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Local Government

Capital Improvement Planning

Everything local governments need to plan, fund, and actually finish their capital projects — from building a multi-year CIP to the ownership and review habits that keep it on track. Backed by ClearPoint data on 3,131 capital projects across 100 local governments.

3 articles
~20 min to read the core path
Updated
September 7, 2026
The short answer

A capital improvement plan (CIP) is a multi-year schedule of an organization's major capital projects — what will be built, replaced, or rehabilitated, in what order, at what cost, and from which funding source. ClearPoint data covering 3,131 capital projects across 100 local governments found that 54% have no named owner, and that is the single most common reason a fully funded capital plan still misses its delivery dates. A CIP fails at the ownership and review layer far more often than it fails at the funding layer.

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Sourced from 3,131 capital projects tracked across 100 local governments in ClearPoint
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Reviewed by ClearPoint's local government practice
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ClearPoint benchmark data

What 3,131 capital projects across 100 local governments actually show

See the methodology →
54%
of capital projects have no named owner — the single biggest reason plans get funded but never finished.
3,131
Capital projects behind these benchmarks
100
Local governments in the capital project dataset
Start here — pillar guide

Capital Improvement Plan (CIP): Why Most Get Funded but Never Finished

A CIP is easy to write and hard to keep. Of 3,131 local-government capital projects, only about 13% ever finish - here's what the cities that finish theirs do right.

  • How to build a multi-year CIP that survives the annual budget cycle instead of being rewritten each year.
  • Why 54% of capital projects have no named owner, and the assignment habit that fixes it.
  • The review signals that catch a slipping capital project before the delivery date moves.
What's inside
  1. What a capital improvement plan is
  2. Building the multi-year project schedule
  3. Funding sources and the budget cycle
  4. Assigning project owners
  5. Reviewing progress and catching risk signals early

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