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Page 4 of 5 <br />category and supports investment in the City’s most critical infrastructure needs. <br /> <br />Balancing Investments Across Infrastructure Categories <br />Projects will also be evaluated based on the City's overall infrastructure needs. To achieve <br />this, the proposed programming strategy establishes an initial allocation among the defined <br />asset categories: <br />• Transportation and streets <br />• Parks <br />• Facilities <br />• Stormwater <br />• Miscellaneous <br />Based on funding available in each fiscal year, each asset category will receive a proportional <br />allocation of CIP funding based on that category’s share of total need. These amounts are <br />intended to establish a baseline for evaluation and do not represent an automatic commitment <br />of funds. <br /> <br />Once projects are prioritized, staff will conduct an additional review of projects immediately <br />above and below the funding boundary to evaluate whether the final CIP reflects the City's <br />overall priorities. Considerations will include: <br />• Whether the highest-risk needs are adequately addressed; <br />• Whether one asset category is receiving a disproportionate share of funding; <br />• Whether critical needs in another category are being deferred; <br />• Differences in service consequences; <br />• Opportunities to bundle projects; and <br />• Opportunities to leverage other funding sources. <br />This step provides flexibility for informed policy and management decisions while maintaining <br />a data-driven foundation for the CIP. <br /> <br />Project Bundling and Alternate Non-General Fund Sources <br />This strategy also recognizes that the City has multiple potential funding sources for <br />infrastructure beyond the General Fund, including Gas Tax/SB-1, Measure BB, Measure F, <br />development impact fees, grants, developer contributions, other miscellaneous funds, and <br />deferred maintenance funding. The most restricted eligible funding source will be considered <br />first to leverage available funding and maximize every available dollar. <br /> <br />Staff will also evaluate opportunities to achieve greater infrastructure value through project <br />bundling and coordination. Potential opportunities include combining projects based on <br />geographic proximity, similar asset types, shared design or construction needs, construction <br />timing, coordination with other planned City projects, shared mobilization, and opportunities to <br />reduce community disruption. <br /> <br />Managing Unfunded and Deferred Projects <br />Projects that remain unfunded will be proactively evaluated to consider the consequences of <br />deferral rather than simply being carried forward to a future year. A project may be deferred <br />when the associated risk remains manageable. However, deferral should be an informed <br />Page 38 of 46