CYAMESTOWN  Town Council Retreat January 21,2022-9 9:00 am GolfCourse Club House Agenda  9:00 am 9:00 am 10:15 am 10:25 am  Call to Order - Mayor Montgomery  Strategic Plan Review - Interim Town Manager Treme  101 minute break  Capital Improvement Projects Review - Finance Dir. Gallman  General Fund Water and Sewer Fund  10:45 am 11:15 am  Hazen and Sawyer growth in Wastewater Study Results Freeman Kennett Town Hall Renovation Projects  (Strategic Plan Outcome 5, Goal # 12- -Maintain integrity of water/sewer infrastructure) (Strategic Plan Outcome 5, Goal # 6- Prepare plans for effective utilization ofs space at Town Hall  & Civic Center)  11:45 am 10r minute break- box lunches provided for working lunch  11:55 am 12:10 pm  Golf Course 5 year Summary Overview Finance Director Gallman  Recreation and Maintenance Facility Status  (Strategic Plan Outcome 5, Goal #7- Complete plans for the construction ofar new Recreation  Maintenance Facility)  12:25 pm American Rescue Plan (ARP) Update - Finance Director Gallman  12:35 pm Adjournment      Town of Jamestown  Strategic Plan  Goals and Outcomes  Adopted: June 15, 2021 Updated: January 2022  TED IA  OAMESTOWN TTI CARO    Introduction to the Town's Strategic Plan  The Town of Jamestown Strategic Plan is designed to be a multi-year representation of the Town's mission. It aims to serve as a roadmap for staff and Town Council over the next three to five years.  This plan-an outgrowth of Council and staff input from earlier this year as well as several pre-existing  documents-further defines the Town's strategic priorities.  The structure better links Council and staff plans and employs a format that should be more useable for  elected officials, staff, partners and citizens. The plan includes these components:  - Outcome statements that are the foundation of the Town's mission statement; - Shortand long-range goals that further define and support the outcomes;  - Multiyear (three- to five-year) goals that will be executed to achieve the outcomes; and  e Annual tasks captured in a separate working document and a reporting structure that will be updated  regularly to track progress.  Outcomes and Goals Snapshot  The outcomes and goals snapshot represents a graphical method for displaying specific desired outcomes and Goals are grouped under the five focus areas listed above. Each individual outcome represents an initiative that has been reviewed by staff and the Council together during the annual retreat process to ensure that This document will be reviewed semi-annually and the Town Manager will communicate progress on each of The Town Council will review this document annually to ensure that goals are still relevant. The document  the goals necessary to bring these to fruition.  citizen needs are being met in an effective and efficient manner.  the goals with the Council as needed.  will be updated and adopted as a part of the annual budget process in June.  2    Mission  Creating an exceptional quality of life for all citizens by providing superior services  Vision  Jamestown will be a thriving community with strong roots in our history. One dedicated to a high quality of life for residents of all ages, including: recreation, education, and supporting businesses. A community of clean, beautiful, and safe surroundings and welcoming neighborhoods where everyone can feel at home.  Values  Primary:  Compassion/Faimess - We show compassion to everyone, our citizens, our staff, and our visitors. When we make decisions as a Town we are thoughtful and understanding of how those decisions will affect our Accountability We hold ourselves accountable and remember that we are always accountable to the citizens of Jamestown. We take ownership of the actions and decisions made by the Town and the Servant Leadership - We believe that we are leaders who have been placed here to serve our citizens Ability to Work Together We will find a way to work together. Diverse backgrounds and experiences will not preclude us from finding a way to hear all voices and incorporating them into our work.  citizens. We ensure that everyone gets equal consideration.  