. Agnello was projectdirector for closed-circuit television in Duke's Depart-ment of Anatomy. In 1964, he was appointed Coordina-tor of Medical Television for the Medical Center. In1966, the audiovisual communications facilities at Dukewere reorganized into one entity, The, Division ofAudiovisual Education, with Mr. Agnello as Director_

Mr. Agnelft4 author and co= author of sixteen articles,on medical communications and has been the editor of\the HEALTH SCIENCES TV BULLETIN and the\associate editor of VISUAL/SONIC MEDICINE. He isSecretary of the Health Sciences Communications Asso-iation, formerly the Council on Medical Television;airman of the television committee of the Biologicalotographic Association; and member of the Associa-

ti n of Medical Illustrators, the Association for Edoca-ti nal Communications and Technology, and theN tional. Association of Educational Broadcasters.

INTRODUCTION

In order to serve properly the educational program of the health sciences institution,the director of the biomedical communications department should report to the chiefeducational administrative officer of file institution (see. Figure 0:The budget for thebiomedical communications prograM is a part of the total education budget and,consequently, a variety of systems can be employed in determining expenditures andcost-effectiveness of the communications effort. /

A complete biomedical communications program w' I include art, photography, andtelevision production; will service classrooms with tese media; and will develop andevaluate communications programs. Art production will include grawings in all.media,graphic art, and display design and execution. The photography section will supply stilland motion pictures including specimen phot graphs, patient phokkaphs,:fundusphotographs, graphic arts copy photography slides in all formats, and prints inblack-and-white and color. The television' s tion will produce studio and remotelyoriginated programs, both live and recorded. .

The classroom services section will pr ide projectionists, projectors of all kinds,audiotape recordings,and playback of tel ision programs. In addition, this section willschedule classrooms and other educatio. al space for seminars, workshops, and educa-tional-technical meetings. In sonic sch ols, classroom-laboratory scheduling is a respon-sibility of this section.

In a number of schools, the bio edical communications department works closelywith the department of medical: education to develop and evaluate educationalcommunications methods. A close working relationshipbetween the communicationsproduction department and the educational research and development .department is anessential component of the newer curricula in health sciences schools. .

Additionally, the bioniedical communications endeavor must include the activities' ofthe health sciences library. In most schools, the library is a separate entity at this time.However, growini interrelationships between audiovisual Materins and the printed wordnecessitate close cooperation between'the two. In at least one school, thepolicy has beenestablished that nodprint media for individual study are handled by the library in closecooperation witli' the audiovisual department; nonprint .media for group study arehandled by the audiovisual department with cooperation by the library.

Among the developmental activities of the biomedical communications department isthat of training workers in the field. Chapter 7 of Part II, Volume 46, of the Journal ofMedical Education discusses manpower needs in the areas of educational technology andbiomedical communications. This report recommends that each department ofbiomedical communications train some portion of its ,technical staff. Becatise fullytrained technicians are rarely available for every departmental function, well-organizedon-the-job training programs to upgrade semiskilled em loyees have proved to be bothfeasible and economically justifiable. New professionals likewise benefit from on-the-jobexperience, and a good communications department will provide internship programs for

-graduates of professional training programs.

Chief Education Officer

(Vice President, Dean, Provost)

Health Science Center

Academic

Director (Chairman)

Director (Chairman)

Departments

Biomedical Communications

Office of Medical Education

(A/V Education)

(Evaluation-Research in Medical

Education)

Clerical-Secretary

Coordinator '(Chief)

Art Section

Artists

Coordinator

Coordinator

Coordinator

Coordinator, A/V

Photography

Television

Classroom

Utilization and

Services

Development

Photography

Producer-Director

Designer-Planner

Educational Media

Cinematographer

TV Engineer

`Projectionists

Producers

Cameramen-

Others

Production Assistants

Figure 1

Organization:

Biomedical Communications Department

STAFF

Biooncdical communication departments are made up of professional, technical, andclerical personnel. The professional personnel arc media generalists, having expertise inthe design and production of all audiovisual materials. Although the professional mayhave extensive background, training, and experience in a specific area such as art,photography, or television, he will be able to design audiovisual materials which use allappropriate media. The technician will be capable of producing or assisting in the-.

production of audiovisual materials -in his Own specialty area. In addition to their routinetasks, clerical workers will have knowledge of the language used by biocommunications.'"personnel and the variety of media products. They will be acquainted with the facets ofeach kind of production So that they can answer questions regarding the stage ofproduction of a specific piece. Finally, because they will be the most free cent contactbetween the audiovisual depa-rtment and its clients for routine work, the chtsal staffmust reflect the best attitudes vf the department.

Few formal training programs exist to produce biomedical communications personnel.Many schools have found that professionals with backgrounds in commercial oreducational media can easily transfer their skills to biomedical communications.Technical personnel most often are recruited from. established industrial and educationalinstitutions. Several new programs have recently been established to provide training inbiomedical communications: these include the Internship Program at the University ofNebraska Medical Center, the Ph.D. Program at the University of Cincinnati MedicalCenter, and, the Program at Duke University Medical Center,

Appendix I of this monograph consists of sample position descriptions of biomedicalcommuni.eations department personnel. Thse position descriptions are those used atDuke University Medical Center and are intended to serve as a general guide to thoseinvolved in employing media staff or in establishing positions for a nevi department. Byrelating manpower needs to salary levels, it is possible to arrive at a budget for personnelin a biomedical communications department.

