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develop priorities based on vision and develop means to get there versus e having a vision based on practicality. He said strategic planning was based on the future versus the present, but the plan must be modified by the re- sources at hand. Dr. Luke added that the planning team should not allow its vision to be impeded by current problems. Mr. Green asked how the plans developed by different jurisdictions were simi- lar. Dr. Luke referred to the handout materials, and said that all processes included an assessment of where the organization was at the present time. This assessment was reached through a "SWOT" analysis, or an examination of strengths, weaknesses, opportunities, and threats. Dr. Luke said that, for example, the City of Eugene could look at external trends that affect the organization and forecast which of those trends would provide opportunities and which would provide threats. He added that in cities he has studied, the process entails a great deal of community participation. For example, the City of Anaheim employed focus groups, while the City of Portland held commu- nity town meetings. The assessment allows the organization to establish the 3 to 12 strategic issues confronting the jurisdiction over the planning peri- od. Dr. Luke distributed a draft list of issues identified by community partici- pants in Portland. He said that issues were written as strategic goals for the community of Portland. Responding to a question from Ms. Rich, Dr. Luke said that schools, private sector firms, and nonprofit corporations were all involved in the development of the goals. The goals were stated as though achieved in the year 2000. Dr. Luke said the planning team will pare the e goals down from the top nine to four or five goals at its next meeting. Ms. Rich asked why the number of goals was reduced. Dr. Luke responded that it was due to a lack of resources. The City must target its resources to the most critical issues. Ms. Eaton asked if, in Dr. Luke's experience, there is an effort on the part of those participating in the process to amalgamate the issues. She asked how Dr. Luke would address this tendency. Dr. Luke said that amalgamation of the issues was a danger, and it was necessary for the consultant working with the planning team and policy committee to avoid that direction. The other option was to allow all the goals to be placed under broad headings and let the planning team determine its own process. Ms. Eaton asked if the strategic planning process included teaching people negotiating skills. Dr. Luke said no, although he felt that was a good idea. He added that it was difficult enough getting people to participate in the process without requiring them to spend additional time on learning new skills. He said the center uses a team of eight facilitators to help small subgroups of larger groups negotiate between themselves to reach consensus. After a period of time has gone by, the planning team learns to facilitate its own meetings. Dr. Luke said the assessment and establishment of goals was followed by visioning, which led to the development of action plans around those visions. The responsibilities for implementing the plan, the resources necessary to e MINUTES--Strategic Plan Committee November 1, 1990 Page 3