Capital Improvement Program. Each project shall be allocated based on project location and benefit, and allocations shall be determined on a project-by-project basis, provided however that projects and estimated costs shall be approved by each jurisdiction prior to being added to the Capital improvement program.
Capital Improvement Program. A. As is contemplated by the 2020 CFA, the WMATA Board of Directors adopted a new Fiscal Year 2021 Capital Budget in April 2020. It is the intent of the Parties that the 2020 CFA be amended to incorporate the jurisdictional funding commitments of the FY2021 Capital Budget as adopted by the Board exclusive of funds to be used to repay the debt service on previously issued bonds, Dedicated Funding, Jurisdictional Reimbursable FINAL FOR SIGNATURE Projects, or PRIIA, as shown in Attachment A, which contains the FY2021 Capital Budget Financial Plan.
Capital Improvement Program a. Does this legislation create, fund, or amend a CIP Project? Yes X No
Capital Improvement Program. The Capital Improvement Program for FY 2018/2019 focuses on continuing SunLine’s investment in an alternative fuel technology fleet, facilities and construction of a new operations building. The three-year plan assumes a $15,250,623 capital program dependent on internal and external funding from federal, state, regional, and local sources. Key components of the Capital Plan, beyond ongoing maintenance needs, include: Vehicle replacement Vehicle expansion Facility and systems improvements Operational improvements and enhancements Information technology Looking Ahead: Planning Service Changes and New Initiatives In FY 2018/2019, SunLine will focus on strengthening its existing services and piloting new mobility services to invest in the development of advanced transit scheduling expertise in- house, to enhance SunLine’s ability to create efficient transit schedules to better serve customers without increasing operating costs. SunLine will also focus on improving its most successful trunk routes. Lines 14, 30, and 111 together account for 64% of all daily boardings. Improving these services will increase farebox revenue on the entire network. Additionally, SunLine is exploring the possibility of providing service to the Coachella Valley Art and Music Festival, Stagecoach Festival and realignment of Line 70 or 111 to stop near the BNP Paribas Open. The transportation industry is undergoing massive transformation, and SunLine is studying ways to improve and change its service model in order to remain competitive and continue to provide valued service to the community. In light of declining ridership and reduced funding, SunLine is undergoing a planning study to evaluate new service models that may enable SunLine to cost-effectively serve the Coachella Valley. SunLine will respond to declining ridership and development patterns, including shared, on-demand mobility services. SunLine will continue to evaluate existing services for modifications, reductions, and/or discontinuation. The planning study will help SunLine prepare for a range of uncertain funding scenarios and will include community and Board consultation throughout the process.
Capital Improvement Program. WDMWW shall, in coordination with the CIWW Technical Committee, provide data and recommendations to the engineering consultant selected by CIWW, to aid the engineering consultant in developing a multi-year Capital Improvements Program (“CIP”) for the WDMWW Designated Water Supply Facilities, based on performance and needs assessments as provided in Section 4 of this Article V. CIWW shall provide the capital required for such projects, and WDMWW shall cooperate with CIWW in the execution of projects under the CIP for the WDMWW Acquired Facilities with WDMWW reimbursed by CIWW for the costs incurred for its efforts.
Capital Improvement Program o Identify improvements necessary to support new development in specific parts of the City and a process for identifying triggers for when projects should be pursued. o Clearly identify assumptions used in the analysis.
Capital Improvement Program. In order to carry out this responsibility, the City has approved the City’s 2016-17 Capital Improvement Program as part of its Fiscal Year 2016 and Fiscal Year 2017 biennial budget which will fund, along with other available funds, the costs for the Start Activities. The current Capital Improvement Plan shows $7,250,000 for the Fiscal Year 2018 and Fiscal Year 2019 to fund the Trunk Sewer Lines.
Capital Improvement Program. RMC shall develop a capital improvement program for the selected alternative sewer collection improvement projects in each of the 3 scenarios. A list of projects included in capital improvement program for each of the 3 scenarios, including cash flow analysis tables shall be developed.
Capital Improvement Program. The City agrees that any unfunded cost of the Phase I Sanitary Sewer will be funded by the City at its expense in Year One of the 2008-2009 Six-Year Capital Improvement Program. The City agrees to reimburse Redevelopers for the cost to construct the Phase I Sanitary Sewer by October 31, 2007 to the extent the City has any unspent Capital Improvement Program Funds appropriated in Fiscal Years 2005/2006 and 266/2007 for said project. The City further agrees to reimburse Redevelopers for the balance of said cost from appropriated funds for Year One of the 2008-2009 Six-Year Capital Improvement Program by October 31, 2008. Notwithstanding the above, timely performance of the City’s obligation to reimburse Redevelopers by October 31, 2008 may be delayed, but not extinguished if the City Council for the City of Lincoln fails to approve a % rate increase for sanitary sewer in fiscal year 2007/2008 and 2008/2009, provided that in such event reimbursement shall be made by no later than October 31, .
Capital Improvement Program. DocuSign Envelope ID: 888EC68A-A3F9-498B-B7A8-5CA88A8E8E22 The Consultant shall develop a 10-year (short-term) and a 20-year (long-term) capital improvement plan (CIP) based on the results of the existing and future sewer system hydraulic analyses to address hydraulic deficiencies (Task 6) and the condition assessment analysis to determine the need for replacing/rehabilitating aging sewer system facilities (Task 7). The development of CIP shall be based on the available condition assessment information and useful life and value of the existing sewer collection system assets. The Consultant shall establish asset values, recommended maintenance, and year-to-year replacement/rehabilitation costs of aging infrastructure. Findings and recommendations from the 2005 SMP shall be evaluated and, if viable, incorporated in the recommendations resulting from this project. The Consultant shall evaluate the potential for renewable energy opportunities at the system facilities and make recommendations.