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-BUDGET GUIDELINES

In order to determine the costs of operating a biomedical cOrniounications entity, it isnecessary to take several budget items into consideration, Theseare personnel, hardware,supplies, auxiliary services, staff continuing education, and indirect (administrative and

space ) costs.

Persome

To begin a new enterprise, it is necessary to employ a leader and to employ staffsupport for his activities a secretary, for example, In addition, of course, othertechnical and professional personnel must be employed immediately after the specificObjectives of the new enterprise have been determined. For example, a biomedicalCOmintinicalionS culity will operate to support the three major programs of .any health

center patient inire, research, and education, In order to satisfy the requiNnicnts ofthese three major programs, then,, it will be necessary to employ photographers andcmcmillographers for the patient illustration activities; illustrators (artists), photog-raphers, and eineinatographers for the research support activities; artists, photographers,

cinematographers, and television production personnel to support the educationactivities. These kinds of people will then he prepared to answer requests by the healthcenter's faculty and staff, They will probably not he able to share responsibility forspecific teaching - learning experiences which are provided exclusively by the faculty and

staff.In order to participate directly, the biomedical communications. enterprise most

employ persons who will work to identify audiovisual and other 'amlin! materials whichwill meet the leaching-learning objectives of the health sciences center's programs. These

nonprint materials may then be purchased or locally' produced as appropriate. The

support of the health sciences center's faculty and staff activities by the biomedicalcommunications'entity will then he two-pronged: guidance in the production of nonprintmaterials and guidance in the acquisition of non-print materials from outside snit rtes.

Experience suggests that a basic staff might be:

Administ ration ;I DirectorI Secretary

Still Media Production:2 PhotographersI Medical ArtistI Graphic Designer

Motion Media Production:I CinematographerI TV Producer-DirectorI TV Engineer2 TV Techniaians

5

Education:1 Education Specialist'

Instructional Designer

Media- Library:I LibrarianI. Library Clerk

Audiovisual Services:I Audiovisual TechnicianI Projectionist

ft

A staff of this size and composition will be able to support the health sciences centersactivities at a minimal level in all facets of biomedical communications, If the center'sbiomedical communications objectives are not so so histicated as to neec4all these kicdsof persOnnel, a basic staff cast be determined which will satisfy the limited objectives. Forexample, some centers have elected not to supply centralized classroom support in theform of audiovisual technicians, projection equipment, and projectionists. At othercenters, the library includes non print materials in their acquisition, cataloging, storage,and circulation activities. Still other centers provide for instructional design andeducation specialist activities through present faulty and staff or through another entityinvolved in educational development and researcIP These last activities. are a vital part ofthe biomedical communications enterprise, and there should be a very close relationship,if not a direct administrative link.

Following is a list. of personnel positions and salary ranges as determined by a surveyconducted by Algernon Allen the Purdue University School of Veterinary Medicineand Lou Audette of the University of Connecticut Health Center at the October 27-28.1973, Conference of Directors of Biomedical Communications in Atlanta at the NationalMedical Audiovisual Center. The extremes in salary for each position vary greatly. Theaverage salaries, however, reflect the current. market.

Category

PERSONNEL SALARIES

SalaryPosition Average Range

Administration:Director 18 ,751.00 (14,000-28;000)

AdministrativeAssistant 11,246.00 ( 6,000 - 19,5'00)(Assistant Director)

Secretary 6,220:00 ( 4,600- 9,200)

Art:Chief Medical Artist

Graphic DesignerComputer:

Direct)r

PrograOimer

Key PunchOperator

6

8

11,826,00 ( 5,200-19,000)

7,833.00 ( 7,500- 8,000)

14,250.00 (13,500-15.000)

10,500,00 ( 8.500-13,000)

6,800.00 ( 5,200- 9,000)

4

.00

ISalary

Category Position Average Ran

Education:Education.Specialist 13,590.00 ( 6,000-20,00

.TechnicalWriter A 9,500.00 ( 8,000-11,00

Ins truotionalDesigner 12,000.00 ( 8,000-16,00

Library:Senior Librarian 12,166.00 ( I 1,000-13,00Librarian 7,166.00 ( 5,200- 9,50Clerk 7,300.00 ( 5,600- 9,00

Photography:

Services:

Television:

Chic Production:

Printing Shop:

Chief MedicalPhotographer

MedicalPhotographer

Dark RoomTechnician

AudiovisualTechnician 7,262.00 ( 5,000-12, 00)

Projectionist/Assistant 5,775.00 ( 4,000- I 0 700)

10,752.00 ( 7,20014,40

, 8,580.00 ( 5,200-12,3

)

)

)

6,656.00 ( 4,000- 9,4(0)

Average StudentAssistant Wages 2.00/11r. (1.50-3 0/11r.)

