Town of Mocksville Special Meeting Budget Retreat February 10, 2024  The TownofMocksville Board ofCommissioners met fort the Special Meeting Budget Retreat on Saturday, February 10, 2024 at 8:00 a.m. in the Davie Community College Administration Building Rooms 110 & 111 located at 1205 Salisbury Road Mocksville NC. At noon, the meeting moved to the Energy United  Building located at 182 S. Clement Street Mocksville NC.  Present: Commissioners Present:  Mayor, Will Marklin Jenny Stevenson CarlLambert Justin Draughn Johnny Frye Rob Taylor  Absent: Johnny Frye  Others Present: Ken Gamble, Town Manager Emily Quance, Human Resources Director/Deputy Town Clerk Rana Gaither, Administration Specialist Lead Brian Moore, Public Services Director Frank Carter, Fire Chief Chris Vaughn, Parks and Grounds Director Terry Bralley, Davie County EDC Chuck Willis, Willis Engineering Josh Powers, Envirolink Mayor Marklin called the meeting to order. Mayor Marklin led the Pledge of Allegiance.  Jennifer Evens, Marketing and Community Development Director  Adoption of Agenda  A. motion was made by Commissioner Taylor to adopt the agenda as writlen. The motion was. seconded by  Commissioner Lambert which carried by a nanimous vote 4-0.  Board Priority Exercise - Town Manager Ken Gamble Discuss items that are really important to you for this budget year.    ZotingOrdimancyComtro. the growth PTRC work with Planning Board on Ordinances Annexation Petitions -Revise comprehensive plan Growth -How all oft this will work with the WTP Presentations to the Board  Affordable housing  Economic Development Forecast - Terry Bralley - Davie County EDC  Davie Industrial Center  FOR LEASE  PHASE II-: +500,000 Under Construction 1Q17 2023 Delivery  PHASE #I-+180,000 Build to Suit  GILDAN DRIVE, MOCKSVILLE, NC 27028  1Sspec building-Haywood Pools -15: year lease on building-private sector spent $25,000,000  Tier3 County Rated 77 out of 100 in NC Unemployment good Growth good    Davie Industrial Center  UPTO1680,000: SQUARE FEET AVAILABLE  MASTER SITE PLAN  PHASE II 4500,000SF UnderConstruction  AnterstateDIive  At thei inter-change the building going up first will be almost 3000: sq. ft. A: 297,000 sq. ft. tilt up concrete building. Ifthe buildings are already there they will come to you. Build and sale or lease one at a time. Only private sector money, no public money. All incentives are performance based.  Hire 600 people in Phase Iand) II Visited this site 2 or 3 times already  Make a membrane that goes in batteries-company from China    Davie Industrial Center SPECIFICATIONS ADDRESS CITY STATE COUNTY TOTALSF OFFICE SPACE(SF) CLEARHEIGHT BUILDING DIMENSIONS 1134'x440 COLUMN SPACING FLOOR SPECIFICATIONS 6"concrete( (4,000P PSI) DOCKDOORS DRIVE-INO DOORS TRUCKO COURT DEPTH 130 TRAILERE PARKING CARF PARKING POWER SPRINKLER: SYSTEM/ ESFR TYPE Davie Industrial Center SPECIFICATIONS INDUSTRIAL PARK NAMET Davie Industrial Center ADDRESS CITY STATE COUNTY TOTALSF SPRINKLER SYSTEM/ ESFR TYPE POWER ELECTRICAL GAS CLEAR HEIGHT CARF PARKING WATERL LINE SEWER LINE  PHASE II  +500,000: SF AVAILABLE I UNDER CONSTRUCTION  Gildano Drive Mocksville North Carolina Davle +489,960 Allowance for 7,5005 SFat $75PSF 36' 540'7534Typkay 60'0"x540" (loading) 40(expandablet to65) Two(2)- 12'x14 45spaces( (expandablet to 59) 110s spaces(expandablet to 400) 2000A AMP 3p phase 4wire 277/480y volts SWBN MFP. to ben modified asrequired  LEDf fixtures with occupancy sensors(30 at3'a above finishedf floor) Cambridge! heating ad ventilations unitsv with exhaustf fans8 & louvers 2"-T Town of Mocksville 6-1 Town of Mocksville Pledmont NaturalG Gas Energy United  LIGHTS HVAC WATERLINE SEWER LINE NATURALG GAS ELECTRICITY  spono PAEA  PHASE III +180,000 SF AVAILABLE I BUILTTO: SUIT AVAILABLE TENM MONTHSF FROML LEASE EXECUTION  Gildan Drive Mocksville North Carolina Davie +180,000 3Phase-1 1200a amp 277/480 Voltn Main Service Energy United Piedmont NaturalGas 32'N Minimum Upto5 50a auto parks 2"-T Town ofM Mocksville 6"-Town ofMocksville  PHASEIII AOXSF/RUIDTOSUT    Davie Industrial Center  GILDAN DRIVE, MOCKSVILLE, NC: 27028  DerroIL Chicago Cleveland Pittsburgh Ohio dianapolis Cinciat St Louis Louisy Wést.Virginta Nashe <noxv Atlanta  DRIVING DISTANCES Charlotte Roleigh Greenville, SC Richmond, VA Atlanta, GA Washington DC Jacksonville, FL  York  60mi 125mi City 155mi Missouri 253mi 295mi 360mi 440mi Arkansas Dallas Texas Houston Sany Antonio  Wasngton, Richmond Norfol  Mempi  Jacksonville Tampa Miami  New Orleans  150MILES 300MILES 450_MILES  Davie Industrial Center  VSA  DISTANCE FROM DAVIE INDUSTRIALCENTER TOHWV/INTERSTATE 0.6miles 14.6miles 18.0 miles 21.9 mi  Moving products from this area in a timely manner is aj plus.    FOR SALE ORLEASE BUILDING 2DELIVERING Q4: 2023  TRIWEST BUSINESS CENIER  100,000 - 1.2M SF available  New Construction, Class-Al Industrial Facilities  Bulcto-utopportuntes  Farmington Rd Mocksville, NC27028  Farmington Road it's called TRIWEST; owned by private developers (out of Mt. Airy) and you have worked with them accepting sewer coming back to Dutchman's Creek. Julia Howard got us about $1.5 million dollars to upgrade the lift station there. That was in exchange for Brakebush that you will take  down to Cooleemee. Sort ofs swapping capacity and a win for all.    Building 2 Specifications  HILETATY 40  CO  ET  TotalSF OfficeSF Configuration Loading BuldingDimensions ClearHeight Parking Column Spacing SprinklerSystem SlabT Thickness Power SaleP Price& &Lease Rate  +297,600SF Tosuit RearLoad 49D Dock Doors( (9 x10) 2DrivelnDoors (14'x16) 310'> X960 36 63trailerp positions, 197a autop positions 50x54( (60' speedbays) ESFR 7'unreinforced 2,00ampservice Pleasecallbroker  Showed building 1 time  The weakness oft the project is taking two years to get enough power to light the area up. Manufacturing requires a lot ofmegawatts and ordering supplies is a year out. A building with no power is no good. Building to close to the road -the developer saved money because oft the driveway  You need bigger set backs    140Interstate. Access  ClickHeret tol learnmore aboutl Davie County &1 TriWest Business Center'slocation  10East:03miles  140West:0Amiles  LDIN  +0.31 Milest tol I-40 +231 Milest tol-77 +26 Miles tol-85 +18 Miles tol Winston Salem +38 Miles to Greensboro +64 Miles to Charlotte +42 Miles to GSO Airport +68 Miles to CLTInt'lAirport +122 Milest tol Raleigh +125 Miles toA Asheville  ARse pe MIPTE  RUpN ALARaN  BAUE 1  ILMINGT  Mocksville is a great location, near Charlotte airport or Greensboro airport.    Boston riofNewy York ofPhiladelphia ont DC PprtofNorfolk eRaleigh  Chicag  ittsburgh  Columbu  Nashville  Charlotte eGreerinlandpot PortofWimington  Atlanta  oPorto ofCharleston Port ofSavannah Port of) Jacksonville  Port ofN Miami  Summary: 8-10: year build-out Weakness is power Create new. jobs Increase tax base Appreciate Town support SES Events -expanding Marriott (need)  Avgol finishing up will be hiring 52 more people Downtown Museum (put on your radar) Wayne Farms fully operational by July    Infrastructure - Chuck Willis- - Willis Engineering  Current Projects:  Facilities to Serve Brakebush Asset Inventory and Assessments Southpoint Pump Station and) Force Main North Elevated Tank  First project is under construction, anticipated completion this spring. AIAS are an update of our previous work completed in 2019 but with some new components and al lot more detail. Last two projects are related to continued light industrial development north ofI-40 and are in the regulatory review process  with bidding anticipated ins spring. Facilities to Serve Brakebush:  Two projects funded with a combination of CDBG, State Budget Commerce Grant, Golden Leaf  and Town Funds.  Total construction cost of $4,462,908.  Water Line is complete, pipeline complete, PS anticipated spring 2024.  