Briefing by Marie concerning Board Meeting
Marie anticipates that the Board work session will be heavily impacted by other agenda items; therefore,  itís possible that there not be enough time on the agenda for the BAG report.  Marie will advise BAG after talking with the Board chair on Monday or early Tuesday if a budget discussion will be on the agenda.  Otherwise, the next Board work session would be on 11/15.
Marie reports that the latest poll reflects voters are saying ìnoî to Measures 91 and 8.

Discussion of Proposed Strategies
The group has reviewed all the items on page one (II-1) of the Proposed Financial Strategies and agree with Marie that items 1-6 under ìLong Term Financial Strategiesî are strategies that are absolutely necessary to maintain the basic health of the college.  The group will continue to discuss these strategies in future meetings.

Discussion comments:

• What perception do we want to build?
• Need to be clear with our recommendations if it is what directs the budget process
• Need to anticipate realistic staff costs within a budget strategy.
• Which goals translate into action?
• There needs to be a very specific sense of what a strategy says and exactly what it means.
• Bargaining issues will crop up during discussion.  Have to operate as a group more than representative of specific area.
• Group could operate as one voice that funnels information from different perspectives.
• Need to be prepared to make recommendations to the Board on what budget issues they should focus.
• Should we consider capital equipment differently than the physical plant?
• Make item #2, page 1, into 2 sentences:  1)Maintain long term employee compensation strategyÖÖ, 2) Develop and maintain a strategy to assess and provide for anticipated future costs.  
• Does this include increasing the full-time to part-time ratio?
• On Page 2, Maintaining QualityÖ:  add the goal: ìdeveloping a plan and budget toward maintaining a diverse base of FT faculty.î
• On Page 2, Maintaining QualityÖ: remove references to specific strategies (#5&6)
• ELTís version of the Strategic Plan , Vanguard College, and SLI reports and plans, etc. all need to be considered and discussed.

ASSIGNMENTS:

>>Marie:  advise BAG, after talking with the Board chair on Monday or early Tuesday, if Budget discussion will be on 11/8 or 11/15. 

>>Marie;  Provide BAG with a list of non-recurring expenses

>>Marie:  Send BAG a copy of ELTís Strategic Plan areas of focus, which went to College Council on October 17.

>>BAG members:   e-mail Barb DeFilippo (by 11/6, by noon on Monday) with your Strategic Project goals recommendations to list under page two, item #1  of the Proposed Financial Strategies.

>>Barb:  Prepare a draft report to the Board from BAG for the 11/8 (or the 11/15) Board work session.  e-mail draft copy to BAG for comments before presenting to the Board.  

>>Barb:  Give a copy of the report to the vice presidents and president before the Board work session.
 

FUTURE BAG MEETINGS:   11/13, 11/27, 12/11, ALL 4-6 PM. Room TBA.   (DINNER MEETINGS)

See below:  10/17/00 ELT version of Strategic Plan
 

See Laneís website for the Strategic Plan:   http://2011sitearchive.lanecc.edu/research/strplan/index.htm

(Home Page \ College Business \ Presidentsí Office\ Strategic Planning \  View Laneís Strategic Plan )

Note:  Strategic Plan goals in a box have been identified by Executive Leadership Team as goals for Lane to focus on during the 2000-01 academic year.
 

Critical Issue 1:  Changing Needs of Adult Learners

• Goal 1A: The college will evaluate its ability to meet the learning needs of people throughout their lifetimes and, where appropriate, develop or enhance offerings that meet these needs.
• Goal 1B: Lane will assess and address the learning needs of the growing  number of older adults who are nearing retirement or are retired.
• Goal 1C: Lane will assess and address the post-secondary learning needs of students in the 16-22 age group.
• Goal 1D:  Lane will foster an effective learning environment and promote student success by: assessing student skill development; expansion of understanding and deepening of intellectual/artistic experience; evaluating/modifying instructional practices and support services; and developing a plan to address potential barriers to student success and retention.    
• Goal 1E:  Lane will offer/promote learning opportunities in the community 
• Goal 1F:  Lane will identify the circumstances that require develop. Edn. 
• Goal 1G:  Lane will intensify efforts to assess/respond to needs of labor  

Critical Issue 2:  An Increasingly Diverse Population

• Goal 2A:  Lane will continue to fund and institutionalize the Diversity Plan. 
  Also one of the Presidentís goals for 2000-01 ó Revise the Diversity Plan
• Goal 2B:  Lane will continue to implement its Affirmative Action Plan
  Also one of the Presidentís goals for 2000-01 ó Revise and implement the Affirmative  Action Plan
• Goal 2C:  Lane will develop/implement a plan to recruit/retain diverse stus/staff 
• Goal 2D:  Lane will increase cross-cultural competence and bilingual capacity  
• Goal 2E:  Lane will infuse multi-cultural content into its curricula

• Goal 3A:  Lane will support the work of initiatives
  Also one of the Presidentís goals for 2000-01 ó Continue progress of key initiatives:
• a) Develop and achieve clear, measurable objectives for the Strategic Learning Initiative 
• b) Develop and achieve clear, measurable objectives for the Vanguard Project.
• Goal 3B:  Lane will maximize access to technology for persons with disabilities
• Goal 3C:  Lane will develop a strategic plan for distance education to include an assessment of current activities, a definition of what "distance learning" means at Lane, the potential markets for distance learning, a cost/benefit analysis, and recommendations for the future of education at Lane.
  Also one of the Presidentís goals for 2000-01 ó Complete a strategic plan for distance learning.

Critical Issue 4:  The Central Role of Staff and Alignment of Internal Systems

• Goal 4A: Lane will support new and existing initiatives which are key to the achievement of its vision, such as The Strategic Learning Initiative; Work Roles and Relationships; Process Redesign; and Students First!. 
• Goal 4B:  Lane will invest in professional development and training 
• Goal 4C:  Lane will strive for fairness and open communication
  Also one of the Presidentís goals for 2000-01 ó Process for shared governance
• Goal 4D: Lane will align human resource systems, such as annual personnel evaluations with the vision, mission, and core values of the College.
  Also one of the Presidentís goals for 2000-01 ó Strengthen personnel evaluation systems by revising the management and classified evaluation procedures.
• Goal 4E:  Lane will improve its decision-making systems and culture to strengthen participation, timeliness, accountability, and implementation. 
• Goal 4F:  Lane will develop and implement on-going assessment of institutional performance
• Goal 4G:  Lane will address the issue of a primarily full-time faculty

• Goal 5A:  Lane will develop a proactive plan to enroll and retain students.
  Also one of the Presidentís goals for 2000-01 ó Continue to increase service as measured by student FTE:
• a) Strengthen the high school recruitment program by developing a systematic structure that enables many Lane faculty and staff to be involved;
• b)  Continue development and implementation of a student retention strategy and program.
• Goal 5B:  Lane will modify its budgeting system  
• Goal 5C:  Lane will encourage collaboration to strengthen offerings 
• Goal 5D:  Lane will explore possibilities for new and alternative funding 
• Goal 5E:  Lane will increase its knowledge/involvement in state-level issues 
• Goal 5F:  Lane will streamline internal processes to achieve efficiencies  

Critical Issue 6:  Competition 

• Goal 6A:  Lane will provide quality education that is accessible and affordable 
• Goal 6B:  Lane will create strategic alliances
  Also one of the Presidentís goals for 2000-01 ó 
1. Enhance cooperation with the University of Oregon and local schools.
2. Work with OCCA to increase funding
• Goal 6C:  Lane will establish a system that scans for opportunities/challenges