results of those decisions.  and engage them while also putting their needs first.  Secondary:  Listening - We actively listen to the needs and desires of our Town and reflect on what we've heard before. Open-Mindedness - We keep our minds open SO that we are able to respond effectively to the Making a Positive Impact - We strive to set goals that will have a positive impact on the lives of the people of. Jamestown and allow for our values to guide us in meeting or exceeding those goals. Respect - We will always remain respectful in our interactions with one another, Town staff, and  changing needs of Jamestown.  especially the citizens of. Jamestown.    The Town's Strategic Plan is organized around five focus areas, which  make up its mission:  Staff Excellence  Outreach and Involvement Provide outlets for citizen outreach and  Recruit and retain a team of excellent  employees.  engagement.  infrastructure and Facilities Ensure logical investment in infrastructure and facilities to meet future needs.  Planning & Development Grow and maintain a robust, diversified  economy.  Public Safety  Procure partnerships to ensure effective services that match community needs.    Complete or Nearing Completion Significant Progress Moderate progress Pending, Deferred Limited progress, currently unscheduled PRIORITY GOALS(*)  CSeHled 7752 O/AMESTOWN NORTH CAROLINA  OUTCOMES & GOALS SNAPSHOT FY 21-22 Adopted by Town Council on June 15, 2021 Last Update: January 21, 2022  Focus Areas:  Staff Excellence (1 &2)  Outreach and Involvement (3&4)  Infrastructure and Facilities (5)  Public! Safety (6)  Planning and Development (7) STATUS  OUTCOMES AND GOALS Focus Area: Staff Excellence  1. To attract, develop, and retain town staff in order to support services and meet community needs.  July 2021 Jan. 2022  Goal #: 1: Provide employee training opportunities Goal #2: Evaluate benefits and insurance for the Town employees Goal #3: Prepare operations continuity plan for key positions Goal #4: Implement strategies to recruit employees from diverse populations Goal #5: Perform pay classification study to remain competitive in the marketplace  2. Toi improve the administration of Town government.  July 2021 Jan. 2022  Goal #1: Procure software for asset management vehicle/technology manenancerepatemen, Goal #2: Review and update current Town mission, vision, and core values Goal #3: Prepare astrategic plan for outcomes and goals Goal #4: Schedule a candidate information session Goal #5: Promote excellence in customer service Goal #6: Achieve minimum staffing levels for all departments Goal I#7: Maintain and update Town's Code of Ordinances    OUTCOMES AND GOALS Focus Area: Outreach and Involvement  STATUS  3. Develop and implement strategies to promote Jamestown  July 2021 Jan. 2022  Goal #1: Further develop Music in the Park and other Town-sponsored events Goal #2: Develop branding and marketing strategies for. Jamestown  4. Conduct community engagement through multiple strategies to increase resident involvement in Town matters  July2021 Jan. 2022  Goal # 1: Develop AARP Livable Communities Initiative Goal #2: Fully utilize Town social media accounts  ongoing  Goal #3: Establish a process for advertising openings & selecting residents for Town boards and committees Goal #4: Establish aj joint planning retreat for the Planning Board, Council, and Town staff  ongoing  Focus Area: Infrastructure and Facilities  5. Make plans to improve current infrastructure, facilities, and services  July 2021 Jan. 2022  Goal #: 1: Update street pavement condition study  Goal #2: Prepare strategic growth plan for. Jamestown and surrounding ETJ areas Goal #3: To prepare a plan to implement government mandated stormwater regulations Goal #4: Evaluate ettectiveness of current solid waste collection & recycling services Goal # 5: Complete and adopt