Producer/Director 11,677.00 ( 7,5.00- 6,500)

Chief Engineer 12,1 89.00 ( 8,000 17,000)

Technician 7,727.00 ( 5,0014-12,000)

Direct or-Cinematographer

Assistant Direct or-Cinemat ograplier

Editor

Technician

ManagerAssistant ManagerPress ManHelpersCompositors

14,000.00 ( 9,500-18,500)

12,000.00 ( 8,500-16,000)

12,000.00 ( 8,500-16,000)

( 7,000- 9,500)

14,000,0011,000.009,000.00 ( 8,200. 10,400)7,500,00 ( 7,100- 8,200)9,500.00 ( 7,30011,800)

In addition to salaries, p6sontiel costs must include fringe benefits. These, of course,will relate directly to the institution's policies, and the costs may therefore vary from10% - 20% of salaries.

9 7

Equipment.A beginning biomedical communications enterprise will have to tool up for its

activi 'es. The level and sophistication of the instrumentation necessary to meet,o fives will determine the original expenditures for equipment. Another factor, ofcourse, is.the sophistication to which the center aspires in local productions of nonprintmaterials. Biomedical communications equipment is available in astoundingly wide priceranges; the 15ast expensive will perform adequately in many areas of endeavor. At theother extreme, however, the purchase of the most expensive equipment will add only asmall degree of sophistication over equipment which is next lower in price.

Television equipment is the best example of the wide range of costs to achieve live andvideotaped productions. A complete, monochrome two-camera and videotape recorderset-up can be purchased for as little as $2,500, or one may-spend as much as $150,000.Color television production equipment wines somewhat higher in price but overlaps

monochrome-in the middle to high range There is an inexpensive color television camerawhich is being advertised at $2,500. A system using this camera with a half-inch formatvideotape recorder and receiver will cost about $4,500. A two-camera system using thisprice level equipment may be obtained for about $12,000. At the other extreme,two-camera with high-band, quadruplex videotape recorder and associated electronic gear(switcher-fader, distribution amplifiers, etc.) will cost about $250,000And this price willnot provide for classroom display receivers or the interconnecting cable system.Furthermore, a film chain, remote cameras for use outside the studio, along with a secondrecorder in order to perform electronic editing, may add another $250,000. Biomedicalcommunications departments which lack this level, of funding should not despair,-however. Highly sophisticated color television cameras and recorders and intermediateelectronic gear may be obtained for much less than the most expensive. For example, acolor television camera which will produce high quality pictures may be obtained forabout $25,000. Those included in the most expensive system sell for about $70.000. Astimes goes by and technology continues to develop, less expensive, but high quality,television equipment may become available. One should not wait for this, however;replacement of today's television gear may be less expensive than the original.

Photographic equipment, including motion picture cameras, does not vary in price asmuch as television equipment. However, professional photographic equipment is notcheap. A good rule of thumb is that any 35mm still camera with standard lens whichcosts less than $250 r(list price) will probably not perform in the widest variety of ways.Rain, a 35mm camera which does not permit lens interchanghbility will probably not

.--15c suitable for the central facility which is charged with producing custom products. The

other still camera form ats.should be considered for specific objectives. The TA" squareformat may be necessary to achieve a larger negative. These cameras (with lenses and

accessories) vary in price from $800 to $1,700 and more. Copy camera systems are anecessary part of any medical illustration effort. These systems vary from $400 to

$2,000.Motion picture cameras are also a vital part of biomedical communications efforts. The

16mm motion picture camera system is most popular nowadays. Professional motionpicture cathera systems vary from $5,000 for sile%cwork to $15,000 for shigle-system

sound work. Other ancillary equipment (includik editing and double-system sound

conforming) may add $10,000 or more-to the price.The graphic art activities are probably the least expensive to equip, In additio/O! once

equipped. many years will pass before additional expenditures will be necessary. Each

artist can he equipped with a drawing table, drawing instruments, lettering devices, and

other gear for. about $1,000. In addition, it will he necessary to equip the artists withother machines such as a mounting press, a hot press for lettering, an embossograbhdevice, and other equipment which more than one artist may use. These vary in price and

set-up costs, bu?an additional $10,000 will fully equip the art section.

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Administrative equip-Ment such as desks, chairs, typewriters, calculators, etc., mustalso be added in the tool -up stage. And these items will vary in cost depending on thestyle in which the new department will be established. They are mentioned here onlybecause this cost may he lost in the shuffle of acquiring the more glamorous items such ascolor TV cameras and recorders. The replacement of these items should be considered incontinuing budgets along With the replacement of production equipment.

To equip a beginning effort in biomedical communications, this author sugges1s thatsome figure between $50,00) mid S350,000 be considered. It should be kept in mind thatthe lower figure will probaMy limit communications activities while the higher figure willrequire a greater number of personnel to operate.

In second year and onward budgets, repair and replacement costs for equipment4ecomes a necessary budget item. It is estimated that one should use I% of the originalcost of the equipment as an annual figure to purchase repair and replacement kerns tokeep the equipment in rod working order, In addition, new capital acquisitions can herated at about 3% of the original cost of equipment. This last figure will purchaseadditional items but .Lill -not necessarily wholly rePriee the original equipment. It is

suggested that all equipment be amortized in such a manner that each item may bereplaced at *le end of specified periods 5-10 years being the usual amortization time.