Project Total -$ $4,462,908  $2,000,000- CDBG Grant  $1,091,250 - State Budget, Dept of Commerce Grant $450,000 = Golden Leaf Grant (Water Line Portion)  $921,658 - Town Funds  Legend A Pumpstation    Asset Inventory and Assessments (AIA)  $200,000 each for Water and Wastewater Update and expand previous AIA Rate Study Update Included by Raftelis Asset Management Plans  Southpoint Pump Station and Force Main - Phase 1  The two projects we are currently designing are both related to the north service area and are both funded  by direct appropriation.  Estimated Project Total - $1,640,000  $1,640,000- - State Budget Direct Appropriation (Through Davie County) Town Funds may be required, waiting on bidding in late spring    North Elevated Tank  Legend ExistingTank Future Tank Line Future Towny Waterline County Line  Rhelby  a  Estimated Project Total - $3,706,200  $3,060,000 - State Budget Direct Appropriation (Through Davie County) $300,000 - NC Office of State Budget and Management (OSMB) Grant $346,200 - Town Funds (Addt'lmay be required waiting for bidding)    Towno ofMocksville Watera ands Sewer System Capitalimprovement: Plan Project Water1 Treatment DemoardDwommisonins Water Distribution Assessment (AA-D-ARP-0088) Avgo/Drivek Woterl Line/G (Goldenleo!) NorthE ElevotedTonk! (ARPGronIF Funded) Norths ServiceA Areav Waterk Improvements Leods Servicel Linel Inventory Davie County Waters Supply! Interconnection Interstate4 40ParallelWaterline Enterprisev Way/ GildanDr. Waterl Une MadisonR Road/ US6 64V Water Line ReplacementP Program Asseth Inventory& Assessment (AA-W ARP-0087) BeorCreek PSUpgrodes/CDBG DeptofComm) Pumps StationF Renovations Southpoint Forcen Moin! (Phase2) Cooleemee ForceN MainR Replacement Sewer LineR ReplaxcementProgram WastewaterT Treatment Miscellaneous Plantr Repairs Totall Improvement Costs AauépaledGantfundins onaladimpowmericoas 5 Year CIP Projects  DRAFT  FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34  Total 500,000 200,000 450,000 3,406,200 250,000 1,000,000 2,500,000 200,000 346,759 300,000 3,401,617 1,640,000 1,500,000 4,000,000 220,000 11,878,376  500,000  100,000 100,000 450,000 241,000 1,582,600 1,582,600 500,000 500,000 500,000  50,000 50,000 50,000 50,000 50,000  300,000  2,500,000  250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,250,000  100,000 100,000 178,500 168,259  300,000 1,500,000  LeonardCreekP PSondForce Main/ COBG&L Depto/Comm) 890,000 2,511,617 SouthpointP PSond Forcel Main (Phasel 1SRP-W-ARP-0289) 175,000 907,500 557,500  250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,250,000  220,000  1,663,500 4,978,376 4,940,100 3,632,600 4,550,000 3,050,000 550,000 1,350,000 500,000 500,000 500,000 500,000 $26,714,576 220,000 920,000 800,000 1,396,200 4,550,000 3,050,000 550,000 1,350,000 500,000 500,000 500,000 500,000 14,836,200  1,443,500 4,058,376 4,140,100 2,236,400  grantond/orld loonfunded- $9,41,25010Date  North Service Area Water Improvements - Estimated $1,000,000 (Remaining Funds from OSMB  Grant)  North Elevated Tank - $300,000 Fire Pump Grant Program - $500,000  Madison Road Booster Pump Station improvements- - $200,000  Davie County Water Supply Interconnection - Estimated $500,000 (Town Funds)  601 South Booster Pump Station Improvements $300,000 Water Loss Reduction Program $100,000 SCADA Replacement - $100,000  Lead Service Line Inventory - $300,000 Funding Application Submitted (Results in Feb) Water Treatment Plant Demo and Decommissioning: - $500,000(Town Funds) Madison Road /US 64 WaterLine- - $2,500,000 (Town Funds) Cooleemee. Force Main Replacement-54,000,000(lown Funds)  Pump Station Renovations - $300,000 (Town Funds)  AIA Recommendations: - (Town Funds)    Next Steps  Take Bids on North Elevated Tank and Southpoint Phase 1 Apply for State Budget Direct Appropriations Pursue Other Grant Funding Periodically Update the Rate Model  Water and Sewer- - Josh Powers - Envirolink  Mocksville Water Treatment Plant  2023 Cost of Plant Operation = $1.81 per 1.000 gallons Three years in a row AWOP Award 2019. 2020.2021  Mocksville WTP2024-2025 Proposed FBY 2023-2024/ Actual 7,020.66  Pecentages Increased or 12.5% 10.0% 4.0% -37.4% 1.9% #DIV/O! -0.10%  2024-2025 Proposed! budget Decrease $ 13,500.00 $ 275,000.00 5 394,668.00 $ 72,000.00 $ 30,250.00 785,418.00  GLAccount Linel Item! Destritpion amAB/sdznspu3 Percent %  Comments 58.5% 48.7% Towna added 30-8100- 4501t tot this GLa account 49.09linei item. 61,975 53.9% 9,874.79 33.2% 0.00 #DM/O!  30-8100-3200 labA Analysis 30-8100-3500 Chemicals  $ 12,000.00 $-250,00.00 121,665.86  30-8100-4500 ContractedSerWTP PLTE Enviro $ 379,488.00 185,993.70 30-8100-4530 WTPS Sludge Removal 30-8100-4540 WTPE Equipment & Repairs $ 29,700.00 30-8100-4550 CIPP Project Requestl Items  $115,000.00 0.00 $786,188.00  Finished Water Pumped increased by 8.6% from 2022 to 2023 Mocksville WTP-2024-2025 Budget Details Lab Analysis $13,500 Chemicals $275,000  Contracted SER WT PLT Envirolink $394,668.00 Water Plant Sludge Removal $72,000 WTP Equipment & Repairs $30,250 CIP Project Request Items $0  Total Projected Budget 2024-2025 $785,418.00- -10% Decrease    Dutchman Creek WWTP  2023 Cost of Plant Operation = $3.17 per 1,000 gallons  Dutchman Creek WWTP 2024-2025 Proposed FBY  Percentage% Increased or 0.0% -7.5% 4.0% 200.49 20.0% 159.65%  2023-2024A Actual 4,001.67 $167,600.00 61,837.22  2024-2025 Decreasef from 23- Proposed! budget 24FBY 13,000.00 $ 155,000.00 $ 300,964.00  GLAccount Line Item Descritpion 2023-2024F FBY/aso of12/28/2023 Percent %  Comments 30.8% 36.9% Towna added 30-8110- 4506t tot this Gla account 49.49linei item. EMA quote Recommedation of aerationb basin & Contact Annual operationalCost 65.2%propsed  30-8110-3200 LabA Analysis/Equip Repairs $ 13,000.00  30-8110-3500 Chemicals  30-8110-4505 Contract Ser SWF PLT-Enviro $289,388.00 142,818.78  30-8110-5025 SludgeProgram 30-8110-5025 Sludge Program  $ $175,000.00 114,170.78 644,988.00  0.00 #DI/O! chamber.  350,750.00 210,000.00 1,029,714.00  Influent Wastewater flows increased by 0.3% from 2022 to 2023 Dutchman WWTP -2 2024-2025 Budget Details Lab Analysis/Equip Repairs $13,000 Chemicals $155,000 Contracted SER WT PLT Envirolink $300,964.00 Sludge Program $210,000 Sludge Program Project $350,750  Total Projected. Budget 2024-2025 1,029,714-59.639 Increase  Board Priority Exercise - Town Manager Ken Gamble  FY24-25 Commissioner Non-Profit Budget Priorities What funding do you think should be provided?  Please Rank These Priorities with 1 Being the Most Important and 31 Being the Least  Important Non-Profit Arts Council Cognition Yveddi  FY23-24 Funding  FY24-25 Request  %1 to Fund  $10,000 $10,000 $7,500  $27,000 $15,000 $10,000    FY2024-25 Commissioner Budget Priorities  Please Rank These Priorities with 1 Being the Most Important and 15 Being the Least Important  Identify and Fund New Sidewalk Projects - $2000 to Replace 6'W: X I0'L Section Complete Downtown Streetscape & Wayfinding Sign Projects Attract & Retain High Quality Employees Increase Unassigned Fund Balance Maintain Property Tax Rate at 290 per $100 Update 2019 Comprehensive Land Use Plan Identify Ways to Support & Promote Workforce Housing Identify and Invest inl Permanent Home for Downtown Farmer's Market Update Mocksville Zoning Ordinance Identify and Purchase Land for Future Satellite Fire Station Financially Support Local Non-Profits Replace Failing LeafTruck w/ Refurbished Unit $178,000  Increase Funding for Street Paving $283,000 tol Mill and Resurface 1 Mile (5,280 ft) Invest Additional Funds tol Enhance Appearance of Wilkesboro Roundabout Order Replacement for Engine 2-$1,089,980 (3 Years until Delivery & Payment)  Strategic Planning Update - Town Manager Ken Gamble  Vision Statement:  The Town of Mocksville will effectively balance its historic roots and values with the need to revitalize, renew and modernize the Town oft the benefit ofall its citizens. The Town will become a leading destination for safe and sustainable residential, commercial and industrial development with a vibrant  downtown district. Mission Statement: Values Statement: committed to these shared values.  The Town of Mocksville provides essential services for the health, safety and well-being of the community, which enhances our commercial, residential and industrial growth.  