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- -- --- tegic planning process. He was also concerned about staff burnout. Mr. e Gleason said that during the recent goals-setting session, the council asked him to bring back a series of policy choices for what Mr. Gleason termed the FY92 "transition" budget in order to focus the Budget Committee on the issue of strategic planning for the FY93 budget. He anticipated that the credibil- ity of the staff, council, and Budget Committee would need to be bolstered by outside help. Additionally, the council has indicated its desire for perfor- mance audits, which the committee will have to contend with. Mr. Gleason pointed out that there have been over 30 public information meetings concern- ing the library, and he anticipated that number was below the number neces- sary for the strategic planning process. He said this will mean that the committee needs a support system that gives the committee the information it needs and makes it possible for it to share with the public information about the environment the City is working under. Data collection and surveys will be a part of the process. Ms. Rich asked if the process would be strictly limited to financial issues. Mr. Gleason did not believe that the public would let the process be so restricted. There will be much input and "1 want" statements. He said that the financial status of the City means that just to play catch-up, the committee will need to downsize the organization and increase revenues. When people hear about revenue increases, they start asking what new programs are being funded. They do not want to hear that services are being stopped and taxes are being increased. Mr. Gleason said that while the committee may not be able to confine the discussion to finan- cial matters, it will be able to attach a price tag and assess the financial impact of all suggestions when those suggestions reach the discussion table. e Mr. McLoud said that if the committee committed itself to a process for FY93, he would have a different attitude toward the FY92 budget. He believed that others on the Budget Committee would share that attitude if it was made clear that the organization was going to go through a transition period prior to the resolution of what Mr. McLoud termed "the big problem." Mr. Miller recalled that Dr. Luke had indicated that the process always takes longer than planned, and asked if it was possible to establish a completion date six months prior to the time actually required. Mr. Wong said it was his experience that the process cannot be done quickly. He pointed out that the final budget documents are assembled in February, and expressed the hope that the process could be completed by December 1991 in order to have an effect on the FY93 budget. Mr. Wong said that while the committee may be able to develop a strategic plan in one year, the issue was, can the commit- tee gain public acceptance of that plan? Mr. Miller suggested that the com- mittee agree to a completion date of November 1991, but anticipate an earlier completion date if possible. Mr. Gleason said the process staff developed would include a major public input process that would entail heavy involvement by committee members, would impact FY93, would include a working team and steering team, and an estimate of resource commitments. Mr. Wong added that based on the City's review of what other cities had done, an external consultant will probably be hired. e MINUTES--Strategic Plan Committee November 1, 1990 Page 11 -