Not an enterprise.

But just a separate form.

Exactly.

Yes.

And so after that, we'll go through some of the projections based on what we've come up with.

And we would like to get your uh your direction if you think we're going in the right direction.

Uh we'll go through the departmental request as well as it says unfunded request here, but really most of them are either reduced or delayed to make sure that we have enough space to make sure we have enough space for all of the projects.

As you probably well know already, we have more projects than we have money.

Um so the balancing act has begun.

Um and then we'll also show once again what those projections look like with the general fund recommendations, how we've balanced that, um, and then we'll have it open for questions and discussion.

I will say we have all of the directors who have CIP projects as well as project managers here tonight.

So if we have specific questions on projects, we have folks here to speak to those as well.

So as I alluded to in uh first supplemental and as well as this introduction, we uh have a pretty new process around this.

It is an enhanced process from the previous years.

Um but part of the the biggest change is that we've implemented ClearGov budgeting software, and that software has really allowed us to build out a CIP that has uh out year projections, it's easier for us to read, easier to navigate.

Um so that's been a really big asset for us in trying to build out the CIP.

It also allows the departments to prioritize their projects and tell us what projects are the highest priority versus ones that could maybe wait or be delayed.

It also offers up a scorecard option where we can really look at how these different projects are connecting to council and community priorities.

I'll also add that it was a pretty heavy lift this year for departments to dig in and move this information from our previous systems and spreadsheets into this.

Uh so they've done a phenomenal job as well as working with the budget team to get that information in there.

So from this point forward, it should be a lot easier.

So uh we're excited that we have all of this information in one consolidated place.

Once we did receive all of the budgets or all of the departments um requests, we did engage in a pretty comprehensive review.

Uh and that meant that we met with the departments, we had them review with us their projects, their priorities, how they connected the scorecard to what their projects were doing.

And then we did those uh meetings along with our executive budget team.

And as I had mentioned in first supplemental, the executive budget team is uh a group of not just the town manager's office and the budget team, but also other department directors, so that we have other lenses, other perspectives looking at these and really trying to understand uh the full scope of how this impacts the organization.

We then did another strategic review uh just with EBT and the town manager's office and began the process of balancing, uh, which was no easy feat, but we definitely got to a place where we feel pretty comfortable and we'd really like to get your feedback on that and see how you feel about that in the context of uh the upcoming budget process.

And then finally, senior leadership team did get to review this.

Um, you know, obviously some of them did get to see that that we had to scale back on some of their projects, but we did try really hard and we'll continue to since this is not set in stone.

Uh, just make sure that we understand if we need to reprioritize, if we need to understand uh components of different projects to make sure that we're making good decisions.

And then finally, we came up with these recommendations based on our available funding, based on the projections that we put together, as well as the priority projects that the departments have indicated are the the biggest priority.

Did you have anything to add, Kristen?

No, I think I had just liked a second um the shout out to town staff for for such a heavy lift in terms of getting all the information we requested into the budgeting software.

Yeah, it was it was a lot.

And um, a little preview eventually that uh portal will be something that we can uh display publicly and have you guys get into and look at.

It's it's very cool.

Um it has pictures and descriptions and all kinds of neat things.

So I think we're really going um towards a lot of transparency around how our CIP is developed as well.

So with that, I'm gonna have Kristen talk through some of our requests uh from the from the departments.

Thank you.

Um so what you're looking at right now is the total 2025 CIP requests by department.

So this is before we went through the balancing um act, and so just um straight out from departments.

We got a total of um 102 requests just for 2025 in CIP.

And then you can see um the breakdown on the right and see that the largest um department requests came from public works, which makes sense.

They had 54% of the requests, um, followed by the utilities department had 38%.

And then the other departments have um less than 1% to about 3% of the capital requests.

And then again, um, this is showing that same number, about 142 million in total 2025 CIP requests, but this is broken out by fund.

And so you can see that the largest fund is the water fund with 38% of the CIP requests.

And then 25% is in the police facility impact fund, followed by the storm drainage operating fund at 13% and the general fund at 11%.

All right.

Okay, so this slide is a little scary to look at, but this is the before.

So keep that in mind as I review it here.

This is going to be all requests in the general fund.

And these numbers are based on what we anticipate having to transfer into the CIP.

So on that first line, the CIP beginning fund balance.

If you look under 2025 requests, that initial 24.2 million is what we anticipate being able to transfer into the CIP fund to fund that initial big push to shift everything into the fund.

And then from there, we anticipate having uh fund balance to transfer in year over year.

As you can see in 2027, if we were to fund everything that was that came in through the CIP for the general fund, by 2027, we would no longer have a beginning fund balance.

So this is where we had to get into the nitty-gritty work and understand uh what we needed to scale back, delay, or just shift in general to understand, you know, how do we get to some sort of fund balance being built up year over year?

Uh some of our assumptions here you should be familiar with.