Consistent with our fundamental beliefs that guide our behavior and actions, the Town ofMocksvillei is  Values:  Strategic, Ethical, Respect, Vision, Integrity, Community and Excellence  Mid-Year Update: FY23-24 Progress: Completed -3 35%  FY23-24. Action Items - 120 (assigned to all) 48 Goals In-Progress - 65% (single year projects) In-Complete -4% (action items that doi not happen) Multi-Year 68% (track over time)    Tied to performance measures and being accountable.  Manager Strategic Goals:  SitraiegtonMinke investments impersomel, equipment, facilities and programs thate enhance Mlackuille-hpllonlef: publies safely. FocusA Area: Communitys Safety &Appearance Objectives Collaboratewith Meetv with DCSO Town) Manager ouro community andcommunity partners andthe partnersto DavieCounty detemine SheriffsOficeto community cultivatea community- policing philosophys withan toidentifya and emphasison building" organic" performance partnershipsand metrics. unique approaches tometo community needs; ande lensure lawe enforcement personnela are visiblea anda ableto interacty with residents, visitors andbusiness ownersona regularbasis.  ActionI Items AssignedTo Progress  Public Safety  50% 25%  needs. Determinetools Town) Manager anddataneeded track  WorkwithN NCF Fire Determine FireDepartment ChiefConsultingto Future Staffing Human  conducta comprehensivefire needss study. 13  Needs Resources NCFCC Determine Firel Department Future NCFCC Apparatus and Equipment Needs Review findings FireDepartment andi incorporate Town! Manager intos strategic NCFCC plan. determinea area wouldl besti meet growtha and responset time needs.  100% 100% 100%  Public Safety  Investi inj planning Contract! NCFCC Town) Manager ando development toconducta ofFires Station* #2 studyto topreparef for futurer residential ofTownw wherea 1.4 grouth,e enhance new/ /central rescue response fires station andi improve emergency readiness.  100%  North Carolinal Fire Chief Consulting  The study is telling us the apparatus needs replacing.    lenify imnovatimeand minorlychurhes. rephie appoahesto Luther KngD Day, Back engage communities eventst thate engage thatar are 22 taditonaly communites. undersered demtift new  Quretly meiseterto Tomn) Namager 608 Patiapaeinl Matin Town) Namager Hisoy! Montha ando lother undeisenved  Community Engagement  60%  Towm) Mmager  oppotumitesfor engasngu underserved commmnitestnongh atendanceofNaional Guclegue! Al-America Avaris.  100%  Strategic Goal 3:1 Plan, maintain, andi investin sustainable: andi resilienti infrastructure. Focus Area: Responsible&E BalancedGrowth  Responsible & Balanced Growth AIA Grants  Assigned Progress To PublicV Works  Objectives Useti the Water& Updatel Water8 & Sewer PublicW Works Sewer Asset Inventorya and Assessment Plans. Assessment Planst to annually update annually. theCapital Improvement Capital Improvement Plan, set policies Plantoer ensurei itreflects &prionrities, 3.1 develop investment8 & funding strategies, for sustainability andefficiently maintaininga and enhancingthe Town'swater& sewer infrastmechmp.  Action] Items Asset Inventory and Engineer Update Capital Improvement Plan Engineer Reviewa annual updateto Town Manager strategicg goals.  80% 100%  60%    Controloo lcsts Monitoro constructioni for DweOautiy andimpure rgonal Water efidencies through water& andu updatel Baando 0n seeppat progres. 32 parnenslips Monitor construction on Eagner Mithl Davie Counly Utlities divesionp poatta and  Uilites  20%  Responsible & Balanced Growth Partnerships  Treatment Panty paet Tounl Namger  Brakebushsewer uplte Baandon progres. Derelopl Interloal Eagmer Agrementt toGovem Towm) Manager Waer&Sewerk Relaled Piontes /Pnoesses nathl DaveCounty  Towm) Manager 90%  38  Working on the interlocal agreement with DC on the WTP and Town Attorney will need to be involved.  The WTP is scheduled for. June 2026.  Supporta an  Work withl Davie0 Counly Town! Manager  eficienta and Parks priatep propetty connectedlocal owners andNCDOTto andi regional explore feasibiliyof multi-modal transportation greenvway system. systemthrough Worki with Northl West Townl Manager engagement on Piedmont Rural projeds. 35  30%  Responsible & Balanced Growth Economic Development  interconneded  PanningOrganization (NWRPO),NCDOT: and others stakeholderson derelopingr projedsfor 20242093fuming gde. Identify oppartunitesto Town! Manager improveinfrastrudur systemst through economic development process.  50%  100%    StrategicGoal. 4: Supportl landi usc planning: and policiest that providef fors sustainable growth while balancings small town characteristics. Focus Area: Responsible&E Balanced Growth  Responsible & Balanced Growth Land Use  Objectives Use2019 Mocksville Comprehensive development rules. Plan(MCP)to Ensurel MCPisupdated Town) Manager encourage managedgrowth 4.1 compatibles with theTown's character, surroundingl land uses,a available infrastructure ands services. Determinel long- Commission term trendsf for demographicss studyand 4.2 population, housinga and infrastructure. MCPa asappropriate.  Action) Items Useplant tog guide Town! Manager changest toz zoning and in2024.  AssignedTo Progress  50%  10%  Town! Manager  incorporate findings intos strategicy plana and  100%  Gettingag quote to update the comprehension plan.  Strategic Goal 5: Recruit new industries; facilitate the expansion of exisling industries; and support the development ofi news small and mid-sized businesses tof fill current and future employment: and retail needs. Focus Area: Economicl Development Objectives Collaborateto Work with Davie providea adequate County, North! West water, sewer and Piedmont Rural roado capacity withini Town municipallimits other stakeholders on &extra- tenitorial jurisdiction (ETJ)a and within cycle. 5.1 Primary and Secondary growth areasa as impactsofy Water identifiedbyt the Treatment] Plant Davie County Comprehensive NCDEQAsset) Inventory Plan.  Economic Development Infrastructure  Action) Items Planning Organization (NWRPO), NCDOTand developing transportation; projects for2 2024-2033 funding Updatewater model, Publicl Works systemi needsa and Engineer partnershipa aspatof andA Assessmentg grant. Identifys strategic water Public Works andsewery projectst that Engineer Mocksvillecan collaborate withl Davie County to complete.  Assigned" To Progress Town Manager  50%  75% 100%  WHATI YOURS IS STREET? UNDER    Pursuesite- readiness 52 boostt the theT Town's Facilitate strategic investmentsin developersn withp projects thel Mocksville intheopportunity; zone. 53 Opportunity Zonee eastofUS 158a andl US601 South.  Supporti infrastrucure Town) Manager upgradest tos sitesw with  programs and then mosts significant infrastructure impactt to) Mocksille's investmentsto economicf future. attractivenessof expettiset through our strategies sites. DavieCounly Economic  60%  Economic Development Sites  Provides supporta and Town Manager membershipinthe Development Commission (EDC). Worki withE EDCto Town! Manager connecti interested  60%  60%  Strategic6onl7 Keepteamp-iortrvo romomiedevdlomment. Focus Area: Economic. Development Objectives Proactively engagewiththe includingi websites, social Community Davie County media, traditional media, Development Chamberof Commerce, Davie County social networksto Economic Development 7.1 Commission (EDC), and others strategic business partnersto promotet the advantagesa and opportunitiesof doing business inMocksville. Attract business Identify existing partners that business partners and supporta amateur suppliers through! EDC. sports, 7:2 hospitality and Davie County Parksto leisure tourism promote community activities.  Economic Development Partnerships  Action Items Fully utilize resources Town! Manager DavieC County Blog, word ofmoutha andb business& promote! Mocksvillea and Davie County.  Assigned To Progress  100%  Town Manager 60%  Work with EDC and Town! Manager assets and collaborateon mutually beneficial projects.  30%    Economic Development Partnerships  Connect strategic 73 facilitate advanced demand.  