Common use of Process for Resolving Operational Issues Clause in Contracts

Process for Resolving Operational Issues. If operational issues arise, either from community feedback or from operational staff, DLS and DNRP-SWM agree to proactively and collaboratively resolve these issues in a timely manner. This is particularly critical for issues that are likely to impact the service level commitments specified in this agreement. The process that will be used shall include: • Convene meetings to discuss the issue at hand, including bringing other KC departments or stakeholders into the process if appropriate • If there is a need to adjust quantity or quality commitments, then decisions will be made collectively and in consultation with PSB and the County Executive Office • Where appropriate, solutions will deploy Lean management practices to further King County’s continuous improvement goals • Effective and broad communication with employees about any updates, changes and/or review processes that are underway • Coordinated communication with the affected community and/or stakeholders throughout and after a solution to the issue has been finalized To ensure that tracking and monitoring efforts are efficiently managed and well-coordinated, roles and responsibilities have been defined for the following principal activities: • Issue tracking and management. DLS will have lead responsibility for overall tracking of issues that arise during the execution of this agreement. Tasks will include maintaining a current list of actionable items, status and/or progress toward resolution and documentation of outcomes. • DLS/DNRP-SWM check & adjust meetings. DLS will coordinate and organize check & adjust meetings as necessary to facilitate resolution of issues. Frequency and participation in these meetings will be determined as issues arise with the express goal of maximizing the efficiency and effectiveness of the process. • Issues identified by service provider. As part of its service delivery responsibilities, DNRP-SWM will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Community generated issues (DLS). As part of its responsibilities to represent the interests of the UKC and through its programmatic efforts in UKC communities, DLS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Policy/operations alignment in UKC. To promote the long-term efficiency and effectiveness of service delivery in the UKC, DLS and DNRP-SWM agree to periodically review the degree to which services are aligned with overall King County priorities and specific policy objectives in the UKC. The purpose of these reviews is to ensure that services are meeting the needs of UKC communities while advancing King County goals and priorities. To ensure consistent and timely actions, each party has assigned primary points-of-contact on issues related to performance tracking, monitoring and reporting. The primary points of contact will have the responsibility to preliminarily assess the presenting issue in collaboration with their counterparty, determine an initial course of action and, where appropriate, inform and involve other staff as necessary. The following individuals are designated the primary points of contact for the term of this agreement: • For DLS, the SPA Manager • For DNRP-SWM, the SWS Section Manager Notice must be provided in writing at least 7 calendar days prior to any delegation of these responsibilities, either temporarily or permanently. In addition to the designated primary points of contact, DLS and DNRP-SWM have agreed to the general assignment of roles and responsibilities for these activities as summarized in Exhibit 4 below. KEY R -- Responsible A -- Accountable C -- Consulted I -- Informed PRODUCT OR ACTIVITY Data Analysis and Reporting ` Dept of Local Services DNRP-SWM Quarterly UKC Reports A C C C C I I I C I I Data Collection C C C I I A I R C Data Analysis of UKC Issues? C A C I I I I I C I I Performance Tracking Activities Issue tracking and management I R I I I I I I C DLS-DNRP check & adjust meetings I R I I I I I I C Issues identified by service provider I C C I I I I A I R Communinty generated issues (DLS) C R I C I I I I C Policy/operations alignment in UKC C C I I I I I I C SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr DNRP Director WLRD Director WLRD Deputy Director SWS Section Manager WLRD Finance Manager WLRD Comunications Mgr Intergovernmental Mgr R EXHIBIT 4: TRACKING AND MONITORING, ROLES AND RESPONSIBILITIES R A A A R A Legend: - Central point of contact A - Accountable person R - Responsible person 6 LSI Implementation Given that this is the first SPA to be implemented between DLS and DNRP-SWM and that the Local Services Initiative (LSI) implementation efforts encompass a wide range of organizational, structural and policy changes, there are several activities that will be undertaken under this agreement, with a primary purpose to fully implement the Local Services Initiative. There are likely to be additional efforts necessary related to some of the individual LSI Implementation, such as business integration or customer service systems.

