OPERATIONS MODEL FOR ADMINISTRATION AND MANAGEMENT Sample Clauses

OPERATIONS MODEL FOR ADMINISTRATION AND MANAGEMENT. 3 III. ROLES AND RESPONSIBILITIES 5

OPERATIONS MODEL FOR ADMINISTRATION AND MANAGEMENT. The parties acknowledge that to achieve their individual missions and common goals they must work well together. But they also acknowledge that not every activity of each party necessarily involves the other. Many of the current administrative and policy structures force this involvement even when it produces few real benefits for either agency or the public they serve, thus entailing inefficient expenditure of public funds. To address these issues, the agencies agree that future interactions should be designed around an operations model based on the following approaches and outcomes: agencies and the community to achieve the stewardship mission for the management unit; and Joint Interest and Collaborative Action Water Bureau Interest and Action Water Bureau Action with Consultation Joint Action Forest Service Action with Consultation Forest Service Interest and Action The basic operations model that emerges from applying these approaches and achieving these outcomes is illustrated below in Figure 1: At the extreme ends of the spectrum are the issues and functions that clearly belong to the named agency. For issues in this category, the named agency is the acknowledged decision- maker and has both responsibility and authority for the issue. Activities that are included under the “Joint Interests and Collaborative Action” umbrella of Figure 1 are those where the missions or interests of the two agencies overlap to some degree. An example of a joint interest activity is conservation and natural resource education. The parties have agreed that this new operations model should inform future interactions and define individual and joint roles and responsibilities At the same time, the City and Forest Service recognize that planning and coordinating activities are different from implementing actions. During the planning stages, for example, communication and coordination are highly desirable because they help avoid misunderstandings, provide opportunities to look for potential synergy or simply keep the lines of communication open. Implementation that is based on good planning and coordination, on the other hand, is often better managed by a single party. The City and the Forest Service intend that as many implementation activities as possible be placed in an individual action category and agree to use a variety of administrative mechanisms to achieve this outcome. Success in this endeavor will lower administrative and transaction costs for both agencies, resulti...