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10 Q4 F I N A N C I A L H I G H L I G H T S FY 2025 C A RY, N O RT H C A R O L I N A F Y 2 0 25 4 T H Q U A R T E R R E P O R T C A P I TA L P R OJ E C T S As of the end of Q4, Cary is actively managing 269 capital projects (125 general and 144 utility). This decrease reflects the results of the spring 2025 capital project review, which identified 198 general and 78 utility capital projects as complete, and Council's direction to reassess an additional 68 general capital projects (as outlined in the executive summary). Together, these actions support Cary's continued focus on capital preservation and responsible financial stewardship. Looking ahead, staff and Council will continue to evaluate the full capital portfolio to refine priorities, optimize resources, and ensure investments align with the community's evolving needs. This intentional and data-informed approach strengthens Cary's ability to make strategic decisions while maintaining long-term fiscal sustainability. B U D G E T Q 4 D E L E GAT E D B U D G E T A U T H O R I T Y AC T I O N Throughout the fiscal year, unforeseen challenges and emerging priorities may require financial resources beyond those originally allocated in the adopted budget. To respond promptly and effectively, staff regularly reallocates existing resources to address these needs. In accordance with the budget ordinance, the town manager is authorized to approve inter-functional budget adjustments. These adjustments are made within the General Fund and are reported to Council for transparency. The following table outlines the end-of-year inter-functional transfers. These adjustments primarily reflect the reallocation of contingency funds from the nondepartmental function to various operational areas, which ensures that all departments remained within their authorized budget limits.

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