Supplies

The biomedical communications department will use up expendible supplies at aboutof the cost of personnel. The variation in this figure is related to the activities of

the department. For example, art and still photography supplies are relatively lessexpensive than lire motion picture and television supplies.

Auxiliary Services

Telephone, telegraph, postage and express costs will amount to about 0.1% of thesalaries. Obviously, this can vary depending on the nature of the activities during anyspecific year.

Staff Continuing Education

In the opinion of this author and of others in the field, it is essential that continuingeducation efforts be made for the biomedical communications staff, This comjnuingeducation can he in the form of participation in special workshops and meetings of thevarious professional organizations. One-half percent to one percent of the salary 'budget is

a conservative estimate of these costs', Each department will have to determine what itsbudget needs arc.

4

Indirect Costs

More and more, health sciences centers are examining their generahadministrative andspace costs. Some institutions allocate these'costs to their various components. These

costs, then, become a budgeted item related to the expenditures necessary to maintainthe biomedical communications componenk, By suggesting that these costs may varyfrom 15% to 45% of salaries, this author is taking the figures negotiated by institutional

'administration with private and Federal sources of grant and contract funds.

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\LYBudget Derivation /

).-

As noted above, the director of biomedical communicati rt sh d report to the chiefeducational administrative officer of the institution, Therefore, thebudget will be derivedfrom this office. In this way, the biomedical communications enterprise will competewith the first-line departments for its share of the ins i u onal dollars, and 4he institutionwill thus indicate its co mitment to biomedict corn It?t'i 'cations.

There are a numb r of ways in which the insti lion may operate the udgctarymAtters of the bion ical.communication? department. These methods ma vary from

eb

fully funded departments which derive all of their budget through the acVninistration todepartments which recover all of their expenditures, In general, t4 fully. fundeddepartment will support th"provnis of the health sciences center and keep a widevariety of records to demonstrate Ihe scope and direction of their ctiv.ties. The dCfense,Tit,

of their budget will he entirely dependent on these records. to depvtment whicl)recovers its expenditures will have this added data to support its budget. requests. Ingeneral, the fully funded departmerkwill estimate its needs for personnel/and materialresources and then vpend these to support the iirpgrams of the health sciences ce ter. Atthe other extreme, Mc department budgeted by thc"6wash-out" method will also L imatcits needs, budget 'aecordinglyrbut\then it must bnng in as many dollars as it spends. Bothkindslitif budgete%departments will cover sonic of their expenditures by activities wide/grantihnd contracts for specific projects. .,,,

The purpose of this paper is not to argue the (9Ienjs of either system. However, itshould he Ailed that thcre are advantages in &mil:rind many health sciences centerscombine the two budget sV`ems. .,.

A beginning biomedical communications entc rise will need to be fully funded inorder to be able to pros 1' tool up to med. Hit' cE-tives-<>f ,the,rktirioipal programs of*.the health sciences cente . They need the security given by full institutional funding to beable to seek-out the ways in which they can best serve the local edUcation, patient care.and research 'Acetic. This can only be done by full support (hiring the formative yeat,s,

There are sonic aspects of the biomedical commlintcatilms activities whtit/can beplaced on a recovery budget relatively soon. hi general. these are the still pluitogwhiqand graphic arts activities. Routine television sand motion pictuie actixides may also. beplaced on, the recovery budget system. The areas which may never be possible to recoverby feeforletvice are those areas which interdigitate closely with educational develop-ment. Coffsultation, experimentation, faculty relationships including workshops, andother developmental work are some of these developmental activities. It may heimpossible to establish a dollar figure for these activities in single-instance cases,Therefore, except for large-scale projects, these activities should be cgvered in the sawmanner in which individual faculty preparation for teaching is covered, That is, ther

should te recognition that these arc a part of the total endeavor and that the expense othese activities is an administrative/scholarly reponsibility of the institution. Threcommendation of this author k that the basic ofift,of the biomedical communicationsdepartment be funded in such a manner that recovery of expenditures not be reOutrod.On the other hand, expenditures for those areas which can be ideptified as direct Sierviceprobably should he recovered. llowever. the local situation must ultimately determine ic

methods used for budgetary purposes. .

Cost effectiveness of all the activities-of the biomedical communications depwitmentshould he a first priority for the leaders. Of all of the methods used to,determinecost-effectiveness. one must also ask: How well the materials (produced and otherwiseacquired) fit -the objectives of the user; whether the students use the materials on anelective basis for learning in preference to other materials available; whether the studentlearning time is ttessened, or whether more learning takes place, and whether thesematerials make possible more direct student-teacher interaCtion. MI of these and moreshould he considerations in identifying cost-effectiveness. Each institution must set up itsown standards.

