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At this stage, having determined the unmet needs of the pet‐owning community, identified program goals and potential impacts, and made a realistic determination of the required resources to effectively develop and operate one or more safety net programs, organizations are ready to engage in a strategic decision‐making process to determine the right program, or mix of programs, to maximize their investment for optimal impact. One way to do this would be to plot potential programs in a strategic decision matrix, weighing the needs and potential impacts against the resources required. The matrix may not yield a definitive conclusion, but developing it will clarify relevant factors that need to be considered. Figure 5.2 shows an example of a strategic decision‐making matrix for one community.

Figure 5.2 Example strategic decision‐making matrix.