Parks & Recreation Master Plan in order to seek grant funding opportunities Goal #6: Prepare plans for effective utilization of space at Town Hall & Civic Center Goal #7: Complete plans for the construction of a new Recreation Maintenance Facility  Goal #8 8: Prepare Golf Course Strategic Plan  Goal #9 9: Coordinate joint staff meeting with City of GSO, City of HP and PTRWA to discuss water/sewer cost & capacities Goal #: 11: Prepare plans for updating/instaling restroom and shelters for golf and recreation facilities  Goal #: 10: Repair/replace golf course irrigation system  Goal # 12: Maintain integrity of wate/sewer/tomwater infrastructure Goal # 13: Maintain effective communications with NCDOT and HPMPO Goal # 14: Seek funding through the American Rescue Plan  6    OUTCOMES AND GOALS Focus Area: Public Safety  STATUS  6. Continue to develop plans to improve public safety in the Town of Jamestown  July 2021 Jan. 2022  Goal # 1: Coordinate joint staff meeting to discuss plan of service with PSFD (w/ annual review in. January) Goal #2: Coordinate joint staff meeting to discuss plan of service with GCSD (w/ annual review in January) Goal# #3: Install security measures at Town facilities (parks, maintenance facilities, and Town Hall)  Focus Area: Planning and Development  7. Implement a broad program of community planning, development, and land management through zoning  July 2021 Jan. 2022  Goal # 1: Seek opportunities for grant funding for pedestrian and parks/recreation facilities Goal #2: Complete update of the Town of. Jamestown's Comprehensive Plan Goal # 3: Review and update Comprehensive Pedestrian Transportation Plan  Goal # 4: Enhance Code Enforcement capabilities throughout Jamestown to help protect property values Goal #5 5: Establish/redefine ordinances for application of commercial maintenance code in Jamestown    NAOISAAVA  NI G375    TOWN OFJAMESTOWN  STRATEGIC PLAN UPDATE  JANUARY2022  HALL  TOHN  9    STAFF EXCELLENCE  1.To attract, develop, and retain town staff - in order to support  services and meet community needs.  1.1  PROVIDE EMPLOYEE TRAINING OPPORTUNITIES  Town Clerk completed and Public Services Director enrolled and currently attending SOG Municipal Administration Program Town Planner received AICP certification two C-Distribution certifications  Public Services staff received two B-Distribution certifications and PTRC conducted a Performance Appraisal training for supervisory Public Services employee completed CDL training Fountainworks conducted a training with Staff on Strategic Plannin Guilford County Public Health Director presented to staff and answered questions about the coronavirus and vaccines  staff  and Implementation  10    own MY  TICES EVEN  TOWN HALL AMESTOWN  Employment Opportunities Thel Townola How To/ Apply Applications Hall3 application tips oore Kamestonnt yor ppic ToAn Atn onng. POBOLBAR posronodnyt Janestow progroms Thel Townol Thef Jomestowny Verity progromis participotesi inthouniteds internnt bnsed. Stotes emplayment Dopormentot nlgt bythous. Crizenshipo andi Immigrotions Sorvices. The Towne ol Jamestownis OpportunityE Employers 1.4  work cnd wek look forwordto informotion jabs hat GIBE currantly poste heps andmore completed. informoti and delveredtose 336 BSe Employment menghto  1.2  1.3  1.5  EVALUATE BENEFITS AND EMPLOYEES Provide supplemental insurance opportunities for all full-time employees Modified health insurance to offer tiers in order to provide lower cost options for family coverage Achieved significant savings by changing liability, property, and workers compensation insurance to the League of Municipalities Council passed a Family Caregiver leave policy forall full-time employees  PREPARE OPERATIONS POSITIONS  IMPLEMENT STRATEGIES1 TO PERFORM PAY RECRUIT EMPLOYEES FROM CLASSIFICATION STUDY  INSURANCE FOR THE TOWN CONTINUITY PLAN FOR KEY  DIVERSE POPULATIONS The purpose oft this goal isto widen the applicant pool to include potential employees from diverse populations Staff