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A. vital part of the act,ities of the biomedical communications department is the. developnient of new methods and the support of institutional programs in more

sophisticated ways. These activities will possibly be funded by outside-institution funding--- grants 'and contracts from Federal and private sources. Proposals will probably beinitiated ins cooperation with other departments and by the biomedical !ommunicationsdepartment` alone. In any case, this kind of finding will make the. difference between avital, healthy, progressfve department and or which is passive, regressive, and neglected.TheJAcomedical communications department in the health sciences center can be a vitalforce in supWting the principal programs of the center in such a manner as to enhancethese ff.0-granis and their. objectives. The budget and the budgetary mechanisms shouldreflect the vital.role of the bidmedical communications department. .

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SURVEY OFFUNDING PRACTICES

Twenty-three institutions which have centralized biomedical communications depart-ments were surveyed by,this author to gather, the data shown in Figure 2. Data for eachdepartment were current for the 1972 fiscal year. Only those activities common to alldepartments have been listed. Art, photography, and television services comprise theSupport Total. and Recovery Total 'categories. Classroom services was the only otherprogram engaged in by all departments. Development of curriculum, utilization concepts,and research in medical education were not included in any school's report.

Only three schools (j, s, w) and one hospital (m) reported that they are required to .recover 100% of expenditures. Even so, one of these schools (s) supported the A/VDirector's office. a.

Only two departments (j and m) are required to recover their total indirect costs.Although one (k) is required to recover 60% of its indirect costs, it does support theDirector's office. None of the ether A/V Departments is1required to recover the indirectcosts of their facilities. I

Classroom services such as projection and television videotape playback are generallysupported by the institution; only,two schools (g and w) recover a portion of this cost.

All of the departments operate at ji deficit. Even the three washout Operations, i.e.,income offsets expenditures, occasionally report deficits.

Comments made by the respondees included: "We are an educational function, and ineducational institutions, we should be supported directly." "It is fair to charge forservices, but the routine customers should not have to pay for the special work requested,nor should the mass of customers be made to pay for special consultation and forancillary educational activities." "It is just- great to have the independence of aself-supporting department, but it would be fine to have some support to engage in(level opriien tal work."

The question of whether to charge for services has been answered in a Wide variety ofways. In general, every school charges to some extent, up to 100%, for those serviceswhich.can be easily identified as unitary, e.g., photographic,negatives, prints, slides,charts, graphs, drawing, and so forth. Televisiop services (videotape recordings) andmotion picture services are also charged for in a variety of ways, The generalization can

be made that a budgetary mechanism has been established in every school to cost-allocatefunds, be they internally or externally derived. In those schools which recover 100% oftheirtcommunications expenditures, the accounting mechanisms include the capability tocharge specific sums to specific fund codes. In those schools wherig less than 100% isrecover d, the accounting procedures are performed by the communications departmentitself a_ d in turn by the central administration. Whether or not a 100 percentfee-for-service is charged, the communications department should make its owntime-motion-procedure study to deterritual costs. In this way, the department canjustify its cost-effectiveness and, thereb\i, compete successfully with other departmentsfor the available dollars. Those 'directors of biomedical commurNications who are notbound to 0a 100% recovery budget still perform all of the procedures necessary to justify

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'' ' ' : the expenditures of their departments aneshould.recognize the necessity for the u.be cost-effective.

When one is figuring personnel costs, he should realize that salaries and fring eyefitsCannot be divided by total number of work hours to arrive at a realistic hourl y rate. Time

,q consumed by vacations, sick leave, Aid holidays, leave time to .atten -professionalmeetings, daily coffee breaks, record keeping, and maintenance of work, instrumentation

... nit& first be subtracted from total work hours. Thus, the number of effective work 'lowsis reduced from. 2080 to approximately 1400, making the worke directly productiveabout 65% of the time. In addition, when administrative overhe is/added to the cost,the hourly rate for actual work might become as much as twi i amount paid to theworker.

15

APPENDIX I. POSITION DES RIPTIONS

«- DIRECTOR, BIOMEDICAL COMML ICATIONS

Work Perforined

Plan, direct and coordinate biomedical cOmmunicatio s activities in providingmedicalillustration,- photographic, and motion media material. and services in support of theUniversity Medical research and teaching progra is and patient care.

Maintain interface with Medical Center faculty to det 'mine needs and application ofaudiovisual support; develop and implement research and experimental audiovisualmethods.

Direct and coordiate the C.slabliShii)ept of schedules, t sk assignments, and allocationof man hours and equipment to ensure compliance wit i departmental commitments.

Determine fiscal requirements and p- repare budgetar recommendations; monitorexpenditure of budgeted funds.

Prepare reports and analyses.setting forth progress recommendations or conclusions.

Plan-and conduct meetings. with subordinates.

Direct various personnel functions including hiring, merit recommendations, andpromotions.

ASSISTANT DIRECTOR, BIOMEDICAL COMMUNICATIONS

Work Perforated..

Coordinate and _participate in the production of art, motionphotography for use i teaching. research, and patient care activities.

Supervise ark and iihotodraphy personnel to ensure adequatedistribution of assignments, and high levels of workmanship.

media, and still'

manning, proper

Advise direVor or 6iieeni project status and make recommendations for the resolution

of problems:Ond the de 1opment of new policies and procedures.