Process for Resolving Operational Issues. If operational issues arise, either from community feedback or from operational staff, DLS and DNRPDES-SWM RASKC agree to proactively and collaboratively resolve these issues in a timely manner. This is particularly critical for issues that are likely to impact the service level commitments specified in this agreement. The process that will be used shall include: • Convene meetings to discuss the issue at hand, including bringing other KC departments or stakeholders into the process if appropriate • If there is a need to adjust quantity or quality commitments, then decisions will be made collectively and in consultation with PSB and the County Executive Office Office. Given the contractual XXX with 24 cities, any adjustments to quantity or quality commitments that may impact XXX conditions will be developed in consultation with the JC4 committee. • Where appropriate, solutions will deploy Lean management practices to further King County’s continuous improvement goals • Effective and broad communication with employees about any updates, changes and/or review processes that are underway • Coordinated communication with the affected community and/or stakeholders throughout and after a solution to the issue has been finalized To ensure that tracking and monitoring efforts are efficiently managed and well-coordinated, roles and responsibilities have been defined for the following principal activities: • Issue tracking and management. DLS will have lead responsibility for overall tracking of issues that arise during the execution of this agreement. Tasks will include maintaining a current list of actionable items, status and/or progress toward resolution and documentation of outcomes. • DLS/DNRPDLS and DES-SWM RASKC check & adjust meetings. DLS will coordinate and organize check & adjust meetings as necessary to facilitate resolution of issues. Frequency and participation in these meetings will be determined as issues arise with the express goal of maximizing the efficiency and effectiveness of the process. • Issues identified by service provider. As part of its service delivery responsibilities, DNRPDES-SWM RASKC will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Community generated issues (DLS). As part of its responsibilities to represent the interests of the UKC and through its programmatic efforts in UKC communities, DLS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Policy/operations alignment in UKC. To promote the long-term efficiency and effectiveness of service delivery in the UKC, DLS and DNRPDES-SWM RASKC agree to periodically review the degree to which services are aligned with overall King County priorities and specific policy objectives in the UKC. The purpose of these reviews is to ensure that services are meeting the needs of UKC communities while advancing King County goals and priorities. To ensure consistent and timely actions, each party has assigned primary points-of-points of contact on issues related to performance tracking, monitoring and reporting. The primary points of contact will have the responsibility to preliminarily assess the presenting issue in collaboration with their counterparty, determine an initial course of action and, where appropriate, inform and involve other staff as necessary. The following individuals are designated the primary points of contact for the term of this agreement: • For DLS, the SPA Manager • For DNRPDES-SWMRASKC, the SWS Section RASKC Division Manager Notice must be provided in writing at least 7 calendar days prior to any delegation of these responsibilities, either temporarily or permanently. In addition to the designated primary points of contact, DLS and DNRPDES-SWM RASKC have agreed to the general assignment of roles and responsibilities for these activities as summarized in Exhibit 4 below. KEY R -- Responsible A -- Accountable C -- Consulted I -- Informed PRODUCT OR ACTIVITY Data Analysis and Reporting ` Dept of Local Services DNRP-SWM Quarterly UKC Reports A C C C C I I I C I I Data Collection C C C I I A I R C Data Analysis of UKC Issues? C A C I I I I I C I I Performance Tracking Activities Issue tracking and management I R I I I I I I R R C R A A C C C A R I I I A Issue tracking and management DLS-DNRP XXXX check & adjust meetings I R I I I I I I C Issues identified by service provider I C C I I I I A I R Communinty Community generated issues (DLS) C R I C I I I I C Policy/operations alignment in UKC C C I I I I I I C SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr DNRP Dept/Div Director WLRD Division Manager Function Manager Finance Director WLRD Deputy Director SWS Section Manager WLRD Finance Manager WLRD Comunications Mgr Intergovernmental Mgr R EXHIBIT 4: TRACKING AND MONITORING, ROLES AND RESPONSIBILITIES R Dept of Local Services DES-RASKC Data Analysis and Reporting Quarterly UKC Reports Data Collection Data Analysis of UKC Issues A A C C C C R C R C I I C I C A C Performance Tracking Activities C C A C R A Legend: - Central point of contact A R - Accountable person R - Responsible person 6 LSI Implementation Given that this is the first SPA to be implemented between DLS and DNRPDES-SWM RASKC and that the Local Services Initiative (LSI) implementation Implementation efforts encompass a wide range of organizational, structural and policy changes, there are several activities that will be undertaken under this agreement, with a primary purpose to fully implement the Local Services Initiative. There are likely to be additional efforts necessary related to some of the individual LSI Implementation, such as business integration or customer service systems.