will review best practices for implementation: and adopt ap policy for recruitment of minority applicants  TO REMAIN COMPETITIVI IN THE MARKETPLACE Inorder to remain competitive int the Triad labor market, staff will be recommending: a pay classification: study be budgeted and complete inFY22-23  Council approved business continuity plan in FY21-22 Budget Contracted with PTRCin2021 Final plan to be completed and presented to Council in March Initial steps including hiring Accounting Specialist in November: 2021 Trained internal candidate to replace Water Specialist II upon retirement  2022    2.Toimprove the administration  ofTown government  2.1  PROCURE SOFTWARE FOR ASSET MANAGEMENT VEHICLE/TECHNOLOGY MANTEBANCEIREPACMENT Implement the use of Task Tracker Software for golf course labor, Track metrics including mow time, oil changes, vehicleuse, maintenance information, and replacement schedule Black Mountain Accounting Software will allow for asset management through barcode scanning. Spring '22  time, and equipment  VeEnnsn  Golf Laurse houes Connechw Histary) hn lowin Ghest dinsed HHe  2.2  arid te prspre hh/ end goeral  REVIEW AND UPDATE CURRENT TOWN MISSION,  ivoDiin  VISION, AND CORE VALUES atthe September 21, 2021 Meeting  Council reviewed and approved Mission, Vision, and CoreValues  2.3  PREPARE A STRATEGIC PLAN FOR OUTCOMES AND GOAL Town Manager presented the concept of a Strategic Planning Process to provide guidance for Council and staff The plan is designed to be a multi-year representation of the Town's Mission. It aims to serve as a roadmap for staff and Town Council over the next three to five years The Strategic Plan was approved by Council and included in th The Town leadership team will continue to update Council on progress made on the Strategic Plan in July and January ofe each  Town of Jamestown Strategic Plan Goals and Outcomes Adopted:June 15,2021 Updated:July2021  21-22 Budget  year  12    TONN df JAMESTOWN  PLACE  Source: Alex! Wohg/Getty.in  2.4  2.5  2.6  2.7  SCHEDULEACANDIDATE INFORMATION SESSION Acandidate information session was held on August 2,2021 All candidates for Mayor and Council were invited to attend Town staff presented the Strategic Plan and discussed goals and responsibilities for each department  PROMOTE EXCELLENCE IN CUSTOMER SERVICE Prepare a plan to define customer service for the Town and its service components Review and selecta consultant to work with staff to prepare and implement a plan in FY 22-23  ACHIEVE MINIMUM STAFFING LEVELSFOR ALL DEPARTMENTS Town leadership will develop a staffing level plan fora5to 10 year period for all departments Staffing plan should be completed on or before April 2022  MAINTAIN AND UPDATE TOWN'SCODE OF ORDINANCES Council approved codification ofLDOinF 21-22 budget Contracted with MuniCode in Decembe 2021 tol begin the proce ofcodification deliverables Expect by May 2022    OUTREACHAND!  INVOLVEMENT  3. Develop and implement strategies to promote Jamestown  3.1  3.2  FURTHER DEVELOP MUSIC IN THE PARK* Council approved DEVELOP BRANDING AND MARKETING . Contracted  AND OTHER TOWN SPONSORED EVENTS annual budget  STRATEGIES FOR. JAMESTOWN  with Tigermoth Creative to build marketing and communication efforts Ongoing communication: with residents business owners identify. compell messaging Expected deliverables will be presented in Spring 2022  Special event programming Continue to offer programming for Music in the Park, Yoga ini the Park, and Veteran Memorial events Seven Music in Park events are planned for 2022 as well as weekly' Yoga in the Parkfrom May to September  14    4. Conduct community engagement through multiple strategies sto  increase resident involvement in Town matters  4.1  4.2  4.3  4.4  DEVELOP AARP LIVABLE The Town of Jamestown was accepted into the AARP Network of Age-Friendly States and Communities in October 2021 The committee will continue to meet to promote, research, and recommend agef friendly opportunities fori the  FULLY UTILIZE