Establish and mainlair6uequate prices for photography, motion media, and artwork.,Provide information ai4 assistance to faculty and students regarding the application of

audiovisual materiali'and, iet hods.11 tl

Assist in the preparhtionattidgetary recommendations; maintain records and preparereports reflecting oper.4i4llal data, material utilization, equipment needs, and relatedinformation.Assist the Director in ;die. adjpinistration of personnel functions and assume the dutiesand responsibilities of thC.iiiiector in his absence.

COORDINATOR, MOTION MEDIA

Work Performed

Coordinate and paticipatc,,in the production of motion media to include live andvideotaped television prograris and motion picture films.

Direct live and videota'ped Idlevision programs to include coordinating productio,u,programming, and engineering-activities.

Maintain liaison between physician or instructor and technical staff coti fining

program planning and preparatibn.

f

1 7

J

17

lee

70,

Maintain records reflecting services rendered, status of 91ms in progress, and inventoryof productions.

Plan and schedule workfor the group:

Make recommendations on personnel actions.

Evaluate new equipment, films, and techniques.

Monitor expenditure of budgeted fundS; coordinate the billing of clients.

EDUCATIONAL MEDIA PRODUCER,

Work Performed

Cohfer with faculty members on requests for audiovisual media; determine andanalyze needs and make appropriate recommendations.

Coordinate production of slide series, motion picture films, videotapes, and .othermedia materials for use by faculty in teaching activities.

Plan and participate in educationid workshops to provide information and assistance to. faculty and students regarding the application of audidvisual materials and methods.

Maintain an audiovisual library utilization and loan program for faculty and students.

CHIEF, TELEVISION ENGINEER

Work Performed 7; .Maintain all television equipment in the Department of Biomedical Communications.

Make decisions regarding technical electromechanical matters.

Share decisions with the Coordinator of Medical Television.

Recommend acquisition of new equipment and hiring of engineering personnel to theTelevision Coordinator.

Schedule engineering personnel, plan technical aspects of TV -productions, experimentwith and evaluate new items of electronic equipment,and prepare technical reports for

.the Coordinator of Medical Television and the Director of the Division.

Exercise responsibility for technical facets of television.

Make recommendations to the C6ordinator of Medical Television for selection,discipline, and reduction in force of electronics technicians.

Analyze engineering aspects of television.

Originate recommendations for technical improvements.

Compare and evaluate equipment for possible acquisition.

COORDINATOR OF MEDICAL ART

Work Performed

Provide art resources for teaching, patient care, research, and public information.

Serve patients through the design and production of facial prostheses, cranioplasties,cosmetology, and epidermal injections with insoluble pigments. IRecruit and train medicill artists and graphic artists.

Supervise the daily functions of Ins section.

18

41

Determine use of equit3ment and space and assignment of personnel in his section.

Make recommendatiokregarding recruitment and separation of personnel,

:t1

I MEDICAL ILLUSTRATOR

Work perf rmed rlt5Perforn complex medal illustration work in the preparation of technically correct

drawings, diagrams, affd:viodels to illustrate medical and surgical findings andprocedures for usein exhiblis; publications, and research and teaching activities.

raw illustrations for ink iical papers, books, and OblicationS from observations,ideas, and rough drafts of others.

Evaluate and recommend nay methods, materials, and equipment. for use in medical

illustration.

Lay out and letter graphs, charts, and diagrammatic drawings.

Work Performed

7

ARTIST ILLUSTRATOR

.

Perform a variety of duties involved in the design, layout and paste-tip of brochures.

pamphlets, bulletins, programs, oandf other printed material in accordance withc+ustomer's request. Prepare type aadings,to specified size and style.

Discuss printing needs with customer andrepare specifications to include type styles,

column width, and point size for preparation (hyped copy.

Lay out and letter charts, tables, and -graphs using drafting and art tools and

equipment.

Prepare illustrations aqd drawings in a variety of media such as crayon, water color,

and pen and ink.

Design and-prepare posters for displays and exhibits.,

MEDICAL PHOTOGRAPHY SUPERVISOR

Work Performed

Supervise, coordinate, and participate in the photography Of ..patients, anatomicalstructurespathological specimens, surgical techniques, and other subjects for scientific

publications, records, research, and teaching activities.

Supervise developing of film, making of prints and production of slides from charts,

books,4nd slides for teaching purposes.

Originate new photographic methods and techniques to Obtain, results when standard

techniques are inadequate.

Ensure maintenance And proper functioning of assigned photographic and related

equipment. ,

Maintain inventory of photographic supplies and equipment; reorder as required.

Provide techniCal guidance and instruction to faculty and staff in medicll photographytechniques and procedures.

19I9

IGO

SENIOR MEDICAL PHOTOGRAPHER

Work Performed

Photograph patients, anatomical structures, pathological, specimens, complex surgicaltechniques, and related subjects involving specialized photographic procedures toinclude fundus, eine, fluorescent and microscopic photography.

Develop elm, make prints/and produce slides from charts, books, and slides to'be usedfor teaching purposes.

Develop new photographic methods and techniques to achieve desired results.

Prepare photographic processing solutions, retouch prints, and perform layout tasks a'srequired.

