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canceled in Attachment 1 , allowing funds to be reallocated as reflected in Attachment 2 to this memo. Staff is requesting this input to prepare for the budget workshop on April 18, 2023, since the presentation will include a table similar to Attachment 2 which will lead to the recommendation of which projects should be funded. The Need for An Asset Management Plan In 2018, staff began work on a ten-year infrastructure plan, which was identified as a City Council priority. The purpose of the plan was to predict Capital Improvement Program funding needs over a ten-year period. The City has traditionally budgeted for its Capital Improvement Program using a "Pay-Go" approach: projects are only prioritized and approved when funds are available to complete them. The ten-year infrastructure plan was thought to be a way of determining whether the traditional funding practice should continue or whether other funding options should be considered. Due to the pandemic and other competing priorities, work on the ten-year infrastructure plan stopped before it was complete and presented to the City Council. However, the discussion of the upcoming four-year CIP budgeting process foreshadows the difficulty the City faces using the "Pay-Go" system with current revenue streams. Recently, staff again began work on the ten-year infrastructure plan, using the prior work as the starting point but reviewing the plan to ensure it represents current priorities. The ten-year infrastructure plan includes all projects, but it divides the projects into two categories: Enhancement projects and State of Good Repairs projects. Enhancement projects are defined as new or expanded facilities and infrastructure projects such as the proposed Ken Mercer Sports Park Skatepark Expansion project, the All-Abilities Playground project, and the proposed Century House Renovation project. State of Good Repair projects are the significant maintenance projects required for the City's existing facilities and infrastructure to be periodically returned to like-new condition. They are differentiated from the day-to-day maintenance activities performed by City personnel and on-call contractors, primarily because they are implemented as a Capital Improvement Project that is designed, bid, and built. Examples of State of Good Repair projects include projects such as the annual concrete and roadway paving projects, as well as other projects like the recent replacement of Fire Station No. 3 and the significant reconstruction of the library roofing and window system that is currently underway. In reviewing the prior work, staff found that although this division of projects is logical, over the ten-year period the plan leaned toward State of Good Repair projects more often as compared to Enhancement projects. This is understandable given that staff prepared the ten- year plan by estimating what was necessary to periodically bring existing facilities and infrastructure back to like-new condition but found it more challenging to predict what Enhancement projects would be prioritized and when. The prior plan made the assumption that Enhancement projects would occur and included a placeholder dollar amount. With staff's recent work on the ten-year infrastructure plan, only the Enhancement projects known from recent City Council discussions and priority setting are included, with a large component of the plan still being staff's estimate of required major maintenance to maintain the status quo. 5