Loading...
03/12/2019 - City Council SpecialSPECIAL CITY COUNCIL MEETING TUESDAY MARCH 12, 2019 5:30 P.M. EAGAN ROOM—EAGAN MUNICIPAL CENTER AGENDA I. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. JOINT MEETING WITH EAGAN-INVER GROVE HEIGHTS WATERSHED MANAGEMENT ORGANIZATION IV. FIRE STAFFING UPDATE V. E-TV STRATEGIC PLAN VI. OTHER BUSINESS VII. ADJOURNMENT Agenda Information Memo March 12, 2019 Eagan Special City Council Workshop III. Eagan-Inver Grove Heights Watershed Management Organization - Joint Meeting Direction For Consideration: This is an informational presentation and joint meeting with the board members of the Eagan-Inver Grove Heights Watershed Management Organization (EIGHWMO) and no specific action is required. Facts:  Minnesota Statute 103B, Water Planning and Project Implementation, (Metro Surface Water Management Act, 1982) requires surface water management through a Metropolitan Water Management Program as described in Section 103B.201. The EIGHWMO has been established to address this requirement throughout nearly all of Eagan.  While distinctly separate from the City of Eagan, the activities of the EIGHWMO are interrelated with the activities of the City. The WMO has the authority to review and approve the City’s local surface water management plan, as well as prepare, adopt, and implement a plan for the watershed. Surface and ground water management activities must agree with one another’s plans, so it is critical that the plans are unified. The City finances the activities of the EIGHWMO.  It is appropriate that the City Council and the board of the EIGHWMO have dialogue on occasion to ensure cohesiveness in each other’s work plans with respect to surface and ground water management.  As part of a joint meeting, a representative of the Dakota County Soil and Water Conservation District, the current administrator for the WMO, and the board members themselves will share details about the past and current program, including projects. Attachments: (1) III.-1 Presentation Eagan -Inver Grove Heights Watershed Management Organization Eagan City Council March 12th, 2019 Brief History What is a WMO? Who is your WMO? Why have a WMO? •Mandatory -1982 •No taxing authority –Memberhsip dues •Governed by Board appointed by member cities Brief History What is a WMO? Who is your WMO? Why have a WMO? •Eagan-Inver Grove Heights WMO –Formed 2014 –Previously Gun Club Lake WMO •County has: –4 WMOs –1 JPO –1 WD Brief History What is a WMO? Who is your WMO? Why have a WMO? •Watershed Plans •Reporting •Communication •Funding •Projects •Programing Example Programs and Projects Programs we Support Landscaping for Clean Water CLIMB Theatre Master Water Stewards Example Programs and Projects Projects we Lead Rainbarrels Library Bags Neighborhood Meetings Future Vision Tours School programming Legislative requirements Partnerships Your ideas….? Agenda Information Memo March 12, 2019 Eagan Special City Council Workshop IV. FIRE SATFFING UPDATE Action For Consideration: No Action-update only. Facts:  In 2017 the City of Eagan had a study completed by CityGate that studied Fire Department Staffing, Emergency Medical Services, and Response Times.  CityGate presented their findings to the Council on June 13, 2017.  The study including several recommendations for change within the Eagan Fire Department including five steps to add additional career firefighters to the department.  In the 2018-19 City budget the Mayor/Council approved two of the five steps for increased staffing, identified as Steps 1A & 1B in the study.  Step 1A was implemented April of 2018 and step 1B will be implemented April of 2019.  Fire Chief Mike Scott will update the Mayor/Council on these first two steps and what will be proposed for the future. Attachments: (1) IV-1 PowerPoint 1 Eagan Fire Department Staffing update COUNCIL WORKSHOP MARCH 12, 2019 23/7/2019 www.citygateassociates.com | (916) 458-5100 Staffing, Emergency Medical Services, and Response Times Study City of Eagan Fire Department Presented to the City Council on June 13, 2017 The Business of Better Government 3 Step 1A:Two engines with two firefighters, 24/7/365 (6 FT) –Third crewmember to be scheduled part-time firefighters Step 1B:Third crewmember to be career (Requires 6 FT) Step 2:Add third engine with three firefighters, 24/7/365 (9 FT) Step 3:Add a ladder truck with three firefighters, 24/7/365 (9) Step 4:Add three career Battalion Chiefs for 24/7/365 incident command / safety (3) 2017 CityGate Career Staffing Plan by Unit/Step Summary of Full Plan 4 Citygate Staffing Plan Step 1 – Implemented •Step 1A 2018: –Add six career staff (March 2018) –Staff 2 stations 24/7 with combination FT and PT staff (April 2018) –PT staffing level drop by 12 to 81 PT (actual 59) •Step 1B 2019: –Add six career staff (March 2019) –Add third career staff to the two staffed fire engines (April 2019) –PT staffing level drop by 12 to 69 (actual 48) 5 •Improved Response Time –Have positively