NHDES’ Strategic Priorities Sample Clauses

NHDES’ Strategic Priorities. While the 2010-2015 NHDES Strategic Plan is in the process of being updated, the current version remains in full force and continues to be based on NHDES’ steadfast commitment to its mission of sustaining a high quality of life for all citizens by protecting and restoring the environment and public health in New Hampshire. The full strategic plan is available in Appendix A at: xxx.xx.xxx/xxxxxxxxxxxx/xxxxxxxxxxxx/xxxxxxxxx-xxxx/xxxxxxxxx/xx-xxxxxxx.xxx. Once the NHDES Strategic Plan has been updated, it will be posted to the NHDES website at: xxxxx://xxx.xxx.xx.xxx/organization/commissioner/strategic-plan/index.htm. The current plan contains seven goals, thirty sub-goals, and a number of possible actions that could help achieve these goals. The first two goals relate to two overarching environmental challenges that we continue to face -- energy use/climate change and the sustainable use of the state’s natural resources - - and provide additional lenses through which we must view all of our existing work and programs. The other five goals relate to the steps we must undertake in order to better equip NHDES and the people of the state to meet the environmental and public health challenges of the 21st century. The agency remains hard at work ensuring high levels of water quality for water supplies, ecological balance, and swimming, fishing, and boating. It also continues to protect the air, clean up contaminated sites, xxxxxx the proper management of municipal and industrial wastes, and manage water resources for future generations. Challenges exist amidst a growing list of increasingly complex and costly public health and environmental issues such as the extensive, ongoing effort to address polyfluoroalkyl substances (PFAS) in drinking water (e.g., Perfluorooctanoic Acid [PFOA] and Perfluorooctanesulfonate [PFOS]) for a number of affected communities, lowering the arsenic drinking water standard from ten parts per billion (ppb) to five, as well as ongoing activities related to climate change, and the significant challenges that lie ahead for maintaining and upgrading our drinking water, wastewater treatment and dams infrastructure. Operationally, the agency is also faced with a number of significant rule updates and ongoing data management and system improvements, all of which are time-consuming undertakings.
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Related to NHDES’ Strategic Priorities

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • STRATEGIC PLAN (1) Within ninety (90) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include:

  • Exit Strategy You must have a plan in place to address what will be done in the event of closure or termination of the Services under the Service Agreement. This Exit Strategy may include details on the process that You will employ to cease the Services, arrangements for relevant employees, the continuity of the Services to the Service Users, the handling of records and information in relation to the Services and how the Assets will be dealt with, distributed or transferred. Where the Service Agreement comes to an end for any reason, the Assets (if any) will be distributed as directed by Us. Tasks Activities

  • Development cooperation 1. The Parties recognise that development cooperation is a crucial element of their Partnership and an essential factor in the realisation of the objectives of this Agreement as laid down in Article 1. This cooperation can take financial and non-financial forms.

  • Framework Management Structure 2.1.1 The Supplier shall provide a suitably qualified nominated contact (the “Supplier Framework Manager”) who will take overall responsibility for delivering the Goods and/or Services required within this Framework Agreement, as well as a suitably qualified deputy to act in their absence.

  • Implementation of Strategic Plan Goals This Agreement supports the County’s Strategic Plan, Goal 1, Operational Effectiveness/Fiscal Sustainability. This Agreement will provide revenue reimbursement to the Department for services rendered.

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement.

  • Project Details 1. Representatives

  • Supervisory Control and Data Acquisition (SCADA) Capability The wind plant shall provide SCADA capability to transmit data and receive instructions from the ISO and/or the Connecting Transmission Owner for the Transmission District to which the wind generating plant will be interconnected, as applicable, to protect system reliability. The Connecting Transmission Owner for the Transmission District to which the wind generating plant will be interconnected and the wind plant Developer shall determine what SCADA information is essential for the proposed wind plant, taking into account the size of the plant and its characteristics, location, and importance in maintaining generation resource adequacy and transmission system reliability in its area.

  • Supply Chain Monitoring A copy of the supply chain monitoring process, which should include details of the process for monitoring the financial viability of the supply chain (including timing), together with any known risks to supply chain stability and material changes to the supply chain. This should include extracts from Board level meetings, risk registers etc where any of the above items have been discussed. Annex 1 1 Information from Contractors who are not required to submit form AR01 to Companies House

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