65B - SERVICE FINANCIAL REPORT - Laserfiche WebLink

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RECOMMENDATION TWO: SERVICE PORTFOLIO AND MANAGEMENT The intent of this focus area is to avoid duplicative services in over -saturated markets which exhaust resources; identify and develop niche markets in response to service area needs; and advance the market position of the PRCSA where services are financially sustainable through an appropriate use of tax dollars, fees, and other forms of revenue. The Agency has pursued a best practice business tool, the Public Sector Services Assessment, for ongoing use within the Agency. Working with an outside facilitator to challenge current thinking and make the best use of this tool, the Agency has, and will continue to consider service delivery mechanisms including affirming or advancing programs, complementing the efforts of other providers, collaboration and partnership, further investing, outsourcing, or divestiture to maximize efficiency, effectiveness, and best use of resources. Building on the introduction and training provided, Team Members identified their menu of programs and services, evaluated each for fit, financial capacity, market strength, and alternative coverage, and defined and identified "core services." Ongoing efforts will include use of the tool on an ongoing basis to address changes in the marketplace and Agency resources, and to evaluate provision of a potential new program, service, or activity. More specific objectives resulting from this evaluation follow: OBJECTIVES 2.1: Use the Public Sector Services Assessment as the foundation for business planning for programming efforts, articulating the philosophy and process in a Business Plan approach. Update the services assessment and review portfolio of services annually. Tie review appropriately to budget preparation schedule. 2.2: Establish and adhere to evaluation criteria, such as minimum enrollment, program lifecycle status, and waiting lists, for making decisions as to holding, continuing, or expanding a program and require annual reporting regarding that criteria, for longer term decision -making purposes. Monitor registration, attendance figures, and cost recovery goals on an ongoing basis. Cancel and replace under -performing services. • Forecast impacts of changes to be made to programs prior to decisions being made to do so, evaluating for economic, social, and environmental sustainability. This is particularly important when considering adding new programs during the budget process. • To ensure an apples -to -apples comparison, calculate cost per contact hour for both Agency programs and those of alternate providers. 40 65B-44