Identifys advanced manufacturinga and developersthrough professional  Town Manager  60%  partnersint the aviation ast recruiting deveopment prioritiesthroughl EDC. community that Engages stakeholders and Town Manager manufacturing organizations, existing ands aviationt to relationshipsand supportg growing nehvorkingevents.  60%  Establisha fundings strategy withl Davie County toa advance priority park and stakeholders and greenway 9.2 investments, including opportunitiesto incorporatei iti intot the leverage public- Capitall Improvement private partnerships. Aligns with regional planning fundedb by! Northl West Parks &Grounds ando connectivity Piedmont Rural goalst to enhance Planning Organization competitiveness (NWRPO)toe explore ina applyingf for greenway connectors grantsf from regional, county, Park. state, andf federal Work with) Davie Town) Manager 9-3 sourcesf for greenway and park developient fundings support. ando other  Explore partnerships Town! Manager Parks, community businesses. Createafunding Town! Manager strategy and Plan.  30% 10%  Parks & Recreation Fiscal Sustainability  Usef feasibilitys study Town) Manager  75%  toI Davie Community County, Noth! West Parks &Grounds 50% Piedmont Rural Planning Organization (NWRPO), NCDOT stakeholders on developing greenway, trailo or bicydlep projects fors submission during the 2024-2033 fimdino rvele    Strategic Goal 1:1 Leverage technology and innovativeb business approachest to cnhance customer serviceandi improvebusiness efficiencics. Focus Area: Organizational Excellence Objectives Identifybest practicesf for data promising" "Smart andt technologyto City' initiativest that improve 113 operational efficiencies and ofMocksville. information sharing with residents.  Organizational Excellence Technology  Action Items Identify ther most Town) Manager worki wellf for communities thes size  AssignedTo Progress  25%  Strategic Goal 12:1 Expand community engagement. Focus Area: Organizational Excellence  Organizational Excellence Community Engagement  Objectives Promote Mocksville's mission, vision Valuesony website, andy values through consistent branding. 12.2  ActionItems Unveil newl Mocksyille Town! Manager Mission, Vision and socialr media and traditional media. Establisho consistent TownClerk brandinga across mediums and materials. Holdq quarterly discussionsl basedon our S.E.RV.I.C.E valuest tiedto improving Town operations.  AssignedTo Progres:  100% 100% 60%  AIII Departments  FY24-25 Priorities    Incorporate Study, Data Into Strategic and Capital Improvement Pavement & Sidewalk Survey Asset Inventory & Assessment for Water & Sewer Water System Inferconnection Fire Needs Update 2019 Comprehensive Plan A Zoning Ordinance Review Seek Public Input for EU Properly, Use & Roundabout Enhancement Identify & Purchase Properly for  FY24-25  Plans  Strategic Priorities  Station 2  2 IMPORTANCE  How can we afford this?  Board Exercise How to Fund Priorities  Basic Information 1C Generates - $111,311 FY23-24 Tax Base $111,311 = $38,383,103in Tax Base Value    Funding Through Tax Base Growth New Fire Station & Apparatus  Estimated Building & Equipment Cost - $12,000,000  $863,352 Annual Debt Service Payment Estimated Personnel Cost - Minimum Tax Base Growth Needed - $435,638,620  $400,000  Grow: and pay as we go.  Funding Through Tax Increase New Fire Station & Apparatus  Estimated Building & Equipment Cost - $12,000,000  $863,352 Annual Debt Service Payment  Estimated Personnel Cost - Minimum Tax Increase Needed - 11%2C  $400,000    Residential 500 Approved $137,500,000 (Est.$275,000)  Estimated Tax Base Growth  3 Years  $398,750 Tax Revenue  Industrial  Permitted Projects $ $240,000,000  $696,000 Tax Revenue  Administration - Lynn Trivette and Rana Gaither  Strategic Goals: FY 23-24  Strategic Goal 2: Provided a parks and recreation model withs sustainable financial cost recovery policies.  Focus/ Area: Healthy and Active community Objectives Analyze the cost ofs service for functional areas and developa a 2.1 policy for cost  Action Items  Assigned To Finance Parks & Grounds Finance Parks & Grounds Finance Parks & Grounds  Progress 50% 50% 50%  Ensuref fees paid ande equity provided are accurately Annually determine cost ratio by dividing total fees collected and/or equity provided byt the cost of Develop cost recovery goals and make fee recommendations.  a documented and tracked.  recovery goals. b maintaining the facility providing the program.  Strategic Goals at time to review and always a working progress.  Chris and I work together on these goals and this allows us to make fee recommendations during FY23-24 Current budget year "Shop Building Maint" and "Shelter Building Maint" was separated to track expenses on the shelters; Town Residents receive 50% refund on shelter rentals instead of 100%; the rental oft the shelters was increased from $50 to $60 (4 hours or less) and We hope these current revisions are helping with overhead cost to maintain the park but Chris and Ireally need a full year to review the data. We are planning to review in April/May.  the budget process.  $100 to $120 (all day)    Parks Graph FY23-24  Baseball  Shelter Refunds Deposit Refund 51,354 SoftballC Contracts $680  $1,143 Shelters Utilities- Baseball 53,542 Utilitiess  ESano  Baxebal/Contracts $1,870 SoftballREY. $1,602 Baseball Rev. $1,648 Shelterl Fennis Rev. 54,668 OUtilities Shelters Shelter a Building Maint. OBaseball Revenue OSoftball Contract Revenue OShelter Refunds  Shelter Maint- aBuilding $1,144 penditures $15,602  otal Refunds Total Revenue xpenditures VS Revenue  -$1,954 $7,573 -$9,984  Baseballa SoftballMaint, 59,038 DUtilities Softball aShelter/Tennb Revenue OBaseball Contract Revenue DBaseball Refunds  OUtitities Baseball Baseball BS Softball Maint. USoftball Revenue  This graph is for the current year and covers July through January. health, operational efficiency and resource management.  This graph helps Parks & Grounds monitor various performance metrics. With the graph, at a glance, Chris can analyze revenue versus overhead costs which is crucial to assess financial All of the green slices represent revenue, all other colors are expenses, and currently expenses outweigh revenue. Do not let the numbers be misleading because it is still early in the year.  Strategic Goal 3: As an employer of choice, we will retain, and recruit al highly skilled workforce.  Focus Area: Organizational Excellence Objectives Invest ine employee professional growth and development through continuous training, 3.1 certifications, education, and professional accreditation.  Action Items  Assigned To Public Services  Progress 0% 100% 50%  Manage career ladder to ensure: staff receive Human Resources opportunities for financial growth and a professional development. Report progress Parks a Grounds Identify training, certifications and education All b essential for delivery of services ands staff Departments Set and review development goals annually All during performance evaluation.  annually. growth.  Departments  Education and Training budget line item has increased and will continue along this path because we are in the "working process" toi improve performance, retain the talent and adapt to all the changing needs. Knowing all ofyou pretty well It think you agree investing in your employees within the organization is  the best way to ensure the town continues to evolve.    