65B - SERVICE FINANCIAL REPORT - Laserfiche WebLink

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The resulting provision strategies for the Agency identify: • Services to affirm or advance its market position. • Services to pursue collaboration. • Services for complementary development. • Services to invest in to change the market position. • Services to divest. Multiple strategies are sometimes highlighted through this process for particular services. This is because there are several variables at work creating a weak market position an agency may or may not be willing or able to change. Market position is determined by the current resources available (could the investment be increased?), the location of the service (could it be moved?), the track record and credibility of the agency (is there any momentum toward improvement?), technical skill (could training be provided?), and community awareness of the offering (could marketing efforts be increased?). An appropriate solution for some of the challenges might be collaboration, or it may be time for divestment. PROVISION STRATEGIES DEFINED CORE SERVICE These services are "core" to satisfying the Agency's values and vision typically benefiting all community members, or are seen as essential to the lives of under -served populations. There are few, if any, alternative providers, yet the PRCSA is in a strong market position to provide the service. However, there is not the financial capacity to sustain the service outside of taxpayer support, and the service is not deemed to be economically viable. AFFIRM MARKET POSITION The Services Assessment identified services in which a number of (or one significant) alternative provider(s) exists, yet the service has financial capacity, and the Agency is in a strong market position to provide it to customers or the community. Affirming market position includes efforts to capture more of the market and investigating the merits of competitive pricing strategies. This includes investment of resources to realize a financial return on investment. Typically, these services have the ability to generate excess revenue. Niche positioning and messaging can be used as market strategy. 1e111179 L1 [e] :1 Ji /9:13 :1 9 Z•by l l [•] L1 The Services Assessment identified services in which a small number of (or no) alternative providers exist to provide the service, the service has financial capacity, and the Agency is in a strong market position to provide the service. Primarily due to the fact that there are fewer, if any, alternative providers, advancing market position of the service is a logical operational strategy. This includes efforts to capture more of the market, investigating the merits of market pricing and various outreach efforts. Also, this service may be an excess revenue generator by increasing volume. COMPLEMENTARY DEVELOPMENT The Services Assessment identified services in which the service is a good fit, a number of, or one, significant alternative provider(s) exists; the PRCSA is in a strong market position to provide the service, yet it does not have financial capacity to fully develop the service. Complementary development encourages planning efforts avoiding duplication, yet broadening the reach of all providers. Although there may be perceived market saturation for the service due to the number of like services by alternative providers, demand and need exists, justifying the service's continued place in the market. 65B-37 r-'=