1) As with operating budget, tremendous energy spent laying out County s capital roadmap 2) FY plan builds off of that

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2 1) As with operating budget, tremendous energy spent laying out County s capital roadmap 2) FY plan builds off of that work 3) Continues planned restoration of paygo funding (county and schools) 4) Sharp focus on upkeep, care and replacement of existing capital assets 5) Enhanced, broader efforts to promote revitalization 6) Growth pressures remain a challenge

3 1) County works to maintain balance with capital funding efforts, using pay-as-you-go and debt 2) Using pay-go provides needed flexibility that allows the County to quickly adjust to economic conditions 3) Strategy employed during recession; allowed greater continuity in service delivery 4) Cannot maintain that on ongoing basis 5) Effort in recent plans to restore paygo levels; FY16 plan hits 5% mark FY08-09 (avg) FY11-12 (avg) FY16 (prop) $19.8M $13.3M $17.4M

4 1) County continues to manage a sizable list of capital needs 2) Accordingly, its crucial to maximize available resources; number of related strategies in FY16 plan 3) 5% pay-as-you-go funding 4) Managed migration of operating functions back to operating fund 5) Leverage partnerships; maxing out Revenue Sharing opportunity 6) New approach with CDBG funds 7) Reinvest project savings

5 1) General focus of proposed plan unchanged from direction set forth last year 2) General Government plan highlights include: Replacement of the emergency communications system Replacement of major technology systems, IT infrastructure Major facility maintenance efforts Maximizing Revenue Sharing

6 1) There are a handful of tweaks to overall plan, but changes consistent with approved, strategic direction 2) Addition of station alerting system replacement in FY ) Sharper focus on revitalization efforts such as Providence/Davis work (below) 4) Reintroduction of deferred facilities in out years 5) Sports tourism enhancements; Clover Hill Sports Complex, River City turf work

7 1) FY2016 project work highlighted by Pocoshock Creek restoration 2) Focus shifts to Falling Creek project (right) beginning in FY2017 (nearly 40% of TMDL goal) 3) FY2016 efforts funded via pay-go, though approach unsustainable 4) More than half of pay-go funding would be absorbed by TMDL by FY2020 (11% in FY2016) 5) Plan employs a service district in FY2017 6) MS4 permit (now issued) requires dedicated source be identified by next January

8 1) School CIP continues to focus on execution of 2013 referendum, facility revitalization and restoration of school pay-as-you-go 2) Manchester Middle renovation remains centerpiece for FY2016 3) Plan also introduces blended learning at elementary level (FY2017)

9 1) Due to cost and scale of work, Utilities CIP employs a long-range focus and FY2016 plan adheres to that vision 2) FY2016 continues ongoing push to rehabilitate existing infrastructure 3) Such as upgrades at Johnson Creek and Turner Road pump stations; numerous water line revitalizations 4) Out years of plan concentrate on major initiatives 5) Such as water resource development and Proctors Creek expansion

10 1) FY2016 makes great strides on key initiatives, but still some outstanding items 2) Major maintenance funding increasing, but backlog remains 3) Also, modest consideration for future growth, new facilities debt service ratio hovers around 7% over life of plan 4) $161 million of projects cut from County s portion of plan alone high concentration in major maintenance and new facilities 5) Ability to address impaired further without dedicated TMDL revenue

11 1) Proposed plan stays true to approved capital priorities 2) Numerous accomplishments in FY2016, headlined by investments in pay-go, referendum work, focus on revitalization 3) Plan helps maintain reinvestment balance between operating, capital needs 4) Lays groundwork for continued success FY2017 and beyond 5) Coming attractions: Revenue work session (2/11), operating budget work session (3/9)