Provide technical guidance and instruction to members of the faculty and staff inmedical photography techniques and procedures.

1

MEDICAL PHOTOGRAPHER

Work Performed

Photograph patients, anatomical structures, routine surgical techniques, and othersubjects for scientific publications, records, and research and teaching activities.

Prepare reduced, enlarged, or true copies of charts, graphs, illustrations. IX -rays, slides,equipment, and specimens.

Develop film and make prints and slides according to stated number. stock, size andother film order specifications; plan and prepare illustrations for publications, exhibits,research, teaching, and relatedpurposes.

Retouch prints and perform layout, mounting, cutting, and identification tasks asrequired.

Prepare dyes, solutions, chemicals, and other reagents used in photographic processing. ,i4e."*.

TELEVISION ENGINEER

Work Performed

Perform a variety of specialized technical tasks to include Operating and maintainingtelevision studio electronic equipment in accordance with established operating

ffprocedures and FCC rules and regulations.

Ztordinate studio engineering activities with production and programming operations.

20

Monitor picture and sound being transmitted, recorded, or played; make necessaryadjust nem to maintain quality.

Perfo m maintenance, repairs, and adjustments on transmitter equipment, television'Cam ;as, audio equipment, lighting, and associated studio equipment to ensure proper'fun tioning; design and modify electronic and television equipment as required.

A.sSist in the determination ofwequirements for audiovisual equipment and facilitiesfor new construction and renovation.

GU

1

TELEVISION TECHNICIAN

Work Performed

Perform a variety of technical tasks to include operating, maintaining, and repairing

tele-Vision equipment in accordance with established operating procedures and FCC

rules and regulations.

Perform maintenance, repairs, and adjustments on television cameras, audio and studio

equipment, and associated electronic equipment to ensure proper functioning,

Maintain library of videotapes; make arrangements to show tapes as requested.

Maintain logs of television programs distributed, equipment checked out and returned,

and hours of audio taping,

AUDIOVISUAL SPECIALIST

Work Performed

Coordinate and participate in a variety of technical tasks involved in the operation 0,

motion picture cameras and television control and recording equipmept; edit a varietyof videotape and motion picture film; direct the filming of both live and videotapc41

programs as required.

Schedule the use of classroom audiovisual display devices to include slide and film

projectors, tape recorders, and videotape equipment., operate display devices asL

required.

Advise Medical Center faculty and staff regarding application of audiovisual euuipment

and methods.

AUDIOVISUAL TECHNICIAN

Work Performed

'Perform a variety of routine technical'. tasks involved in the operation Of classroomaudiovisual display devices to include slide projectors, motion picture projectors,opaque and overhead projectors, display screens of various kinds, and television

receivers.Select proper projection equipment and lens for the specified classroom situation;

deliver and setup appropriate equipment in class or lecture rooms: project slides or

motion pictures as requested by instructor or lecturer.

Maintain records of projection wOrk.

Provide training in the operation of slide and film projectors to faculty, staff, andstudents as required; assist in the training of new personnel.

SECRETARY

Work PerformedPerform secretarial and related work to assist and relieve administrative pdrsonnel of

clerical duties. Take and transcribe dictation, type letters, reports, records, stencils,

and other related forms from rough drafts, corrected copy, dictated notes, ortranscribing machine recordings, requiring initiative and judgment to plan-, organize,

and set up in proper form.

Compile information, prepare regular or special reports on departmental activities,

2121

maintain department-al personnel records and provide necessary documents for staffmember's use in meeting's.

Answer telephone, take messages, and reply to questions in accordance with general.instructions. Transmit instructions or information to and from staff members.Schedule meptings, arrange appointments, and make travel reservations as requested.

CLERK TYPIST

Work Performed

Perform routine clerical and typing tasks involved in processing varied office materialssuch as form letters, requisitions, memoranda, and reports or summaries.

Verify information against existing records; post information to records or ledgers;issue equipment or supplies.

Tabulate cumulative data; type scheduled or special reports as required.

ACCOUNTING CLERK

Work Performed

Perform a variety of clerical accounting tasks.in maintaining financial records andprocessing related data, including posting data to journals and ledgers, makingverifications, and running trial balances.

Assist in maintenance of accdtintlt receivable ledger; operate a posting machine artdvarious other office equipment.

Compile various financial statements and reports involving some arithmetical computa-tions.

Assist in the preparation of special accounting-reports for administrative utili4ation.

22

2 2

1APPENDIX II. FORMS

The operational procedures byhich an viable communications department institutesmust include a number of forms for the purpose of making purchases, for keeping recordsof its work, and for billing its clients. The forms which make up Appendix II are some ofthOse which are used by the Division of Audiovisual Education at Duke UniversityMedical Center. They are given here only as examples; obviously, it will be necessary foreach biomedical communications enterprise to produce its own forms.

Fur.chase Forms

Form No. I is a purchase requisition supplied by the purchasing department and isused to request supplies to be used by the audiovisual department. Form No. 2 is used by

the audiovisual department to keep An inventory of its supplies. No. 3 is a special form to

-account for the inventory and disposition of videotape stock.