impacted outcomes on medical and fire calls •FF EMT or FF Medics Responding to some medical calls –Should free up police –Assist HealthEast on scene and enroute to hospital •Firefighter skillset •Fire Inspections of existing buildings •Consistent, Predictable & Sustainable Model One-Year Summary 6 •Part-time staffing dropping more rapidly than CityGate Study –Only 60% PT shifts filled •Station Four Area not staffed= longer response •Down to one staffed Engine occasionally due to staffing levels –Will improve April 2019 •Often only 2 FF’s per engine Summary: Areas for Improvement 7 •If the City Council and community choose to deliver urban best practice outcomes to building fires and life-threatening medical incidents, the City should consider funding a small career-staffed force of three engines and one ladder truck, with three personnel each from the three fire stations, 24/7/365. 2017 Recommendation #1 8 •If the policy choice is made to maintain and possibly grow career staffing, then the Fire Department should handle all EMS first responder incidents to increase the EMS trained personnel to the incident and allow police officers time needed to perform primary police functions. 2017 Recommendation #2 9 •Fire will assume EMS first response when a unit is available for immediate dispatch in a station area. •Thus, in Step 1A, two of the three station areas will have 24/7/365 EMS first response. •Step 2 in 2020 will complete the third station area. •Response can be increased at times with part-time staffed units. •Police will still respond when there is no immediate fire unit available, or they are also needed at the incident. EMS Conversion from Police to Fire 1st Response 10 Fire Responded, 824 Fire Responded, 1748 Fire Responded, 2700 Fire Responded, 4858 Total MEDICAL Calls , 4483 Total MEDICAL Calls , 4579 4716 4858 0 1000 2000 3000 4000 5000 6000 2017 2018 Estimated 2019 Estimated 2020 Medical Calls-Fire Dept Response Volume 11 •Distribution of Fire Crews: To treat medical patients and control small fires, the first-due unit should arrive within 7:30 minutes, 90 percent of the time, from the receipt of the 9-1-1 call in the dispatch center. •This equates to a 1:30-minute dispatch time, a 2:00-minute company turnout time, and a 4:00-minute drive time in the most populated areas. 2017 Recommendation #3 –Response Policy 12 •2017 overall 14:14 minutes •2018 overall 8:14 (6 minute improvement) •Staffed Stations average = 7:19 •Most recent “structure fire” –March 1st 11:44pm –En-route dispatch reports disabled elderly person unable to get out. Firefighter & Officer rescue –Overall response time 3:21 on duty engine –First paged off duty engine 10:17 Actual Response Times: 13 •Align POC firefighter response expectations to the community’s needs to ensure the investment in training and long-term retirement stipends deliver staffing when needed on primary responding apparatus. •This could result in fewer personnel, but they would all be active. 2017 Recommendation #6 14 Five year Average 2013-17 = 14 POC/year 1st “year” new model = 36 PT to date 13 15 15 10 10 19 4 4 2 1 6 7 0 5 10 15 20 25 30 2013 2014 2015 2016 2017 2018 2019 15 1st year turnover 36 PT FF’s 48 Part-Time Staff Remaining New FF hires, 13 Retirements, 3 Because of new model, 16 Moved , 2 Medical, 1 Personal , 1 1616 Possible Future Steps 17 •Step 1A:2018 Two units staffed with two career firefighters to 24/7/365 cover –This would require adding six career staff and three part-time firefighters across three shifts and could result in the attrition of 12 POC firefighters. •Step 1B:2019 Expand the two units to be staffed with three career firefighters each, 24/7/365 –This would require adding six career staff across three shifts and could result in the attrition of 13 POC firefighters. Possible Phasing Steps – Step 1 fully Implemented 18 •Step 2:Study 2020 -2020 Budget Request –Add a third engine staffed with three career firefighters, 24/7/365 –This would require an additional nine career staff across three shifts and could result in the attrition of another 15 POC firefighters. •Step 3:Study 2022-2021 Budget Request –Add a ladder truck staffed with three career firefighters, 24/7/365 –This would require an additional nine career staff and could result in the attrition of another 15 POC firefighters. •Step 4:Study recommended 2024 –Add three career Battalion Chiefs for 24/7/365 incident command / safety supervision Possible Phasing Steps (cont.) – 19 SAFER Grant 20 •The final career force will then be 12 career firefighters per day on a total of four units, plus a Battalion Chief. For serious and simultaneous incidents, the POC firefighters (or auto-aid from neighboring cities)will increase the Effective Response Force to 16– 20 firefighters. •The number of POC firefighters could eventually be reduced from 93 to approximately 35. Final Recommended Career Force, Supplemented with POC Firefighters 21 Tom Pepper’s Updated Chart from CityGate Step/Position