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.