TOWN  ESTABLISH A PROCESS FOR ESTABLISHAJOINT  COMMUNITIES INITIATIVE SOCIAL MEDIA. ACCOUNTS  ADVERTISING OPENINGS  PLANNING RETREAT FOR COUNCIL, AND TOWN STAFI The Town Council and Planning Board helda aj joint meeting on August t11,2 2021 Staff plan to make this an annual event toi foster communication and educatic opportunities between the Town Council and Planning Board  Inc conjunction with branding AND SELECTING RESIDENTS THE PLANNING BOARD,  and marketing efforts, Town FOR TOWN BOARDS with the community using AND COMMITTEES  staff will continue to engage all available social media platforms Staff will review potential social media guidelines and select responsible staff to serve as administrators  The Town Clerk will coordinate with the Mayor and Council to developa plan for reaching a broad spectrum of citizens tos serve ini important volunteer roles owe mmestoson OVERNMENT  Follow E  Message  hle EVENTS TOWNSERVICES Townols Jamestonnbyt lollowingthet  a  Town! News: 2021  MUSIC IN THE PARK  Volunteers Needed  volunteerst andt tho erve ons severol negovor3 4541138.  LABORDAY  15    INFRASTRUCTURE  ANDFACIEITIES  5. MAKE PLANS TO IMPROVE CURRENT INFRASTRUCTURE, FACILITIES,  AND SERVICES  5.1  5.2  UPDATE STREET PAVEMENT CONDITION  PREPARE STRATEGIC GROWTH PLAN FOR JAMESTOWN AND SURROUNDING ETJ AREAS  STUDY  Staff will present results ofthe study to Council in Spring 2022 The: study is the basis for selecting streets for repairs and resurfacing The studywill show budgeting needs and deficiencies  JAMESTOWN FIRE DEPARI  Staff! has contrac with Benchmark Planning to prep a Strategic Growt Plan Work is ongoing and includes: Solid waste and recycling study Water and sew capacity study Fire and police services  EEL.  0  16    GRLAEUR  Adopted: April 20. 2021 COMPREHENSIVE PARKS + RECREATION MASTER PLAN Townof Jamestown, North Carolina  5.3  5.4  5.5  5.6  PREPARE A PLAN TO MANDATED STORMWATER REGULATIONS  EVALUATE EFFECTIVENESS WASTE COLLECTION AND RECYCLING SERVICES to evaluate current solid waste and recycling process and costs recommendations for collection methods and future presented to Councilon or before May 1,2022  COMPLETE AND ADOPT PARKS AND RECREATION MASTER PLAN IN ORDER TO SEEK GRANT FUNDING  PREPARE PLANS FOR EFFECTIVE UTILIZATION OF SPACE AT TOWN HALL AND CIVIC CENTE Freeman Kennett to present space utilization plan for Town Hall and the Civic Center at the January: y21,2022 retre:  IMPLEMENT GOVERNMENT OF CURRENT SOLID  Council approved funding for Bluestream Environmental to assist with an audit gap study NCDEQ will be conducting an program in 2023  Contract with Smith Gardner Inc OPPORTUNITIES  Council adopted the and Comprehensive Recreation Master Parks Plan in April 2021 This document is necessary forr requesting grant funding  tol be completed in Spring 2022 Study will be used to make audit of the Town's stormwater improvements to current The Town contracts with PTRC growth Stormwater SMART to provide Study to be completed and educational opportunities in the community    -Semabaraleawsan Record  5.7  5.8  5.9  5.10  COMPLETE PLANS FOR THE CONSTRUCTION OF AN NEW RECREATION MAINTENANCE FACILITY Town hired Ramsay Burgin Smith. Architects to develop plans fort the Recreation Maintenance Facility TRC reviewed and approved the plan with notes in August 2021 Bid date is set for February 15,2022.  PREPARE GOLFCOURSE STRATEGIC PLAN Seek a consultant and cost estimates to prepare and adopt a golf course strategic Golf Coursei in FY22-23 Staff will review best practices of municipal golf courses The plan will set priorities and establish for funding maintenance, staffing, and marketing  COORDINATE JOINT STAFF CITY OF HP, AND PTRWATO DISCUSS WATER/SEWER Town staff hosted an initial meeting inJ June 2021 The Town contracted with Hazen and Sawyer to evaluate wastewater capacities in light of future development in Jamestown The Town currently has the ability to purchase water for current and future growth needs The Town plans to