Finance Director Succession Planning  FY23-24 Date April8-12, 2023  Course Program)A April8 B-12,2024  Progress Completed Scheduled Inprogress  TIe  November 29-30, 2023 Internal Controls (SOG) Summer, Fall,Spring Associate's Degree Business Administration  Elfective Supervisory Management! ProgramA April2 2024 (FOCertification  FY24-25 Date TBD TBD FY25-26 Date TBD TBD Summer  Course Certification! Program) Course Leadership Davie 2026  Progress Inprogress Progress InP Progress  Governmental/ Accounting andF Financial Reporting (FO Certification Program) Budgeting inl Local Government: and Capital Financingi inl Local Government (FO  Summer, Fall, Spring Associate's Degree Business Administration  Cash Management andi Investment ofPublic Funds (FO Certification! Program) Finance Officer Exams- 4Partstot thes exam- Certified Finance Officer Associate's Degree Business Administration:/ Anticipated Graduation December  Current: FY 23-24 is right on schedule; Internal Controls has been completed with the SOG. April will be the second class pertaining tol Finance Officer Certification Program and this will FY 24-25 Leadershipl Davie skips a year SO this will: roll over until FY25-26 FY 25-26 is planned and II look forward to sharing with you the continued results.  help our LEAD designee.  Assistant Town Manager/Clerk Succession Planning  EY23-24 Date Selfs Study FY24-25 Date August1 11- 16,2 2024 TBD October 21-25,2024 Municipal Clerk School Summer, Fall, Spring Bachelor's Degree Business Administration February? 20251 TBD SHRM Certification- Selfs Study- Exam  Course  Progress Inprogress Inp progress inprogress Progress  SEAne  Februaryi 11-16, 2024 Municipal Clerk School May 12-May 17,2024 Municipal Clerk School Summer, Spring Bachelor's Degree Business Administration  SHRM Certification- Selfs Study Course Municipal Clerk School  Y25-26 Date TBD  Course Master Clerks' Academyl8!! Rotary President  Progress  TBD- October-N May Municipala ando County Administration Summer, Fall, Spring Bachelor'sD DegreeE Business Administration  FY23-24 is right on schedule; Municipal Clerk School starts this week and continues through FY  24-25 which will result in being (NC Certified).    FY24-25 A certification is planned for "Society ofHuman Resource Management (SHRM). This not only increases self-confidence but will also make an individual reliable in the eyes of other FY25-26 preparation for Municipal and County Administration classes, Clerk Conferences for continuing education credits to obtain (Municipal Master Clerk Certification) and development  HR professionals. for Rotary President.  Strategic Goal 3: As an employer of choice, we will retain and recruit al highly skilled workforce.  Focus Area: Organizational Excellence 3.6 Create and maintaina a safe working environment for staff.  a b C d  No preventable accidents. safety violations.  All Departments Departments  50% 50% 25% 100%  No employee injuries resulting from All Update asset management plan and All replacement: schedule for equipment. Departments Ensuref facilities are attractive and well AlL Departments  maintained.  Facility improvements always something to fix even a door handle.  Idecided toj present (1) capital project this year but to budget for a few facility projects that need  attention.  1. Install new lattice brick wall sO the AC's can breathe. This was recommended by our AC vendor. The brick wall can be seen from the parking lot and back entrance sO the lattice brick 3. We needed 41 blinds for the downstairs unit and 3 for the stairwell so the entire town hall could be in uniform (from thei inside and outside). Parks and Grounds was able to help me  wall will enhance the look. (Quote $6,800) and this project is already completed.  2. Minor kitchen upgrades.  4. Lobby upgrades. Capital Project FY24-25  FY24-25 Pavers Phase III (the rest ofClement Street and turn right down Water Street) (this  includes removing the tree and stump)  $26,160    Strategic Goal 4:1 Leverage technology and innovativel business approaches to enhance customers service and  improvel business efficiencies. Focus Arca:OrganizAtionall Excellence Objectives Create and apply data- driven decision-making tools, including performance 4.1 management benchmarking, and to enhance strategic and daily service delivery management.  Action Items  Assigned To Finance  Progress 50% 50%  Review and adjust operations as needed based onr meter reading accuracy standards Public Services a (MEASURES) during the year. Reviewi inactive and' "zero" use meters to Finance determine if replacement or further investigation is needed.  Public Services  August Billing Cycle 29707 Total Reads  October Billing Cycle 2989 Total Reads 20% 80% 95TotalRereads DHOFI INCORRECTF REREADS CHOF CORRECT REREADS  December Billing Cycle 3099 Total Reads 14% 86% 1141 TotalR Rereads #OFI INCORRECT REREADS HOF CORRECTF REREADS  28%  72% 50T TotalR Rereads HOFI INCORRECTF REREADS #OF CORRECTREREADS  Strategic Goal 4.la - pertains to adjusting operations as needed based on meter reading accuracy. Here you see a graph of the information provided by monitoring rereads. Water meters are crucial for measuring water consumption accurately. The information provided in this graph are total number ofreads, how many rereads were requested and the percentage ofhow many reads were truly incorrect. Monitoring rereads informs Brian how operations are going and allows him to adjust to make the best of his team. High reread rates coupled with al low percentage of accuracy would indicate the need fori improvements int the meter reading process. This is essential in identifying and addressing the route causes of errors. Reducing the need for rereads minimizes unnecessary visits to residences and saves on overhead from unnecessary trips. Strategic Goal 4.1b- Water meter accuracy is vital for fair billing and efficient resource management. Our consumption spreadsheet helped toi identify meters: Registering zero consumption - these meters were changed out are: now registering consumption. Changing out meters that are registering zero insures we: are billing for water Meters that were over-read or under-read Over-read meters can lead to overbilling customers and under-read meters underestimates consumption resulting in under billing. Meters with possible leaks - Noting meters that possibly have al leak helps to be proactive in informing the customer of issues before they get too bad and lead to an astronomical bill.  usage and receiving revenue for services provided    Meters to watch - Meters that seem to not be working properly and may need to be changed in Vacant Locations - This helps us differentiate between 0 read meters that need tol be changed Also included in efficient resource management is watching for usage on inactive accounts. By monitoring inactive or meters marked vacant, we can identify instances where water is still being consumed even though the meter is officially inactive. This helps in detecting leaks or unauthorized usage, preventing revenue losses that might occur due to unaccounted water Applying data driven decision-making tools enhance strategic and daily service delivery which are  the near future. and those that do not.  consumption.  reflected inl less overhead and accurate revenue reporting.  iszclbibticeniz engagement. Focus Arsar:Organtrzational Excellence Objectives Expand reach and messages across various communication 5.1 platforms such as print, socialr media, website, and other public engagement formats.  Action Items  Assigned To Progress Town Clerk All Departments 50% Town Clerk Community Development  Prepare public meeting recording and best practices. Begin recording meetings for public access by May 2024. Regularly update social media. Regularly update website.  integration oft town a distribution policy and procedures based on  25%  50% 50%  Use billi inserts when message saturationi is AlLI Departments  d important. Promote Mocksville's mission, visiona and values through consistent branding. 5.2  Establish consistent branding across mediums Town Clerk Hold quarterly discussions basedo on our All S.E.R.V.I.C.E values tied toi improving Town Departments 50%  and materials. operations. Branding- Shirts  100%  Iam currently practicing "recording" on YouTube SO we can go "live" inl May for the Board meetings.  We wear our values proudly!!  Strategie Service    Big Focus- -Internal Controls  The mechanisms, rules, and procedures implemented by a company to ensure the integrity of financial  and accounting information, promote accountability, and prevent fraud.  