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Figure 7: Services Assessment Matrix <br />Where criteria intersect (in the <br />purple boxes) is the most logical <br />Service Provision Strategy <br />Q: Is the PRCSA the best or most appropriate organization to provide the service? <br />Q: Is market competition good for the citizenry? <br />Q: Is the PRCSA spreading its resources too thin without the capacity to sustain core services and <br />the system in general? <br />Q: Are there opportunities to work with another organization to provide services in a more <br />efficient and responsible manner? <br />THE SERVICES ASSESSMENT PROCESS <br />The Agency created a Service Menu listing each program, activity, or facility provided to the community. <br />The next step in the process was to gather data about each program and service provided and research <br />other providers of similar services in the market area for each service. This information was then used to <br />answer questions to determine the fit, financial capacity, market position, and alternative providers for <br />each service. This assessment allowed the determination of a recommended service provision strategy <br />for each service. <br />IDENTIFYING CORE SERVICES AND PROVISION STRATEGIES <br />The Services Assessment required Team Members to answer a series of questions regarding "fit" with <br />the mission and vision of the PRCSA; community need; the "strength of its market position" for each of <br />its services and programs; present credibility and capacity, and community awareness; the "financial <br />capacity" of the service or program to be viable without the support of tax funding; and the presence of <br />"alternative providers" in the market place. <br />32 Q 65B-36 <br />