purchase additional water capacity from PTRWA plant expansion  REPAIR/REPLACE GOLF SYSTEM The current Jamestown Parki irrigation system is faulty. identifies Staff continuously and repair leaks Staff recommends to update the current electronic and system to a two-wire with system to resolve replace new pipes the leaks in the fairways and tee boxes This project will be scheduled in the next CIP  MEETING WITH CITY OF GSO, COURSE IRRIGATION  plan for the Jamestown Park COST AND CAPACITIES  18    THE AMERICAN RESCUE PLAN  ource:USDOT 5.14  5.11  5.12  5.13  PREPARE PLANS FOR UPDATING/NSTALLING  MAINTAIN INTEGRITYOF  MAINTAIN EFFECTIVE NCDOT AND HPMPO Staff and Council representatives attend monthly HPMPO TCC and TAC meetings Staff and council maintain dialogue on current needs and projects  SEEK FUNDING THROUGH THE AMERICAN RESCUE PLAN Total amount awarded is approximately $1,430,000 Received 50% of inJuly 2021 Remaining 509offunding expected July 2022 Final allowable guidelines expenditures were released on January 6,2022. Public meetings will be held by late. July2 2022  WATER/SEWER/STORMWATER COMMUNICATIONS WITH  RESTROOM AND SHELTERS INFRASTRUCTURE FOR GOLF AND RECREATION The Town contracts with the  FACILITIES Work with Ramsey Burgin Smith to develop plans for golf integrity course restroom facilities Quotes for Wrenn Miller Park Bathroom Facility have been secured pending budget approval Both projects are budgeted for FY21-22  following organizations to maintain the highest level of water, sewer, and stormwater Bluestream Environmental Stomwater Devices Withers Ravenel Stormwater Mapping Hazen and Sawyer - Sewer System Study PTRC -GIS Infrastructure Updates HydroStructures Sewer flow studies Duke's Root Control Chemically Treat Sewer Lines  Funding  for    PUBLICSAFETY  6. Continue to develop plans to improve public safety in the Town ofJ Jamestown  20    6.1  6.2  COORDINATE JOINT STAFF MEETING TO DISCUSS PLAN OF COORDINATE JOINT STAFF MEETING TO DISCUSS PLAN  SERVICE WITH PSFD (W/ ANNUAL REVIEW IN JANUARY)  OF SERVICE WITH GCSD (W/ ANNUAL REVIEW IN JANUAR'  Council to receive an Ice annual report at the January25,2022 Council Meeting Staff and Town Attorney to review current contract with Pinecroft Sedgefield Fire Department  Council to receiv annual report at the. January 25,2022 Council Meeting Staff and Town Attorney to review current contract with Guilford County Sheriff's Department  6.3  INSTALL SECURITY MEASURES AT TOWN FACILITIES (PARKS, MAINTENANCE FACILITIES, AND TOWN HALL) Council approved budget for improvements to security measures at Town Hall and other Town Facilities. Project was Staff will continue to evaluate additional security measures for  completed in 2021 other Town facilities as needed    PLANNINGAND  DEVELOPMENT  7.Implement a broad program of community planning, development,  and land management through zoning  7.1  7.2  SEEK OPPORTUNITIES FOR GRANT FUNDING FOR PEDESTRIAN AND PARKS/RECREATION FACILITIES  COMPLETE UPDATE OF THE TOWN OF JAMESTOWN'S COMPREHENSIVE PLAN ENVISION JAMESTOWN  Parksand Recreation and Planning Staff are collaborating to identify grant funding opportunities Staff met with the Regional Representative. for the Department of Parks, Recreations, and Tourism Management too discuss available grant opportunities and timelines  Council adopted Envision Jamesto comprenensive inc October 2021 Benchmark Planni worked witha Steering Committee and hosted public input sessions to create an outline the communities vision for the fut  Downtown Walking Tours Saturday October 3rd & Tuesday October 6th Registration Required: Www.Envisionlamestown.com  22    7.3  7.4  REVIEW AND UPDATE COMPREHENSIVE PEDESTRIAN TRANSPORTATION PLAN  ENHANCE CODE ENFORCEMENT CAPABILITIES THROUGHOUT JAMESTOWN TO HELP PROTECT  PROPERIYVALVES  PUBLICPAFKING  The Town of Jamestown was awarded a $50,000 Bicycle and Pedestrian Planning Grant, from NCDOT in September 2021 Toole Design was assigned as the contractor by! NC DOT Integrated