Added Career Personnel Reduction in POC Staff POC Staff Cost Savings Total Cost Step 1A -2018 Captains 4 $ 487,702 Firefighters 2 215,610 Career Staff Totals 703,312 PT Firefighters (shift duty)420,000 POC Reduction (12)$ (172,209)(172,209) Step 1A Net Costs 6 $ 951,103 Step 1B -2019 Captains $ 36,578 Firefighters 6 711,513 Career Staff Totals 748,090 POC Reduction (13)$ (156,423)(156,423) Step 1B Net Costs 6 $ 591,667 Step 2 -2020 Captains 3 $ 455,823 Firefighters 6 811,607 Career Staff Total Costs 1,267,430 POC Reduction (15)$ (212,641)(212,641) Step 2 Net Costs 9 $ 1,054,789 22 Step/Position Added Career Personnel Reduction in POC Staff POC Staff Cost Savings Total Cost Step 3 –2022 Proposed for 2021 now Captains 3 $ 529,921 Firefighters 6 944,953 Career Staff Total Costs 1,474,874 POC Reduction (15)$ (222,610)(222,610) Step 3 Net Costs 9 $ 1,252,264 Step 4 -2024 Battalion Chiefs 3 $ 529,921 POC Reduction (3)$ (44,522)(44,522) Step 4 Net Costs 3 $ 485,399 Total 33 $ 4,335,222 23 2424 Questions? Agenda Information Memo March 12, 2018 Eagan Special City Council Workshop V. EAGAN TELEVISION STRATEGIC PLAN Direction For Consideration: Review and comment on Eagan Television (ETV) Strategic Plan 2019 Facts:  ETV produces the City’s public access and government television channels on Comcast and CenturyLink as well as for digital distribution (social media and website). It also produces informational and training videos for the City’s various departments.  ETV has a new Executive Director, Mike McIntee, who has put together a strategic plan that takes into consideration ETV’s strengths and weaknesses as well as the opportunities and threats the organization faces.  The plan sets a mission, vision and long-term strategic objectives for ETV. It outlines specific goals and tactics for the next year as well as the following two years. Attachments: (2) V-1 ETV Strategic Plan 2019 Highlights Powerpoint V-2 ETV Strategic Plan 2019 Eagan. Community. Media. What Is ETV? •We’re your friendly neighborhood TV station that’s all about Eagan •Live and on demand video coverage of city meetings •Video production for city departments •Classes and public access channels •Outstanding staff! ETV Funding •Public Access, Education, Government (PEG) fees & Franchise fees pay for ETV people & equipment •Our biggest long and short-term threat: •PEG and franchise fees that fund ETV could be limited by FCC rulemaking in 2019 or eliminated when next franchise is awarded in ten years. •Growing Gap between revenue and spending Growing expense revenue gap - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 Cable Franchise Fees Rev/Exp FF revenues Trsfrs Out Strategy to combat threat: Attract funding from other sources through building value for the community and the City. How We Made This Strategic Plan •4 months of interviewing and data gathering •25 in depth interviews with internal & external stakeholders •ETV staff and volunteers •Conversations with other cities with similar operations & challenges •Industry and city survey data Building Value Fund ETV Support ETV Engage With ETV Watch ETV Find ETV Aware ETV Exists Think like a non-profit Strategic Plan Mission (what we do) •Help Eagan and its people connect, inform and entertain with creativity, passion and innovative technology. Vision (what we want to become): •To be valued, relevant and engaging to viewers, listeners and readers. •To make our content easily available anytime on any device •To make it easy for media creators to get the resources, knowledge and community connections they need to create and distribute media. SWOT Analysis Strengths, Weaknesses, Opportunities, Threats SWOT Analysis Highlights •Strength: We are Eagan’s only local TV •Weakness: Awareness -limited marketing except for city publications, not visible at city facilities. No interactivity with audience, limited community outreach •Opportunities: •Digital -Ability to reach non-cable Eagan homes and potential funding supporters with digital –Facebook, YouTube, web livestream •Grants-Eligible for Minnesota state legacy funds •Threats: Diminishing revenue, rising gap between expense & revenue Customers/Stakeholders Audiences, volunteers, civic groups, content producers Council meetings, various departments Production in exchange for rent Long Term Strategic Objectives Financial, Operational, Stakeholders, Organizational Capacity Strategic Objectives Financial: replace reliance on cable funding by finding new revenue sources Operational: improve internal operations so resources used efficiently and effectively Stakeholders: increase content production through stakeholder participation Organizational Capacity: retain staff and grow their skills Financial: Finding New Revenue •Build awareness and distribution so people can find, watch and engage with ETV leading them to support and fund it (multi-step) •Seek grants and state funding •Explore additional revenue sources Building Value Aware ETV Exists Are People