First of all not aj problem in Mocksville but it is happening in our NC cities and Local So one weekend! Ihappen to be searching for a Netflix documentary and ran across a title "All The Queens Horses" and don'teven know why Ic click on it because Iam not al horse person but So on the next slide I have a short one minute video based on a true story about Rita Crundwell (Finance Director) for the Town ofDixon (Illinois). "How could one woman steal $53 million She was sentenced to 19 years inj prison for stealing more than $53 million. The crime went on record as the largest municipal fraud in US history.  Government Commission is CRACKING down. when it said MUNICIPALITY it caught my interest. without anyone noticing"? Watch on Netflix.  Twenty years before being discovered.  This true story shines an unflattering spotlight on the accounting profession and the role of the The Town of Dixon sued its auditors, accountants and' bank, settling their claim against them Ifyoul have time watch it! implemented this "story" into my administration development and  audit. for $40 million.  Ken and staff have already watched it.  The fraud triangle states that "individuals are motivated to commit fraud when three elements come together: (1) some kind of perceived pressure, (2): some perceived opportunity, and (3) some way to rationalize the fraud as not being inconsistent with one's values." Benefits ofthe fraud triangle: The fraud triangle can help in designing and assessing internal controls. It highlights what strategies need to be implemented toj protect the corporation from. fraudulent activities. Employers need to have policies that are enforced and explain what happens This is why Policies and Procedures come before you to take action on and why we are always in the loop with ongoing revisions sO we can stay obedient. We are working on revising some  in the case ofay violation. finance polices currently.  Fraud Perpetrator Protile  Intellgenty/management Majority off frauds are committedby men.  Hardworking Longtime employees Most are married Under stress Meatonafcenfed  Manageriale employees are 16t times more! likelyto commitf fraudt thann nonn manageriale employees. Marriede employees committ thes greatest numberof frauds andc causet the! highest median! losses, Long! time, hardy workers arrive early. andy workl late.    Employee Red Flags  Unexplained increasesi inv wealth Always appears busy or overwhelmed Close employee association with vendor ord contractor Never takesa a vacation Unwilling tos share duties Lack oft transparency  E)  OUNCIE  Read red flags:  Ihave actually caught two individuals; two different companies; one was embezzlement (unwilling to share duties) and the other one stealing merchandise (always appears busy or overwhelmed) and both were prosecuted. I had one attempt in the other town Iworked for (close employee association with vendor or contactor) and was found by pre-auditing invoices and caught before the fraud could take place. Itl happens sO never say never and do not be afraid to ask questions and talk with someone ifyou suspect The Integrity triangle emphasizes the values that encourage people to do what is right. This is what I teach and believe in. My door is always opent to share with anyone and any concerns they might have.  anything.  Average Annualized Yield  6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00%  MMAAAAA  --Skyline -Capital Management  As you most likely remember interest rates plunged in FY20-21 because of the Coronavirus pandemic. July of2022 I began watching the interest rates with Capital Management creep! back up. In October heading toward 3% and a phone call with Capital Management the clock was ticking and time to invest.    Ihave funds 10 and 30i invested int three accounts and over a 15-month span we go from 2.94%1 to 5.26%.  Looks like this trend will continue on into the new budget year.  Fund 10 FY20-21 $683 FY21-22 $6,864 FY22-23 $238,125 FY23-24-1 six months $255,950  Fund3 30 FY20-21 $152 FY21-22 $1,237 FY22-23 $20,409 FY23-24-1 six months $16,735  Human Resources - Emily Quance  Strategic Goals: FY 24-25 Recruitment Retention Health and' Wellness Safety Employee Development Succession Planning Employee Relations  Recruitment  Goal: Attract qualified candidates for open positions  Current open positions: - Full-Time Firefighters Part-Time Firefighters Staffing Challenges Full-Time Firefighters Full-Time Public Services Technicians New Fire Schedule Rotation (3/4schedule) Junior Firefighter Program High School Programs Basic Fire Academy Internships  Solutions:    Recruit using social media and continue to direct outreach to more diverse parts oft the  community.  Career Fairs (HS and College) Social Media Job Blogs/Boards Indeed Newspaper Word- of-mouth  Streamlined application and hiring process  Simple/easy to apply forj jobs (online, paper, QR code) Expand applicant pool by removing unnecessary requirements  Proposed: Employee Referral Program who completes the probationary period. Firefighter Public Services Technician  Employee will receive $250 for referring a candidate for the following full-time positions  Proposed: Tent and' Tablecloth with Town Logo Create professional public image  Cost: $900  Mlocksss  Town of Mocksville  APRS    Retain Employees  Goal: Tol keep productive, talented workers and reduce turnover  Benefitsofretaining employees: Costl Reduction Morale Improvement Experienced Employees Better Customer Experience Retention Goal: 90% or higher - FY21-22: 79% FY22-23: 85%  FY23-24: 89% (July - December only) Turnover Rate Goal: 10% or less - FY21-22:29% FY22-23:25%  FY23-24: 15% (July-December only)  Health and Wellness  Lunch & Learns Series/Guest Speakers Health and Wellness Work Shops Stress Management, Exercise, Nutrition, etc.  Cost: $2500 Vaccines Clinics Flu' Vaccine Cost: $350 Employee Assistance Program - Counseling Service Promote Healthy Work-Life Balance  Safety First  Track Workplace Accidents and Injuries  Prevention Investigation  Employee Development  Succession planning essential to ensure key roles do not go unfilled  Identify key positions    Developat training plan  Preparing employees for possible future roles through training  Employee Relations  Measure employee-employer relationship:  Employee Feedback and Suggestions Track Complaints and Grievances Track Turnover and Retention Rates Performance and Productivity Levels  Cost ofLiving Adjustments (COLA)  Inflation VS. Cost of Living 5) Year Trend - INFLATION- 19.10% TOWN COLA = 16% DIFFERENCE = 3.1%  AVERAGEUS 1.8 1.2 4.7 8 3.4 19.10%  Year 2019 2020 2021 2022 2023 5Year Total  INFLATION% TOWNCOLA%  2 2 2 5 5 16%  Proposed Cost of Living Adjustment  Looking back: the Town has been fair.  The last 5 years tells us that the COLA given by  Current situation:  2023 12-month average inflation rate was 3.4%  Based on the information provided: 3% COLA is recommended for 2024    RETENTION BONUS  Currently: Retention Rate Below Goal Proposed: Retention Bonus Expectations" for FY24-25 evaluation period.  2% Retention Bonus to be applied to FullTime employees rated "Meets Bonus to be provided at the end of the budget year (hne 2025)  Strategic Goals: FY 23-24  Strategic Goali 1: Makei investments inj personnel, equipment, facilities: and programs that  enhancel Mocksvilleshighl levelofpublics safety. Focus Area: Community Safety &Appearance  Objectives  Action) Items  AssignedTo NCFCC  Progress 100%  Work withl NCI Firec Chief Consultingt toc conducta comprehensive firer needs study. 1.1  Determinel Future Firel Department Staffing Needs Human! Resources  a  Strategic Goal2 2: Asane employer ofchoice, wey willy retaina andi recruita ahighlys skilled workforce.  Focus Area: Organizational Excellence Objectives Investi ine employee professionals growth andd development through continuous training, certifications, education, and professional 2.1 accreditation.  