Process for Resolving Operational Issues. If operational issues arise, either from community feedback or from operational staff, DLS and DNRP-SWM PHSKC agree to proactively and collaboratively resolve these issues in a timely manner. This is particularly critical for issues that are likely to impact the service level commitments specified in this agreement. The process that will be used shall include: • Convene meetings to discuss the issue at hand, including bringing other KC departments or stakeholders into the process if appropriate • If there is a need to adjust quantity or quality commitments, then decisions will be made collectively and in consultation with PSB and the County Executive Office • Where appropriate, solutions will deploy Lean management practices to further King County’s continuous improvement goals • Effective and broad communication with employees about any updates, changes and/or review processes that are underway • Coordinated communication with the affected community and/or stakeholders throughout and after a solution to the issue has been finalized To ensure that tracking and monitoring efforts are efficiently managed and well-coordinated, roles and responsibilities have been defined for the following principal activities: • Issue tracking and management. DLS will have lead responsibility for overall tracking of issues that arise during the execution of this agreement. Tasks will include maintaining a current list of actionable items, status and/or progress toward resolution and documentation of outcomes. • DLS/DNRP-SWM PHSKC check & adjust meetings. DLS will coordinate and organize check & adjust meetings as necessary to facilitate resolution of issues. Frequency and participation in these meetings will be determined as issues arise with the express goal of maximizing the efficiency and effectiveness of the process. • Issues identified by service provider. As part of its service delivery responsibilities, DNRP-SWM PHSKC will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Community generated issues (DLS). As part of its responsibilities to represent the interests of the UKC and through its programmatic efforts in UKC communities, DLS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Policy/operations alignment in UKC. To promote the long-term efficiency and effectiveness of service delivery in the UKC, DLS and DNRP-SWM PHSKC agree to periodically review the degree to which services are aligned with overall King County priorities and specific policy objectives in the UKC. The purpose of these reviews is to ensure that services are meeting the needs of UKC communities while advancing King County goals and priorities. To ensure consistent and timely actions, each party has assigned primary points-of-points of contact on issues related to performance tracking, monitoring and reporting. The primary points of contact will have the responsibility to preliminarily assess the presenting issue in collaboration with their counterparty, determine an initial course of action and, where appropriate, inform and involve other staff as necessary. The following individuals are designated the primary points of contact for the term of this agreement: • For DLS, the SPA Manager • For DNRP-SWMPHSKC, the SWS Section Manager Assistant Division Director for Community Environmental Health Notice must be provided in writing at least 7 calendar days prior to any delegation of these responsibilities, either temporarily or permanently. In addition to the designated primary points of contact, DLS and DNRP-SWM PHSKC have agreed to the general assignment of roles and responsibilities for these activities as summarized in Exhibit 4 below. SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr PHSKC Director EH Director EH Deputy Director CEH Asst. Division Director Budget/Finance Intergovernmental Mgr Communications EXHIBIT 4: TRACKING AND MONITORING, ROLES AND RESPONSIBILITIES KEY R -- Responsible A -- Accountable C -- Consulted I -- Informed PRODUCT OR ACTIVITY Data Analysis and Reporting ` Dept of Local Services DNRP-SWM Quarterly UKC Reports A C C C C I I I C I I Data Collection C C C I I A I R C Data Analysis of UKC Issues? C A C I I I I I I I C I I Performance Tracking Activities Issue tracking and management I R I I I I I I C DLS-DNRP check & adjust meetings C R C C C A C C C I R C I C I I I I I I I I I I I C I I I I I I I I R R C R C A Issue tracking and management DLS-PHSKC check & adjust meetings Issues identified by service provider Community generated issues (DLS) Policy/operations alignment in UKC Dept of Local Services PHSKC Data Analysis and Reporting Quarterly UKC Reports Data Collection Data Analysis of UKC Issues A A C C C C R C R C I I C C I I I I I A I R Communinty generated issues (DLS) C C C R I C Performance Tracking Activities I I I I C Policy/operations alignment in UKC C C I I I I I I C SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr DNRP Director WLRD Director WLRD Deputy Director SWS Section Manager WLRD Finance Manager WLRD Comunications Mgr Intergovernmental Mgr R EXHIBIT 4: TRACKING AND MONITORING, ROLES AND RESPONSIBILITIES A R A A A R A C C C Legend: - Central point of contact A R - Accountable person R - Responsible person 6 LSI Implementation Given that this is the first SPA to be implemented between DLS and DNRP-SWM PHSKC and that the Local Services Initiative (LSI) implementation Implementation efforts encompass a wide range of organizational, structural and policy changes, there are several activities that will be undertaken under this agreement, with a primary purpose to fully implement the Local Services Initiative. There are likely to be additional efforts necessary related to some of the individual LSI Implementation, such as business integration or customer service systems.. DLS and PHSKC agree to collaborate on LSI implementation issues as they may arise during the term of this agreement and at the direction of the SPA Steering Committee. In addition, DLS has been tasked by the County Council to complete a Department of Local Services Strategic Information Technology Plan that will be fundamental to the long-term success of the Local Services Initiative. The Plan, which must be submitted to Council by December 2019, will include: • A description of how the department of local services will monitor local service delivery, and what other county agencies, programs or services will be participating in that monitoring; • An updated and complete local services product catalog that will include performance measures for each product within the catalog; • An inventory of the types of data needed in order to measure performance of the local services product catalog; • An evaluation of the ability of existing technology of the department of local services and partner agencies to provide this data; • An evaluation of whether data exists and is available to measure local service delivery, or can be collected or provided; • A description of process improvements, both within the department of local services and within partner agencies, that improve data collection and aid in reporting on local service delivery and avoids the need for technology improvements; • A recommendation for technology improvements that will target:

Process for Resolving Operational Issues. If operational issues arise, either from community feedback or from operational staff, DLS and DNRP-SWM DNRP- PARKS agree to proactively and collaboratively resolve these issues in a timely manner. This is particularly critical for issues that are likely to impact the service level commitments specified in this agreement. The process that will be used shall include: • Convene meetings to discuss the issue at hand, including bringing other KC departments or stakeholders into the process if appropriate • If there is a need to adjust quantity or quality commitments, then decisions will be made collectively and in consultation with PSB and the County Executive Office • Where appropriate, solutions will deploy Lean management practices to further King County’s continuous improvement goals • Effective and broad communication with employees about any updates, changes and/or review processes that are underway • Coordinated communication with the affected community and/or stakeholders throughout and after a solution to the issue has been finalized To ensure that tracking and monitoring efforts are efficiently managed and well-coordinated, roles and responsibilities have been defined for the following principal activities: • Issue tracking and management. DLS will have lead responsibility for overall tracking of issues that arise during the execution of this agreement. Tasks will include maintaining a current list of actionable items, status and/or progress toward resolution and documentation of outcomes. • DLS/DLS & DNRP-SWM PARKS check & adjust meetings. DLS will coordinate and organize check & adjust meetings as necessary to facilitate resolution of issues. Frequency and participation in these meetings will be determined as issues arise with the express goal of maximizing the efficiency and effectiveness of the process. • Issues identified by service provider. As part of its service delivery responsibilities, DNRP-SWM PARKS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Community generated issues (DLS). As part of its responsibilities to represent the interests of the UKC and through its programmatic efforts in UKC communities, DLS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Policy/operations alignment in UKC. To promote the long-term efficiency and effectiveness of service delivery in the UKC, DLS and DNRP-SWM PARKS agree to periodically review the degree to which services are aligned with overall King County priorities and specific policy objectives in the UKC. The purpose of these reviews is to ensure that