Aware Of ETV? •About 50% say they are aware of ETV. •Only 8% had watched •But ETV videos get hundreds of thousands of views Awareness Building Through Branding •ETV logo on all we do •Create videos, email and print messages showing ETV’s value, mission and content we create. Building Value Find ETV Aware ETV Exists HD & Electronic Programming Guide Content That Engages Passionate Audiences •2014 community needs assessment says: •Sports •News •Government meetings Building Value Engage With ETV Watch ETV Find ETV Aware ETV Exists Improve Technical Quality To Avoid Audience Tune Out •Professional look in studio -set, lighting, graphics, etc. •More channels in HD ETV Everywhere -any device, any time •Social media/web – largest distribution channel •Facebook & YouTube –Live and on demand •ETV website Video On Demand (VOD) Engage the audience •Twitter is where the coaches and the parents talk about the games. •Instagram is where the students converse •Empower people to become part of the team •#BragEagan Building Value Fund ETV Support ETV Engage With ETV Watch ETV Find ETV Aware ETV Exists Seek Grants And State Funding •Partner with existing groups to apply for grants, establish track record •Leverage track record and goodwill to obtain even bigger grants •Develop resources, expertise in grants to attract programmers, partners •Lobby legislature to backfill lost local government revenue from cable companies Explore Additional Revenue Sources •Production Truck/Facility Rental •Podcast production •Public-private partnerships - Video for hire production as add on to strategic relationships such as non-profits that can lead to grant opportunities. Immediate Action Plan Highlights •Funding–MHS planning grant to preserve ETV archive approved •Live & Local –more sports programming, community events •Accessibility –ETV Video (live and on demand) in more places for more audiences •Classes –access to innovative gear and support to help residents and city staff become media creators Eagan. Community. Media. 2019 Strategic Plan Executive Summary: Eagan Television (ETV) produces the City of Eagan’s Public Access and Government channels on Comcast and CenturyLink. It also produces informational and training vid- eos for the City’s various departments. ETV is funded through fees on cable tv bills. That funding, along with cable viewership in general, has been declining and ETV needs to attract new revenue. ETV’s strategy is to think and act more like a non-profit – reaching out on digital and in person to build value for audiences and supporters, driving donations and grants. ETV is also exploring other ways to monetize its assets and capabilities. To accomplish this ETV is making its operation more efficient, leveraging cell phone video technology to allow City staff and residents to gather video more efficiently allow- ing ETV staff to focus on higher end shooting and editing needs. Mission (what we do): Help Eagan and its people connect, inform and entertain with creativity, passion and in- novative technology. Vision (what we want to become): To be valued, relevant and engaging to viewers, listeners and readers. To make our content easily available anytime on any device and make it easy for media creators to get the resources, knowledge and community connections they need to create and dis- tribute media. Values Creativity Honesty & Integrity Transparent and open Professionalism Having fun 2019 Strategic Plan 2 SWOT analysis Analysis based upon interviews with about 25 city department and program heads, community stakehold- ers and thought leaders as well as “fresh eyes” observation of current ETV facilities, staff and practices. We also used research from the 2014 Eagan Community Needs Assessment and cable industry data. Internal External Strengths • We are Eagan’s only local TV • Good cash position and city support -steady cable revenue -City IT, HR accounting support - “free” rent for TR video production • Cable and web distribution -available to all cable customers -parity with other channels (Electronic Pro- gram Guide, HD quality) -live and on demand video • Experienced staff -expertise in visual storytelling/ government messaging -good teamwork, nimble organization -New Executive Director with fundraising and livestream experience • Facilities/Equipment -Secure, soundproof HD production facility -HD cameras/edit gear • New HD mobile production truck (2019) Opportunities • Ability to reach non-cable Eagan homes and potential funding supporters with digital services, Facebook, YouTube, live and on demand • New DIY video technology lowers skills and reduces resources required to produce con- tent and live events, creates opportunities for new classes. • Can apply for Minnesota state legacy funds o -Grants for archive preservation o -Grants for arts, arts education and arts access • Potential grant partners (YMCA, Thomson Reuters interest groups) • City and business use of new live produc- tion truck • Lack of other local