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Oregon’s strategic process is considered to be an initiative in terms of "needs assessment. This is due to the fact that the processes taken into account at that moment were meant for bigger steps for the future. A competitive request for proposal for the Oregon Crime Victim Services Needs Assessment project was published by the CVAS in 2001. Once the project began, it completion was anticipated within an 18-months period. Moreover, two key factors led the agency to determine a need for this statewide needs assessment. The "internal" perspective was from a management point of view, in which they "relied on their own administration and decision making to determine how millions of dollars are spent for victim services".

The external perspective focused on the CVAS's desire to be accountable to a variety of constituencies. As pointed out in the case, the state experienced a revenue shortfall in terms of general funds. The Oregon program had to be justified in its funding decisions and be held accountable for the uses of such resources. The primary objective of the Needs Assessment Project was to evaluate the current delivery system for any gaps; the quality and quantity of services provided, linkages between agencies, and the identification of the underserved population that has experienced obstacles in obtaining these services.

Oregon also established a 13-member Victim Advisory Group, for which the first criterion for selection is: “you have to be a victim/survivor” (although many members are victim service professionals, as well as being victims of crime). They felt like they had plenty of expertise in planning and management, and wanted a strong victim voice guiding how the project unfolds. The Victim Advisory Group meets quarterly with the project team, reviews all survey and focus group questions, assisted with developing victim-sensitive wording that would not be viewed as “offensive” by survey participants. Members also helped identify and reach...