services are meeting the needs of UKC communities while advancing King County goals and priorities. To ensure consistent and timely actions, each party has assigned a primary points-of-point of contact on issues related to performance tracking, monitoring and reporting. The primary points of contact will have the responsibility to preliminarily assess the presenting issue in collaboration with their counterparty, determine an initial course of action and, where appropriate, inform and involve other staff as necessary. The following individuals are designated the primary points of contact for the term of this agreement: • For DLS, the SPA Manager • For DNRP-SWMPARKS, the SWS Section Manager Parks Assistant Director Notice must be provided in writing at least 7 calendar days prior to any delegation of these responsibilities, either temporarily or permanently. In addition to the designated primary points of contact, DLS and DNRP-SWM PARKS have agreed to the general assignment of roles and responsibilities for these activities as summarized in Exhibit 4 below. KEY R -- Responsible A -- Accountable C -- Consulted I -- Informed PRODUCT OR ACTIVITY Data Analysis and Reporting ` Dept of Local Services DNRP-SWM Quarterly UKC Reports A C C C C I I I C I I Data Collection C C C I I A I R C Data Analysis of UKC Issues? C A C I I I I I C I I PARKS Performance Tracking Activities Issue tracking and management I A R I I I I I I C C DLS-DNRP PHSKC check & adjust meetings I A R I I I I I I C C Issues identified by service provider I C C I I I I A I R Communinty Community generated issues (DLS) A C R I C I I I I C C Policy/operations alignment in UKC A R C C I I I I I I C C SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr DNRP Director WLRD Parks Division Director WLRD Deputy Parks Assistant Director SWS Section Manager WLRD Budget/Finance Manager WLRD Comunications Mgr Intergovernmental Mgr R EXHIBIT Communications Exhibit 4: TRACKING AND MONITORINGTracking and Monitoring, ROLES AND RESPONSIBILITIES Roles and Responsibilities Quarterly UKC Reports A C C R C C I C I C Data Collection C C C I I A I R Data Analysis of UKC Issues? A A C C R A I I I C I C Legend: - Central point of contact A - Accountable person R - Responsible person 6 LSI Implementation Given that this is the first SPA to be implemented between DLS and DNRP-SWM PARKS and that the Local Services Initiative (LSI) implementation LSI Implementation efforts encompass a wide range of organizational, structural and policy changes, there are several activities that will be undertaken under this agreement, with a whose primary purpose is to fully implement the Local Services Initiative. There are likely to be additional efforts necessary related to some of the individual LSI Implementation, such as business integration or customer service systems.. DLS and DNRP-PARKS agree to collaborate on LSI implementation issues as they may arise during the term of this agreement and at the direction of the SPA Steering Committee. In addition, DLS has been tasked by the County Council to complete a Department of Local Services Strategic Information Technology Plan that will be fundamental to the long-term success of the Local Services Initiative. The Plan, which must be submitted to Council by December 2019, will include: • A description of how the department of local services will monitor local service delivery, and what other county agencies, programs or services will be participating in that monitoring; • An updated and complete local services product catalog that will include performance measures for each product within the catalog; • An inventory of the types of data needed in order to measure performance of the local services product catalog; • An evaluation of the ability of existing technology of the department of local services and partner agencies to provide this data; • An evaluation of whether data exists and is available to measure local service delivery, or can be collected or provided; • A description of process improvements, both within the department of local services and within partner agencies, that improve data collection and aid in reporting on local service delivery and avoids the need for technology improvements; • A recommendation for technology improvements that will target:

Process for Resolving Operational Issues. If operational issues arise, either from community feedback or from operational staff, DLS and DNRP-SWM DNRP- PARKS agree to proactively and collaboratively resolve these issues in a timely manner. This is particularly critical for issues that are likely to impact the service level commitments specified in this agreement. The process that will be used shall include: • Convene meetings to discuss the issue at hand, including bringing other KC departments or stakeholders into the process if appropriate • If there is a need to adjust quantity or quality commitments, then decisions will be made collectively and in consultation with PSB and the County Executive Office • Where appropriate, solutions will deploy Lean management practices to further King County’s continuous improvement goals • Effective and broad communication with employees about any updates, changes and/or review processes that are underway • Coordinated communication with the affected community and/or stakeholders throughout and after a solution to the issue has been finalized To ensure that tracking and monitoring efforts are efficiently managed and well-coordinated, roles and responsibilities have been defined for the following principal activities: • Issue tracking and management. DLS will have lead responsibility for overall tracking of issues that arise during the execution of this agreement. Tasks will include maintaining a current list of actionable items, status and/or progress toward resolution and documentation of outcomes. • DLS/DLS & DNRP-SWM PARKS check & adjust meetings. DLS will coordinate and organize check & adjust meetings as necessary to facilitate resolution of issues. Frequency and participation in these meetings will be determined as issues arise with the express goal of maximizing the efficiency and effectiveness of the process. • Issues identified by service provider. As part of its service delivery responsibilities, DNRP-SWM PARKS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Community generated issues (DLS). As part of its responsibilities to represent the interests of the UKC and through its programmatic efforts in UKC communities, DLS will be responsible for identifying and bringing forward any issues associated with the services in Section 3 and activities in Section 4 that may: (1) affect the terms of this agreement; (2) impact residents or businesses in the UKC; or (3) influence future service delivery in the UKC. • Policy/operations alignment in UKC. To promote the long-term efficiency and effectiveness of service delivery in the UKC, DLS and DNRP-SWM PARKS agree to periodically review the degree to which services are aligned with overall King County priorities and specific policy objectives in the UKC. The purpose of these reviews is to ensure that services are meeting the needs of UKC communities while advancing King County goals and priorities. To ensure consistent and timely actions, each party has assigned a primary points-of-point of contact on issues related to performance tracking, monitoring and reporting. The primary points of contact will have the responsibility to preliminarily assess the presenting issue in collaboration with their counterparty, determine an initial course of action and, where appropriate, inform and involve other staff as necessary. The following individuals are designated the primary points of contact for the term of this agreement: • For DLS, the SPA Manager • For DNRP-SWMPARKS, the SWS Section Manager Parks Assistant Director Notice must be provided in writing at least 7 calendar days prior to any delegation of these responsibilities, either temporarily or permanently. In addition to the designated primary points of contact, DLS and DNRP-SWM PARKS have agreed to the general assignment of roles and responsibilities for these activities as summarized in Exhibit 4 below. KEY R -- Responsible A -- Accountable C -- Consulted I -- Informed PRODUCT OR ACTIVITY Data Analysis and Reporting ` Dept of Local Services DNRP-SWM PARKS Quarterly UKC Reports A C C R C C I I C I C I I Data Collection C C C I I A I R C Data Analysis of UKC Issues? C A C I I C R I I I C I I C Performance Tracking Activities Issue tracking and management I A R I I I I I I C C DLS-DNRP PHSKC check & adjust meetings I A R I I I I I I C C Issues identified by service provider I C C I I I I A I R Communinty Community generated issues (DLS) A C R I C I I I I C C Policy/operations alignment in UKC A R C C I I I I I I C C SP STEERING COMMITTEE DLS DIRECTOR Deputy Director SPA Manager Finance Director Comunications Mgr Intergovernmental Mgr DNRP Director WLRD Parks Division Director WLRD Deputy Parks Assistant Director SWS Section Manager WLRD Budget/Finance Manager WLRD Comunications Mgr Intergovernmental Mgr R Communications EXHIBIT 4: TRACKING AND MONITORING, ROLES AND RESPONSIBILITIES R A A A R A Legend: - Central point of contact A - Accountable person R - Responsible person 6 LSI Implementation Given that this is the first SPA to be implemented between DLS and DNRP-SWM PARKS and that the Local Services Initiative (LSI) implementation LSI Implementation efforts encompass a wide range of organizational, structural and policy changes, there are several activities that will be undertaken under this agreement, with a whose primary purpose is to fully implement the Local Services Initiative. There are likely to be additional efforts necessary related to some of the individual LSI Implementation, such as business integration or customer service systems.