news sources • Relationship with legislative reps and lead- ers to explore state funding opportunities. Weaknesses • Awareness-, limited marketing except for city publications, not visible at city facili- ties. no interactivity with audience, lim- ited community outreach. • Visibility/Access – physical location away from general public • Technology issues –no in-house engineer, staff has limited video engineering exper- tise, limited institutional memory/documen- tation of best practices. • Unpolished look to studio productions –set, graphics, lighting. • Few regularly involved volunteers-system and structures lacking, nothing engaging for them to do, not as attractive as other volun- teer opportunities, prior bad experiences leading to few original programs not pro- duced by staff. • Clunky video production workflow – video in silos. Takes days instead of hours. • Unfocused, generic on air branding • No resources dedicated to innovate • Small staff – lack of back up to positions- need cross training. Threats • Growing gap between income and ex- pense • FCC rule could possibly reduce cash from cable franchise and PEG funds in near future. • PEG and franchise fees could be re- duced or limited in next Comcast Fran- chise (2028) • Reach of cable channels declining. Cable viewership and linear viewing of non-live programming both dropping. Lack of HD channel’s visibility in Comcast lineup-859 • Eagan video producers using DIY on YouTube/Facebook to distribute content • Other high school sports live video stream- ers • Ability to attract and keep good workers in improving economy 2019 Strategic Plan 3 Competitive advantage: We are local. We’re the only local (and sometimes live) video provider of news, sports and community events. We have local knowledge, infrastruc- ture and “boots on the ground” making it a sustainable advantage as long as we con- tinue to build that out attract local program producers. Customers/stakeholders 1) The community - audiences, volunteers, civic groups, content producers 2) City - various departments 3) Thomson Reuters (negotiated production hours in exchange for rent) Long-term strategic objectives, organizational goals and the path to them ETV is using the balanced scorecard approach to strategic planning. That means exam- ining the organization from four perspectives: financial, operational, stakeholders and organizational capacity. ETV has set a long-term strategic objective for each perspec- tive and then outlined the goals and tactics needed to reach them. Financial Strategic Objective: replace reliance on cable funding by thinking more like a non-profit to find new revenue sources. We will do this three ways: 1) Build awareness and distribution so people can find, watch and engage with ETV leading them to support and fund it. User supported media such as public radio uses a model that moves people along a continuum from making them aware of their service to eventually donating to it. It looks like this: The more people you can attract to the base, the more people are available to move up the pyramid to the top where some of them will pay to support your cause. The goals we’ve identified to do this are: a) Expand distribution: ETV anywhere, any device, any time – digital distribu- tion allows us to reach more Eagan homes than cable, as well as people out- side of Eagan who may be interested in our content and may be potential fun- ders. 2019 Strategic Plan 4 Tactics:  Video On Demand (VOD) from ETV website (to be rolled out 2019 Q2)  Facebook and YouTube video distribution (done)  New HD channel (done) b) Increasing awareness: Only half of Eagan residents know ETV exists. Tactics:  Electronic Programming Guide- the primary way viewers find cable content (done!)  Branding all production – popular videos produced by ETV for City are often unbranded Create video, email and print messages to promote ETV program- ming and brand. c) Engaging the audience: Tactics  Content that engages passionate audiences (sports, news, city meetings says survey)  Social media conversation around that content to build audience engagement 2) Seek grants and state funding  Partner with existing groups to apply for grants, establish track record  Leverage track record and goodwill to obtain even bigger grants  Develop resources, expertise in grants to attract programmers, partners  Lobby legislature to backfill lost local government revenue from cable companies 3) Explore additional revenue sources • Facility rental/ Truck rental • Podcast production • Video for hire production as add on to strategic relationships such as non- profits that can lead to grant opportunities. Operational Strategic Objective : improve internal operations so resources used efficiently and effectively to expand production 1) Workflow simplification and standardization-internal, citywide and external Set up ETV video server (Editshare) to allow communications and other depart- ments to search it for video using Airflow. Airflow