Action Items  Assigned To  Progress 60% 100% 60% 50% 50%  Managec career laddert toensure Human Resources staffr receivec opportunitiesf for Public Services financialg grovth andp professional Parks8 Grounds development. Reportp progress annually. Identify training, certifications and Al education essentialf for deliveryof Departments services ands staffg growth. Setandreview development goals All annuallyd during performance Departments evaluation. Developh healtha andy wellness Human! Resources program. Developc career ladderfor Administrationl lines staff.  Providec competitive pay: andE benefitst that 2.2 retainsa andre recruits top talent.  b  Human Resources TownClerk    Expande employee diversitya andi inclusion.  Improver recruitingt through useof Human! Resources socialr media andd directo outreachto more diversepartsofthe community. Promotei internship opportunities Humanl Resources withl Daviel Highs Schoola andI Davie County Community Collegea and Townd departments. Identify andr recommende effective Human! Resources practices for implementationin FY2023-24.  100%  2.3  100%  b  Enhancer recruitment tools, incentives, and/or benefitst to attracta skilledy workforcei in difficultt tof fllp positions. 2.4  50%  Trackd department & staffy performance and used datat tor make informed changes.  Createa an annual reports witht the Human) Resources goalo ofe establishinga rolling five- year datas sette tot tracki recruiting, retention, longevitys andt turnover numbers. Goals willben nationally recognized bests standards. Create ana annualr report ona allstaff Human Resources vehicle accidents witho causes and policy recommendations. Createa ana annualr report ona alls staff Human Resources injuriesy witho causesa andy policy/ procedure recommendations. Nop preventablea accidents. Noe employeei injuries resulting from All safety violations. Updatea assetr management plana and Al replacement: schedulef for equipment.  50%  2.5  50% 50% 60% 60% 25%  Createa andi maintaina safey working environment! fors staff. 2.6  Al Departments Departments Departments  b  Marketing and Community Development - Jennifer Evens  Community Development operates within 4 divisions:  Town of Mocksville Mocksville Tourism Historical Davie, Inc. Main Street Program Design  Attractive Streetscape  Revitalization & Maintain Historical Buildings Creating Designations Through Wayfinding Signage    Organization  Merchants, Services, Businesses Government Volunteers Promotions Tourism  Retail, Services and Restaurants Town Services (Website and Social Media)  Economics  Key Destinations (i.e., Murals, Cognition, Brock Performance Center, Community Park, Library)  Downtown Business Growth Downtown Residential Growth  Advertising and Printing  Last year, the budget for advertising was $200. We are organizing and re-arranging line items.  Printing companies that we use for advertising:  DavieLife Yadkin Valley Our State Magazine ABLE Printing Company Changing the amount from $200to $2,500.  Events and Promotions Last FY: $11,000  Asking for a $4,000 increase in the FY24-25 budget. New events will be added: Mocksville Holiday Blow Out Glow in the Park Dance Party. Thisi isi incorporated in the $15,000. Holiday Blow Out  Instead ofholding three events back to back Community Development will bei incorporating all of  our events in one. These events are: Horse and Buggy ($1,750) Mr. and Mrs. Claus ($500) Winter int the Park ($1,406.70) Band Stroll ($400) Total: $4,056.7 Glow in the Park  Glow in the Park Dance Party is a new event that will take place at Main Street Park. This event will include 2 food trucks, DJ Barry Rentz, Balloon Art, Face Painting, Inflatables, Crafts and  more. Total: $1,150    Phase IV Wayfinding Project  Continuing Phase IV with the following signs: 16,20,25, 28 and two standalone signs. Total cost for 5 signs in Phase III was: $14,582.  Touching base with Candace from JM Teague and Sherry from Signs ETC. for a full budget  amount.  Wayfinding Sign Maintenance  As we reach Phase IV: in our Wayfinding project, we have noticed that these signs require  maintenance in the chance that it could be damaged. Adding a new line item for $10,000 for sign maintenance.  Streetscape Main Street  Adding a fence on the law office side ofMain St. Project is put on hold due to the fact that work will have to be done under the sidewalks on Main Street before we can do any work.  An estimate willl be given shortly.  Insights to Mocksville's Continued Growth & Success  Permanent Farmer's Market Downtown District to include kitchen, bathrooms and sitting area Permanent Outdoor Theater and Stage for Events -currently we are paying Carlton State $4,500  each event.  Strategic Goals: FY 23-24 Focus Area: Economic Development Objectives Work towards full accreditation 1.1 inc ordert toi increase public input and leverage the full value of the program. Facilitate development and growthof the Downtown Merchants Collaborative (DMC) to create more 1.2 opportunities for the downtown business community to connect, collaborate, and liaise with the Town.  Shategic Goall 1:Expand, diversify, revitalize andp promote ourh historic downtown.  Actionl Items Directors. Form and staff required committees. Revise! Mission & Vision Community Development 100% statements. Be an engaged, active Community Development and supportive member of DMC.  Asslgned To  Progress 10%  Recruit and appoint a Community Development  from the Main Street Program a Mains StreetE Boardo of  Communily Development 10%  60%    Enhance place making in the downtown area through 1.3 beaulification, branding, waylinding, amenities and artistic elements. Encourage" curb opped" improvemeniste toprvole property.  ImplementF Phasel I&lof wayfindings signp project. Implement Phase Ilof wayfindings sign project. Complete S. Mains streetscape CommunlyDevetgment project toir include existing PublcWorks planterr removal, newh trees, floral containers, benches, trash receptacles ands street sign upgrades. Identify future downtown ConmanlyDevecpment amenities ando artistic elements. Engage stakeholders throughat CommualyDaweiogpment least5 façade grants. Engage ande encourage properly ownersv withy vacant buildingst toimprove the appearance of theirs storefronts. Educate business occupants and Commurnity property owners ofthe advantages ofc attraclive buildings, especially onN. Salisbury Streeto andE EastD Depot Street. Identify a long- term home fort theF Famer's Market and a plan tof fully developl It. Engage stakeholders, Community DMC and ofher community groups to identify public- private parinerships and projects to enhance appeal ofE. Depot Street and N. Salisbury Street. Determine feasibility of Community expanding decorative Development street lights and streetscape improvements to E. Depot Street and N. Salisbury Street. Create "family friendly" public gathering space on E. Depot Street. Explore feasibility ofa Community Fall music festival. Collaborate with DMC, Community non-profits, merchants, Development county partners and others to host large scale events.  evelopment Communily Development  95% 80% 60% 40% 60% 60% 10%  Improvep upport public the 1.5 Facilitate equitable downtown district development and growlh.  Development  60%  b  100%  Community Development 100% Development  Increase downtown tourism by 1.7 identifying and developing more events.  25% 25%  a b    Strategic Goal2: Seek partnershipst to drive economice development. Focus Ared:E Economic Development Objeclives with thel Davie Commerce, Davie County Economic Development Commission (EDC), and other strategic 2.1 business partners to a promote the advantages and opportunities of doing business in Mocksville.  Actionl Items  Assigned1 To Community Development  Progress  Proactively engage Fully utilize resources including Town Manager  websites, social media, County Blog, word of mouth and business & social networks to promote Mocksville and Davie County.  County Chamber of traditional media, Davie  90%  Strategic Goal 3: As an employer of choice, we willr retain and recruit al highly skilled  workforce. Objectives Invest in employee professional growth and development through 3.1 continuous training, certifications, education, and professional accreditation.  