Mobility Division Work on this plan will begin in early 2022  Council appro acontractwit Alliance Code Enforcement in2021 ACE: staffi identify and respond to code violations and work with citizens to resolve them ACE: staff currently spends two full daysa week working inJamestown ton respond to violations  7.5  SIABLSH/REDEFNE ORDINANCES FOR APPLICATION OF COMMERCIAL MAINTENANCE CODE IN JAMESTOWN Council approved contract with Alliance Code Enforcement Evaluate ordinance for needed changes and identified and recommended updates to include a Minimum Housing and Non-Residential Maintenance Code Currently under review and revision with an expected Council review in early 2022  (ACE) in2021    00  Town of Jamestown 301 El Main St PO Box 848 Jamestown, NC27282 wwwgamestown-ncgow (336)454-1138  0o 0    CAPITAL MPROVEMENT PROJECTS PROPOSED FISCAL YEAR 2021-2022  GENERAL FUND    Department  FY2021/22 FY2022723 540.000 (7)(8)  FY2025126 Beyond Years  und)  Totals for Operating! Budgeti Items: Plan (paving  0,000 405,000 200.000  2,487,500  200,000  Ravenel Stream  5.000  8.000 100.000  0.000  Streets Lbrary  Totalprojects $40,000, HPN other $20,000  driveway Dugouts (4)- nhouseconstuction aseball elds  Total GeneralF Fund capital Operating Budgetonly  1103838 FY202021 FY2021/22 803,178  212500 2024/25 FY2025126 5Years  $2.965.525 Total 400,000    CAPITAL IMPROVEMENT PROJECTS PROPOSED FISCAL YEAR 2021-2022  WATER AND SEWER FUND    Town of. Jamestown Capitall Improvement Program Water/Sewer Fund Jamestown's portion ofE Eastside improvements (7.692%): Odor Control Project Eastside UVS System Upgrade Pre-Heat Burner Diffusers Replacement- Eastside Eastside Expansion Riverdale Forcemain- Addti Riverdale Pump Station Expansion Phasel Riverdale Pump Station Expansion Phase Total-E Eastside /Riverdale Sewer System Improvements -slip! lining Plan/Surveyf for water liner replacments Main Street Water Line Other Water Line projects Vehicle Replacement 2Leonard buildings Skid Steer Backhoe Tractor Sewer. JetT Truck TotalF Projects, Water/Sewer Fund FUNDING SOURCE (1Operating/ /NetF Position Appropriated (2) Financing through CityoflHighF Point (3) Transfer-inf from WIS Capital Reserve Fund (4)1 Installment financing Amount unfunded Totalf forE Budget Year OPERATINGI BUDGET EFFECTS  Dept. Department Priority_ Priority Public Services CityofHP e MustDo Public Services CityofHP @ MustDo Public Services CityofHP e MustDo Public Services CityofHP e MustDo Public Services CIyOFHPO MustDo Public Services CHyofHPO MustDo Public Services CityofHP MustDo  Beyond  FY 2021/22 22,000 (1)  FY2022/23 22,000 (1) 542,400 (1) 40,000 (1) 40,000 (1) 260,000 (1) 522,762 (1) 1,227,238 1,427,162 22,000 1,249,238 200,000 200,000 70,000 (1) 35,000 200,000 (1) (1) 40,000 350,000 (1) 520,000 450,000 42,000 (1) 42,000 42,000 70,000 (1)  FY2023/24 FY2024/25 FY2025/26 5Years  Total 248,000 542,400 40,000 40,000 260,000 522,762 1,227,238 10,880,400 145,000 1,320,000 1,050,000 294,000 50,000 70,000 120,000 50,000 150,000  22,000 a  22,000 (1) 22,000 (1) 138,000 (1)  8,000,000 (2) 8,000,000  22,000 600,000 (1) 1,050,000 (1) 84,000 (1) 50,000 (1) 120,000 (1) 1,926,000 1,926,000  22,000 8,138,000  Public Services Public Services Public Services Public Services Public Services Public Services Public Services Public Services Public Services Public Services  MustDo MustDo MustDo MustDo Should Do Should Do ShouldDo ShouldDo ShouidDo Should Do  1,000,000 (1) 2,200,000 84.000 (1) 50,000 150,000  2,159,162 2,159,162  819,000 $1,981,238 819.000 1,981,238  22,000 s 9,422,000 s 16,329,400 22,000 1,422,000 8,000,000  8,329,400 8,000,000  1,926,000  2,159,162  819,000  22,000 9,422,000  16,329,400  HP- Jamestown's share ofc ownershipi ink High PointE Eastside WWTF improvements  Capital Improvement Programp proposed21-22  Printed    GOLF COURSE 5 YEAR SUMMARY OVERVIEW    Golf Course5 5years summary overview FYE 2017-2021 Golf Course Operating Revenues Greens CartRentals PullCarts Driving Range Sales-Golfs