training to enable city employee phones to send video directly to ETV Shoot and air news/event stories in same 24 hour period Simplify and improve technical quality of city council and meeting broadcasts Document all processes and procedures 2) Improve video technical abilities Capture “how to” institutional knowledge in written searchable form Re-examine video support vendor needs 2019 Strategic Plan 5 3) Enable live from more locations Fiber connections Mobile live single camera (Comrex, recently purchased) 4) Improve technical quality to avoid audience tune out Additional channels in HD Professional look in studio (not “Wayne’s World”) - set, lighting, graphics, etc. Stakeholders Strategic Objective: increase stakeholder satisfaction and engagement by stakeholder participation in content creation. 1) City Work with departments to develop programming that is on message Promote and amplify across city’s other communication platforms Emphasis on innovative programming that can be used in social media Provide DIY tools, classes, coaching, for internal production 2) Community Attract more volunteers on ETV productions (sports is first target) DIY tools and classes ID and recruit local program producers Consulting and planning support for program creation Promotional support Assistance in finding financial support Become more accessible to public (new truck tour, library presence, etc.) Aggregate existing local content (Eagan AM, The Flash, YouTubers, etc.) Aggregate best of relevant existing MN PEG content Aggregate Best of relevant national PEG content such as Democracy Now 3) Thomson Reuters -production work is done in exchange for ETV’s rent Help company with transition from internal to all contractor productions Provide production broadly within company Refer work to outside agencies when needed Organizational Capacity Strategic Objective: Retain staff and grow their skills Reliable tools and support Professional development opportunities Promote accountability, transparency and teamwork Dedicate resources for innovation 2019 Strategic Plan 6 Where to start? Specific first actions (Year 1 goals) Funding Minnesota Historical Society - Legacy fund grant for archive assessment (awarded March 2019, start project April 2019) Identify additional funding/grant opportunities Explore video production for non-profits that can lead to grants Explore state funding options through local legislators and MACTA Summer video camp – seek tuition underwriting for underprivileged kids. Community Live high school sports on Facebook live to develop audience (recruit volunteers)- join conversation on Twitter/Instagram Develop Bring Your Own Device (BYOD) curriculum for public. Take our classes to the public – library (cross-promoted), pop up events. Promotion! Interactive live truck event tour. Widely promote existing ETV programs and value (gov’t transparency, sports, etc.) More volunteer open houses. Speakers that can be a draw Recruit/aggregate local program producers (Eagan AM, YouTubers, This Week News- paper) City Production BYOD curriculum, supporting devices and coaching for internal city productions ID high impact video projects for city and give them high production Set timelines, improve project management for city productions. Test and then launch Editshare as citywide video archive Upgrade studio set Organizational Capacity Create culture of empowerment to ID and correct problems ID opportunities for staff to grow skills Reexamine staff roles/ job descriptions to better execute plan Years 2 & 3 Specific Actions & Goals Use track record with Historical Society to apply for larger grants Launch at least one new revenue producing project (podcast, production truck rental, studio rental or possibly something else) Video camp as part of YMCA camp (YMCA funding or outside grants) Launch a monthly or weekly news show with local news provider Push for expanding state public TV funding to include PEG stations Launch wiki (Office 365) for institutional knowledge 2019 Strategic Plan 7 How this plan was prepared • 4 months of research • 25 in depth interviews • Internal stakeholders: Talked with city department heads about their needs. Parks & Recreation, Police, Fire Public Works, Administration, Community Devel- opment, Art House and others. • External stakeholders: ECVB, Chamber of Commerce, Wescott Library, Schools (196, 197, 191), Teachers, Principals, Sports Directors, Coaches Parents, Ro- tary, YMCA, MN Vikings and more. • ETV staff and volunteers • Eagan Community Assessment data 2014 and 2018 • Industry trends and data from National Association of Telecommunications Offic- ers and Advisors (NATOA) and Alliance for Community Media (ACM) • Discussions with other cities and cable access organizations about how they are handling challenges of changing media environment • Executive Director Mike McIntee’s experience as network TV executive, inde- pendent media producer and founder of a viewer supported news organization.