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define the approach for each workshop, and RJM will provide staff training on how to work within groups as a scribe and/or facilitate individual groups. City staff will be responsible for promotion of the workshops, facility location scheduling, refreshments and provision of staff to assist with the workshop groups. Community Workshop #1: The first public workshop will present the Master Plan process and focus on what the public sees as community recreation characteristics, issues, and current opportunities and constraints to address the community's issues. Community Workshop #2: The second workshop will focus on special interests (i.e. sports groups, trails/open space,active adult community,youth community,etc.) and their experiences with the facilities in the City. Community Workshop #3: The final workshop will reflect the citizen input from the. first two workshops, summarize the Master Plan process, and seek public comment regarding consensus findings of the first two workshops regarding ranking and prioritization of needs. PRODUCTS: Executive Interview Summaries,Telephone Survey Questionnaire,Telephone Survey Compiled Report and Summary,Public Workshop presentation PowerPoint,Public Workshop Consensus Report and Matrices MEETINGS: One(1) pre-survey coordination meeting and One(1)follow-up GoToMeeting/teleconference survey coordination meeting, One[1)pre-workshop coordination meeting,Three(3)Public Workshops,One(1)post workshop GoToMeeting/teleconference D. Demand and Needs Assessment PROGRAM AND FACILITY NEEDS A comparison of our program and facility needs method to other approaches demonstrates two important and unique assumptions at the heart of our method. First, we believe that "I want" does not define community needs. Thus, while skillfully facilitated workshops can derive essential information about community expectations ("wants"), the inevitable result of the use of workshop results alone to assess needs is the community wants "more'. Even survey approaches that probe individuals to identify community needs are only able to conclude that "more" programs or facilities are required to meet community expectations. We stipulate to the assumption that communities and, in particular, recreation stakeholders, will typically advocate for more programs or facilities. We believe advising an agency that they need to deliver "more" programs or facilities is simply insufficient information upon which to make decisions. In particular, we believe our clients need to know how many,when,and where these programs and facilities should be planned to meet current and forecast community needs. The second important and unique assumption at the heart of our method is that an informed community is a valuable resource in making decisions regarding needed facility or program priorities. We facilitate opportunities for the community to be informed about what programs or facilities are needed as a basis for them to discuss, consider, and agree on the priorities of needed programs or facilities. These community- driven priorities are taken into consideration along with funding or partnership opportunities as well as conclusions regarding the City's core services to derive recommendations in the Master Plan. IDENTIFICATION OF CORE SERVICES AND PRICING STRATEGIES Resources for all agencies today are precious. In analyzing what the City and others provide to the community, we assume that duplication of programs or facilities by public or other organizations does not effectively utilize precious resources and,more importantly,may result in community needs being unmet We