Selectmen review CIP shifts and a $2.2 million track-and-turf request from schools

Simsbury staff told the Board of Selectmen on Feb. 28 that the town intends to change how small capital projects are funded and to tighten the capital plan to stay within bond guidelines, and the Board of Education described a sizable athletic field project that would take up a large portion of near-term bonding capacity.

Finance Director Amy Meriwether and Town Manager Marc Nelson explained that the town is proposing to phase out the long-used Capital Non-Recurring (CNR) fund. Historically CNR housed small capital projects (the transcript cited a $250,000 per-project upper bound); under the proposed approach, one-time or short-duration projects would move into operating (paid by tax dollars) or into the Capital Improvement Plan (CIP) funded from capital reserves. Meriwether warned that moving recurring transfers into operating increases pressure on the mill rate and that a sustainable approach requires clearer multi-year planning.

Nelson said the town has a continuing $5,000,000 limit on bonding (the transcript referred to a $5,000,000 bond or $10,000,000 limit every two years) and that prioritization will be necessary. Selectmen debated projects such as the Apple Barn and whether to defer it to FY28, and discussed paths/trails, field irrigation, and a cold-storage building for parks equipment.

Assistant Superintendent Neil Sullivan presented a Board of Education request for a $2,200,000 bonded track-and-field project that would include turf. Sullivan said contractors prefer a single-phased approach because tracks must cure before turf installation; he said the town could use a State contract and timing would aim to begin over Memorial Day weekend so the field would be ready by fall athletics. The board asked the BOE to examine resale options for old turf and confirmed existing maintenance agreements between the town and the Board of Education.

The board reviewed a list of unfunded out-year projects and noted approximately $6,000,000 of unfunded needs beyond the $5,000,000 bonding guardrail; members instructed staff to refine priorities and return with more detailed plans.