Budget and Financial Management. 4.1 Each year the Fire Board shall submit in writing to each of the Councils a draft budget for the operation of the ITFD for the upcoming year. The budget shall be structured such that the administrative requirements, expected wage costs for volunteer firefighters (emergency call response and training), and ITFD Station operating and Capital costs, transfers to and from reserves, and any other revenue sources are readily identifiable.
Budget and Financial Management. Navitas prepares a project cost estimate during the project development. In addition, we seek cost estimates and bids from equipment suppliers and subcontractors before finalizing the project with the client. This provides a strong foundation for understanding the finalized budget that is openly shared with the client. Throughout the project, our project manager will use a budget analysis tool that works like a checkbook in the sense that all expenses and credits are recorded as they are made. A separate line item will be established by building, by energy conservation measure to be managed and tracked. The original budget amounts will be supported with contracts with subcontractors and vendors. Unlike a traditional accounting system, which can lag several weeks behind, this gives the project manager a real-time view of the project’s financial status and allows the project manager to make informed decisions about the project. The budget is established and agreed to upfront, and then updated regularly for meetings throughout the project. The result is long-term value that is created by eliminating the need for change orders and surprises that can come up at the end of the construction.
Budget and Financial Management. (a) Design and implementation of a budget program, which program consists of, inter alia: (i) the carrying out of a review of the regulatory framework governing the preparation and execution of the Borrower’s annual budget, and thereafter, based on the recommendations of said review, the development of a proposal to convert the current budget structure on a results-informed budget; (ii) the design and implementation of a pilot medium term program to monitor and evaluate the Borrower’s annual budget; (iii) the improvement of the current expenditure monitoring program, through the establishment of an expenditure monitoring system so as to provide up-to-date information concerning ongoing budget execution and effectively allocate resources to public social services; and (iv) the strengthening of MH’s relationship with the Borrower’s legislative branch budget offices so as to ensure access to the SIAF and to the information produced by MH in respect of budget formulation, execution and evaluation; and