Billing Forms

Form No. 4 is used to bill for personal work or work performed for agencies outside

the university. No. S. is the form most used to account for services rendered todepartments and individuals using university fund codes to obtain these services and

materials.

Records Forms

Form No. 6 is a page from each artist's notebook on which he keeps 3 record of thework performed: No. 7 is a work 4og'used by the photographers to keep records of allkinds of still photography except that of patients. No. 8 is a card to keep records of eachvideotape recording produced. When a videotape lhas been ,erased, the card will be somarked and maintained in a file. The person's name who authorized the erasure will also

he rioted. Form No. 9 is for classroom service requests and is also used to produce theweekly classroom seryice schedule. No. 10 is used to maintain records of motion pictureproduinions: The status of any Min production can be determined at any date. No. I I is

the form used to record television production orders and billing inventories, Sonic of thedata recorded on this form will be transferred to Form No. 5, the interdepartmentalrequest form.

Forms 12, 13,& and 14 arc monthly report forms to reflect the activities of the various.

sections of the audiovisual department. Each month these forms are reviewed by theCoordinators and the Director of the Division. Comparisons can be made of, for example,the activities of any one month in a year with those of the same month in previotis years.Trends reflecting total productiop or changes in number and quality of requests can beidentified. This form is very useful for budget planning.

23

4

23

FORM DA 29A50M 9.71 PUROASE REQUEST REQ. No:, 3643

THIS IS NOT AN ORDER

A SEPARATE SHEET SHOULD BE MADE OUT FOR EACH CLASS OF GOODS.ALL SUPPLIES AND MATERIALS MUST BE ORDERED BY THE PURCHASING DEPARTMENT OF DUKE UNIVERSITY

SUGGESTED SOURCES WELCOMEDSHIP TO: DUKE UNIVERSITY .

care of; ROOM.

DEPT NAME

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Form 2.

CENTRAL TELEVISION FACILITY-

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VIDEOTAPE DISPOSITION INVENTORY

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ARRIVALDATE . FORMAT

PATCH. NUMBER . PO NUMBER . VENDOR

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Central Television Facility VTR CONTENT DIGESTDuke University Medical Center

PRODUCTION TITLE:

TAPE NO. DATE t LENGTH

TA LENT

SUBJECT (SYNOPSIS):

DIRECTOR

Form 8.

DIVISION OF AUDIOVISUAL EDUCATIONPROJECTION SERVICES & 14./AN RESERVATIONS

M-402 DAVISON EXT. 3748

NAME OF RESERVER:

PERSON TO USE EQUIPMENT:

DEPARTMENT:

DATE NEEDED:

TO BE RETURNED:

DELIVERY & PICK UP: YES

OPERATOR: YES

WHERE IS TILE EQUIPMENT TO BE USED ORDELIVERED:

TYPE OF EQUIPMENT:

REMARKS :

No

AUTO FILMSTRIP NUMBER:2x2 ( ILMSTR IP ) NUMBER:

3 1/4 x 4 NUMBER:

MICRO. PROJECTOR NUMBER:

OPAQUE NUMBER:16mm PROJECTOR NUMBER:

OVERHEAD NUMBER:

SCREEN NUMBER:

OTHER NUMBER:

DATE RETURNED:

CONDITION OF EQ Ul MEM' :

I HAVE CHECKED THE ABOVE EQUIPMENT AND ACCEPT RESPONS 11111:LT1'FOR ANY LOSS OR DAMAGE TO THIS EQUIPMENT OTHER THAN NORMALOPERATION WEAR. (BULBS, DRIVE BELTS, ETC . )

SIGNATURE:

AUDIOVISUAL REPRESENTATIVE:

DATE:

RETURN. ALL EQUIPMENT TO ROOM 402 DAVISON BUI LDING AS SOON ASPOSSIBLE. THANK YOU.

Form 9.

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PATIENT NAME and NO.

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CENTRAL TELEVISION FACILITY - Division of Audiovisual Education

Duke AllskiVrsity Medical *Center

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PRODUCTION ORDER AND BILLING INVENTORY

NAME OF CALLER:

PRODUCTION,DATE REQUESTED:

DEPT.

TIME: CHARGE TO:

DATE:

A. Services Required: ( )VTP ( ) VTR (.)LIVE 44VTE ( )ATP ( )ATR

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TAPE NO: TITLE:TALENT OR

PATIENT: INSTRUCTOR:

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( ) SLIDES SIZE: ( )FILM ( )OTHER:

C. Services Provided: ( )STUDIO ( )REMOTE ,

L. Set-up time: min @ $ /hr. $

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2.

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( )Audio ( )Video Tape Editing: min. @

Video Tape Inserts: min. @ /hr.

5. ( )Audio ( )Video Tape Playback: min. @ /hr;.

6. ( )Audio ( )Video Tape Recording: min. @ /hr.

7. Multiscanner Inserts: min. @ /hr.

8. Projection Service: min. @ /ht.%

9. Engineering Assistance: min. @ /hr.

10, Parts (list attached):

Ii. Video Tape Stock: hrs. @ /hr.

1.2. Art Work:

U. Photography:

l4. Subject-talent Imbursement: 1

TOTAL

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