Shopl Inventory Sales-Golfs Shop Concessions GolfClubhouse RentalFees Other: Loyalty Points Redeemed Golf Course Maintenance Expenditures (before capitalo outlay) Salaries8 &E Employee Benefits Supplies8 &N Materials Contracturals Services Other Operating Expenditures (utilities, communications, etc) Golf Course Golf Shop Expendiutres (before capitalo outlay) Salaries &E Employee Benefits Supplies &N Materials Contractuals Services Other OperatingE Expenditures (utilities, Communications, etc) Nete exps <or> revb before Capital Outlay Capital Outlay GolfN Maintenance GolfShop Nete expenditures <or>r revenues GolfR RoundsF Played lnatinciingcompinmtuayp play). Badv WeatherD Days(1) Dayso closedf fora aerification, coveredg greens, COVID Golfo coursee employeesp paidd duringth ther month: Ful-timep positions Part-timehours (Definedasrain,s snow, 49degresorbelow, 95degreesor above Observations: Golfr rounds playedh havei increased3 33%.  5Year % 325,146 43.41% 153,622 38.61% 86,075 39.45% 83 32.17% 18,997 48.51% 37,823 130.93% 16,383 22.10% 40 1.57% 12,123 -100.00% 145,833 25.36% 114,993 34.52% (1,040) -0.74% 10,593 14.84% 21,287 70.59% 91,588 18.10% 121,114 58.41% (33,977) -25.91% 7,756 7.35% (3,305) -5.32% (87,725) 26.40% 4,518 4.98% 4,518 4.98% 0.00% (83,207) 19.67% 7,704. 32.56%  FYE6/30/21 FYE6/30/20 FYE6/30/19 FYE6/30/18 FYE6/30/17 Variance Variance  1,074,080 551,471 304,283 341 58,156 66,711 90,523 2,595 720,967 448,090 139,462 81,973 51,442 597,649 328,473 97,142 113,252 58,782 (244,536) 95,182 95,182 (339,718) 31,368 74 10 912  723,092 376,517 192,122 243 34,920 41,453 67,482 10,355 631,833 423,144 109,070 69,314 30,305 491,229 259,967 74,926 105,027 51,309 (399,970) 81,264 57,504 23,760 (481,234) 22,072 86 52 1,146  844,172 435,332 215,978 322 41,912 49,432 87,826 13,370 624,817 398,184 116,892 71,537 38,204 485,630 239,962 87,993 99,651 58,024 (266,275) 32,516 32,516 (298,791) 25,565 109 7 1,136  788,491 419,842 204,200 234 37,745 41,669 88,605 9,889 (13,693) 644,630 394,650 137,832 77,895 34,253 484,973 225,729 98,011 104,775 56,458 (341,112) 49,977 46,177 3,800 (391,089) 23,819 104 0 10 1,310  748,934 397,849 218,208 258 39,159 28,888 74,140 2,555 (12,123) 575,134 333,097 140,502 71,380 30,155 506,061 207,359 131,119 105,496 62,087 (332,261) 90,664 90,664 (422,925) 23,664 82 0 10 1,223  Numberc offull-time positionsi inb bothy yearsa aret thes same at: 10,V while part-time hours have beenr reducedb by2 25%. Thec operatingl loss hasb beenr reducedby2 26%;a asar rule, Municipalg golfo courses dor notr maker money- -they arec consideredt tob be amenitiest tot thec community. Personnel costsi increasedv with COLAa andn merit adjustments, asv wella asi increasedi insurance andr retiremente expenditures.  Thec othere expenditures don nots shows significant variances.    Grill Operations FYE2 2017-2021  4Year % Variance Variance (see Note) (6,531) -6.69% 1,918 (8,449). 13,896 13,482 (601) 1,015 (20,427) -244.61%  FYE6/30/21 FYE6/30/20 FYE 6/30/19  FYE6/30/18 FYE 6/30/17 97,654 88,605 9,049 89,303 48,779 2,555 37,969 8,351  Revenues: Golfs Shop Grill Golfs Shop Rental Expenditures: Salary8 &E Employee Benefit: 62,261 Grills supplies Food&B Beverage purchase Nete expendituressor> revenues  91,123 90,523 600 103,199 1,954 38,984 (12,076)  76,242 67,482 8,760 85,774 53,499 2,135 30,140 (9,532)  99,236 87,826 11,410 90,002 50,119 2,093 37,790 9,234  76,695 74,140. 2,555 76,833 38,311 1,235 37,287 (138)  2.16% -93.37% 15.56% 27.64% -23.52% 2.67%  Note: FYE 6/30/17v wasn nota af fully year of operations; thus using FYE6 6/30/181 forv variance calculations. Grill revenues have been decreaseds since COVID duet toc closures andr reduced hours, etc. Golf Shop rentalr revenue has been practically non- existents since COVID began. Grills supplies andf food & beverage expenditures have remainedf fairly consistent.  Observations:  Personnel costsi increased with COLA and merita adjustments, asv well as increasedi insurance andr retirement expenditures.