Strategic Plan Goals Sample Clauses

Strategic Plan Goals. These recommendations support the County Strategic Plan: Strategy II.1, Drive Economic and Workforce Development in the County, Objective II.1.2, Support Small Businesses and Social Enterprises, and Strategy III.3, Pursue Operational Effectiveness, Fiscal Responsibility, and Accountability, and Objective III.3.2, Manage and Maximize County Assets, by improving the economic and social well-being of our communities while maximizing and leveraging resources. This consultant, Stantec Consulting Services, Inc., has the specialized expertise to provide needed services accurately, efficiently, timely, and in a responsive manner to support Public Works in meeting these goals.
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Strategic Plan Goals. The Honorable Board of Supervisors 10/30/2018 The recommended action supports County Strategic Plan Strategy III.3 – Pursue Operational Effectiveness, Fiscal Responsibility, and Accountability.
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Strategic Plan Goals. The County Strategic Plan directs the provision of Strategy II.3, Make Environmental Sustainability our Daily Reality, and Objective II.3.1 Improve Water Quality, Reduce Water Consumption, and Increase Water Supplies. The recommended actions promote a collaborative approach with the City to enhance water quality and water conservation thereby improving the quality of life for citizens of the County of Los Angeles.
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Strategic Plan Goals. These recommendations support the County Strategic Plan: Strategy II.3, Make Environmental Sustainability our Daily Reality and Strategy III.3, Pursue Operational Effectiveness, Fiscal Responsibility, and Accountability. The recommended actions allow the County to study ways to enhance travel conditions along two major corridors while maximizing and leveraging County resources. The Honorable Board of Supervisors 5/2/2023 FISCAL IMPACT/FINANCING There will be no impact to the County General Fund. The total cost of the study is estimated to be $180,150. The County's jurisdictional share of the study is $7,311.97 while the cities’ jurisdictional share of the study is $37,838.03. GCCOG obtained a $135,000 grant from Metro for the Telegraph Road corridor study and the 25 percent match is distributed amongst the member cities. GCCOG executed separate agreements with member cities with jurisdiction along this corridor. Costs were distributed according to the number of linear miles of corridor in each jurisdiction.
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Strategic Plan Goals. These recommendations support County Strategic Plan: Strategy II.1, Drive Economic and Workforce Development in the County; Strategy II.2, Support the Wellness of our Communities; Strategy II.3, Make Environmental Sustainability our Daily Reality; Objective II.3.1, Improve Water Quality, Reduce Water Consumption, and Increase Water Supplies; Objective II.3.3, Address the Serious Threat of Global Climate Change, Strategy III.3, Pursue Operational Effectiveness, Fiscal Responsibility, and Accountability; and Objective III.3.2, Manage and Maximize County Assets. The recommended actions will strengthen the County's capacity to collaboratively and inclusively improve water quality and increase water supplies, effectively prepare for emergent environmental and natural hazards, and address the threat of climate change.
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Strategic Plan Goals. These recommendations support the County Strategic Plan: Strategy II.3, Make Environmental Sustainability our Daily Reality, by supporting the timely completion of the project to protect life and property while preserving important recreational and flood management facilities. FISCAL IMPACT/FINANCING There will be no impact to the County General Fund. Work related to the Utility Relocation Agreement for Rosemead Boulevard has been determined to be compensable by the Corps. Therefore, all reasonable costs associated with this agreement will be borne by the Corps. The Added Work MOA between the District and the Corps provides for the District to pay the Corps for the actual costs the Corps incurs in performing the work, capped at $7.5 million. Even though this is a joint Board letter for improvements to the District's Poplink Drain and the County Road for Rosemead Boulevard, only the Flood Control District fund will be impacted with a non-reoccurring cost, capped at $7.5 million. Funding the Added Work MOA will be included in the Flood Control District Fund (B07 – Capital Assets Infrastructure) Fiscal Year 2024-25 Budget.
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Related to Strategic Plan Goals

  • 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:

  • Goals Goals define availability, performance and other objectives of Service provisioning and delivery. Goals do not include remedies and failure to meet any Service Goal does not entitle Customer to a Service credit.

  • Objectives The objectives of this Agreement are to:

  • Performance Goals A. The Trust and State Street have developed mutually acceptable performance goals dated March 1, 2011 , and as may be amended from time to time, regarding the manner in which they expect to deliver and receive the services under this Agreement (hereinafter referred to as “Service Level Agreement”). The parties agree that such Service Level Agreement reflects performance goals and any failure to perform in accordance with the provisions thereof shall not be considered a breach of contract that gives rise to contractual or other remedies. It is the intention of the parties that the sole remedy for failure to perform in accordance with the provisions of the Service Level Agreement, or any dispute relating to performance goals set forth in the Service Level Agreement, will be a meeting of the parties to resolve the failure pursuant to the consultation procedure described in Sections V. B. and V.C. below. Notwithstanding the foregoing, the parties hereby acknowledge that any party’s failure (or lack thereof) to meet the provisions of the Service Level Agreement, while not in and of itself a breach of contract giving rise to contractual or other remedies, may factor into the Trust’s reasonably determined belief regarding the standard of care exercised by State Street hereunder.

  • Metrics The DISTRICT and PARTNER will partake in monthly coordination meetings at mutually agreed upon times and dates to discuss the progress of the program Scope of Work. DISTRICT and PARTNER will also mutually establish criteria and process for ongoing program assessment/evaluation such as, but not limited to the DISTRICT’s assessment metrics and other state metrics [(Measures of Academic Progress – English, SBAC – 11th grade, Redesignation Rates, mutually developed rubric score/s, student attendance, and Social Emotional Learning (SEL) data)]. The DISTRICT and PARTNER will also engage in annual review of program content to ensure standards alignment that comply with DISTRICT approved coursework. The PARTNER will provide their impact data based upon these metrics.

  • Program Objectives Implement a rigorous constructability program following The University of Texas System, Office of Facilities Planning and Construction Constructability Manual. Identify and document project cost and schedule savings (targeted costs are 5% of construction costs). Clarification of project goals, objectives.

  • 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).

  • Program Goals CalHFA MAC envisions that these monies would be used to complement other federal or lender programs designed specifically to stabilize communities by providing assistance to homeowners who have suffered a financial hardship and as a result are no longer financially able to afford their first-lien mortgage loan payments or their Property Expenses when associated with a Federal Housing Administration (“FHA”) Home Equity Conversion Mortgages (“HECM”) loan, only.

  • Performance Targets Threshold, target and maximum performance levels for each performance measure of the performance period are contained in Appendix B.

  • Project Goals The schedule, budget, physical, technical and other objectives for the Project shall be defined.

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