Without such a commitment, the processes and procedures put into place have little chance to succeed. Local agencies that do not envision this level of commitment are unlikely to embrace the program. This is supported by published desired outcomes of the Washington Transportation Plan, all of which include such values as a common vision, jointly set priorities, regional coordinated transportation efforts, and coordinated implementation plans, as noted above. We openly and clearly communicate. We are committed to each other's successes.
Customer service is another stated operating guideline for the agency.
Regardless of how difficult the request or how unrealistic the time frame, these staff members strive to meet or exceed the local agency's expectations. For example, requests for training assistance are frequently handled in a matter of days rather than a matter of weeks. As soon as the OSC Manager receives the request for assistance from the region level, it becomes a high priority, with responsiveness as the measure of success. This willingness to do whatever it takes to serve the needs of the local agencies has generated great respect for the Local Agency Oversight Program-and more importantly for the OSC Manager who operates it. This level of responsiveness and commitment to customer service also leads to more committed relationships between these collaborating agencies.