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quality of life in the parks system. He did not see where reconciliation of e such conflicts existed in the model Dr. luke had presented, or where the consequences of a decision were factored into the equation or tested. Dr. Luke referred to the Bryson model included in the handout, and said that the model presented an opportunity for testing goals. Mr. Miller asked Dr. luke if the committee could design a process that ad- dressed its concerns about financing while beginning the proper dialogue with the community using the foundation already laid. Dr. Luke said he believed it could be done, but using only technical experts to develop a plan will make it more difficult to secure community support. While the committee might come up with great ideas, the public may refuse to support those ideas. Unless a component is built into the planning process that includes the right stakeholders, the plan will not succeed. Dr. luke said that if the committee decides to develop a strategic financial plan, it will need to spend as much time selling the plan as creating the plan. Ms. Hawkins asked how the committee could motivate the community to want to be involved. She said that people are bored by budgetary issues until those issues affect them directly. Dr. Luke agreed. He said that the committee will be unable to create change unless people feel change is necessary. He said that the community of Portland faced this problem. The City had to design a process wherein the community stakeholders walked through a future scenario that showed that things were not going to be good. The City had to create that felt need to stimulate the participation that leads to change. Dr. Luke said the City of Eugene might have to do the same thing, or let a e crisis begin to emerge to stimulate interest; however, strategic plans seldom deal with immediate crisis very well. Mr. Boles pointed out that the council and committee was charged by the public with avoiding such crisis. He ex- pressed the hope that the committee could narrow its focus on financial mat- ters and include the community in the discussion. Dr. Luke summarized the different types of strategic plans: 1) community- wide strategic plans, such as done by Portland and planned by Springfield, which are vision-based plans that examine all the different services offered by city government and other organizations; 2) corporate strategic plans, which he felt was what the committee was moving toward, and which focus on organizational and financial issues and consider the long-range future via- bility of the corporate entity; and 3) functional strategic plans, such as those which focus on community economic development. Dr. Luke said it ap- peared that the committee was more interested in a corporate plan for the City of Eugene as a financial entity rather than in a communitywide plan dealing with those issues and agencies affecting the quality of life in Eu- gene. Mr. Rutan agreed with Dr. Luke's statement, but said that there may be exceptions the committee was unaware of at the present time. He said as an example, the committee might determine something was a priority to be funded and find there was no community interest in funding that service. Dr. Luke said it seemed that the committee had an opportunity to design a unique pro- cess that was communitywide and focused on financial issues. It could in- volve considerable community outreach and focus groups discussing financial e MINUTES--Strategic Plan Committee November 1, 1990 Page 6