Jack Lucas, president of the board of trustees, launched the meeting into a strategic conversation on the district's financial position.

"Our final goal is that all of us become more knowledgeable about the district's financial situation," Lucas said.

The meeting allowed the trustees, administrators, managers, classified staff, faculty and community members to discuss three points of interest in small groups. The conversational settings included communications about the district's long-term, 10-year fiscal analysis; revenue enhancement opportunities; and the impacts of collective bargaining on the district's finances. Following the meetings, representatives from the three groups reported back to everyone in attendance about what was discussed.

District Vice Chancellor Victoria Lewis noted the outcome of the group that discussed the 10-year financial analysis of the district. While only 5 percent of the district's budget is required to be placed into a reserve fund, she said a 3 percent contingency plan should be added as a way to increase the reserve level. In addition, she said the district needs to step up to the plate to develop a budget for which it is held responsible.

"I thought when you had a budget, you were supposed to maintain the budget," said WVC Interim President Robert Jensen. "There ought to be incentives for departments that use money judiciously. And there ought to be incentives and consequences in terms of budget management, and I think that's lacking."

Without an overarching systems allocation model and a plan for the next 10 years, Lewis said the district will once again find itself in the same place it was last spring. Last year, the district was faced with a looming budget deficit and layoff notices—which were later rescinded—went out to employees.

She added that the district must also practice proper enrollment management to prevent financial penalties, and entertain the possibility of going to the voters with another bond measure. A $268,653,300 bond—Measure E—was defeated in March of 2002 and would have funded construction, repair and equipment costs for district facilities.

Human Resources Director Sandra Dillon said her collective bargaining group deliberated the possibility of attracting new employees to the district through signing bonuses, transportation incentives and partnering with banks for low-cost loans. Dillon added the district needs to pay attention to the rising costs of health, welfare and housing.

She suggested a comparative analysis of salaries to other college districts and a means and method for arriving at agreements between bargaining units, plus timing those negotiations with revenue streams. She also highlighted the importance of needing clearer data, a long-range financial plan, better communication and increased confidence between administrators and faculty.

"Trust was impacted this past year," Dillon said. "We need to reestablish that [trust], and it's going to take time."

Frank Jewett, vice president of the board of trustees, said his group discussed revenue enhancement opportunities for the district, such as planned giving, ethnic and small business outreach, distance and international education and expanding entrepreneurial opportunities.

"We had a real visionary group," Jewett said. "We came up with some great ideas."

Jewett added further meetings about the district's financial situation are necessary as well as more of a community effort from Saratoga and surrounding cities to support education.

"Education has to be supported on a much larger extent because of the fiscal constraints of the state," Jewett said.