Focus Area: Organizational Excellence  Progress 0%  Actionl Items  AssignedTo All Departments  Identify training, cerlifications and education essential for delivery of services and staff growth. Set and review development goals annually during performance evaluation.  AI Departments  0%    Create and maintain a safe working environment for staff.  a  No preventable accidents.  All Depariments  60%  b  No employee injuries All resulting from safety Departments violations.  60%  Strategic Goal 4: Leverage technology and innovative business approaches to enhance  customer service and improve business efficiencies. Focus Area: Organizational Excellence  Objcclives  Action tems Update Town of Mocksville website and content. Use QR Codes to enhance user and safety.  AsignedTo Community Development Wordmaster Media  Progress 60%  Invest in technologies that improve 4.1 the customer experience.  communications and including new videos  Community Development  60%  experience, information Parks& Grounds    Strategic Goal 5: Expand community cngagement. Focus Area: Organizational Excellence  Progress 60% 60%  Objectives  Actionl Items  AssignedT To  Expand reach andi integration of town messages across various communication platforms such 5.1 as print, social media, website, and other public engagement formats.  Regularly update All Departments Regularly update Town Clerk  a b  social media. website.  Community Development  Use billi inserts when All Departments message saturation! is important.  60%  C  Promote Mocksville's Hold quarlerly discussions AII Departments  mission, vision and values through consistent branding.  based on our S.E.R.V.I.C.E values tied to improving Town operations.  60%  Recess Meeting & Reconvene at Energy United Building    Fire Department - Chief Carter  CALLSTATISTICS ACROSST TIE NATION CALLI VOLUME HASE BEENI IMPACTEDEY THEGLOBAL. PANDEMIC. ENERGENCYSERNICES UNITSSAW THEIRI VOLIMEINCREASE, ASFIREI DEPARINENTSSAW? THEIR VOLUMEI DECREASE. IN2017 MOCKSVILEFIRE RESPONDED 101325CAUISFORS SERVICANDSAWAN INCREASEOFN NEARINIOH BEFOREA STEADY DECLINE ISWET TRIED TOLMITENPOSURE.  1537astrentehag ALRNS 6% 99 6 HAZMAT <2% 23  * ACCIDENTS 8% 128 A HAZARDS 82  FRES 3% 50 % ACCIDENTSWI OTHER RESCUE<16 17%, 10  MEDICAL 58% 884  27% 11% 35% 15.5% 14% INCREASE INCREASE DECREASE DECREASE INCREASE 2022 2021 2020 Calls 1,351 992 WITUNDREDSOF THOUSANDSOF SQUA ABETETINCOWNIRCIN, PROPERTIES AND HUNDREDSOF HOMES MANCBULTMEEPICT TOSEEA ASTEADYI INCHEASEINYOLENE. Strategic Goals: FY 23-24  2019 2018 1,288 1,538  835  261  Strategic Goal 1: Make investmments in personnel, equpment, facilities and programs that enlance Mocksville's high level ofpublic safety. Focus Area: Community Safety &x Appearance 1.1 Workwith) NC: Fire Determine Future Fire Department comprehensive: fire b Determine Future Fire Department  Objectives ChiefConsulting to conduct a needs study.  Action Items Staffing Needs Apparatus and Contract Firm Equipment: Needs NCFCC Review findings Fire Department and incorporate Town Manager into strategic plan.  Assigned To Human Resources NCFCC NCFCC  Progress 9096 9096 096  Strategic Goal 2: Cultivate a1 attractive, creative and friendly atosplcre that is welcoming to all cultures and reflects the diversity of our residents Focus Area: Community Safety &c Appearance  and visitors. Objectives Enhance citizen engagement. and outreach events for law enforcement 2.1 and fire.  Action Items Conduct fire events in the community. Staff education b events, career days and other opportunities. Identify new opportunities for engaging, the community.  Assigned To Fire Department Fire Department Fire Department DCSO Liaison  Progress 00 0096 0096  az education and safety DCSO Liaison booths during town DCSO Liaison    Strategic Goals 1.1  Section a:  1. SAFER Grant underway, requesting (6) personnel. 2. Developing strategies to retain current employees, schedule change, employee appreciation and addressing starting salary.  Section b:  1. Ordering engine to replace E2202. Build & delivery still (3) years out. 2. Address Ladder Truck & Engine for Station 2 within the CIP.  Section C:  1. CIP has been updated to reflect the finding of the study.  Fire Study Findings  Need for second station was identified in the northern section of  Town.  Do we need to look for land in the area? FY 24-25  Apparatus Health; only one of our three engines rated as in "good New engine being ordered but still three years away from delivery. Current Ladder truck is reaching end of it's service life by industry CIP addresses either a Remount" or New Purchase. Unknown  shape".  standards.  delivery time, 3-5 years.    StrlegIcconI3 AS icmpocroramoces we wIII retain and recruit a highly skilled workforce. Focus. Area: Organizational Excellence  Assigned Progress To All Departments All Departments All Departments All  Objectives  Action Items  Investi in employee Identifytraining, professional growth certifications and through continuous deliveryofservices and  and development training,. 3.1 certifications, education, and professional accreditation. asafe working environment: for staff. 3.2  education essential for staff growth. Set and review development goals annuallyduring pertormance evaluation. accidents. No employee injuries All resulting from safety Departments 6096 violations. Update asset management plan and Departments replacement: schedule for equipment. Ensure facilities are All attractive and well maintained.  1009 609 09  Create and maintain No) preventable  096  Departments 60%  Strategic Goal 4: Leverage tcohnology and imnovative business mppronches to enlance customer service  and improve business cfficiencies. Focus Area: Organizationnl Excellence  Objectives Create and apply data- driven decision-making tools, including pertormance 4.1 management: and benchmarking, to b enhance strategic and daily service delivery management.  Action Items Reduce Medical "Non Fire Response" Events by Department 7596 Meet NFPA 1720 fora Fire "Low Hazard" 9096 of Department Time Improve: ISO rating in Fire 2023.  Assigned Progress  To  10096 7494 8096  Department  Strategic Goal 5: Expand community cigigement.  Focus Area: Organizational Excellence Objectives Expand reach and integration oft town media. messages across various 5.1 communication platforms such as print, social media, website, and other public engagement formats. Promote. Mocksville's values through consistent branding.  Action Items Regularly update social All Use bill inserts when All message saturation is Departments important. Hold quarterly discussions based on Departments tied to improving Town operations.  Assigned Progress To Departments  0000  All  5.2 mission, vision and OUESERVICE values    Recruitment & Retention  Challenges  Career: Two of the original six have left for  other depts.  Only had one career applicant, didn't pass  physical testing.  Starting salary currently: $38,474.00 Retention: Changing work schedule to attract and to retain current employees.  Personnel Request  Raise starting salary to Grade 25, base of  $44,538.86  Additional cost for (6) current positions is $47,000 annually for salary & benefits. Keep current career development steps Raise current career employees salary by  same amount, to avoid salary  compression.  Part-time employees 2.5% increase    Competing Salary Examples  x  HIGHE POINTE FIRED DEPARTMENT VFENV-COUIMAV-EACILNCE  SHEPHERDS FIRE RESCUE lal  BCEKIR  REAGHING  WEV WANT) YouT TOJOINUS STAIchISUMALeusN AEADX GERTFEO -2TEARDEGREE6: AYEARDEGREEMO: COMPETITINEB BENERISPACKAGE ACMRGADANIIACHER  BUILDY YOURI FUTUREI  cpherdss Fire Cendids www Shepherds! hasc Openf Fulll Time P..s See OMessages 29 dLike Comment Share  Fire- Rescue 4  33 shares Apply Now at SFTFR.NET high  point HpiPiatfeDepatret  SAFER  LEXIPOL is handling the writing and  submission.  Requesting (6) positions Would give us four per shift  Would make us compliant with OSHA  1910.120 "2 in 2 out".    COMPONENTS OF THE KEYSECURE 5  JKNOX THENEXIEVOLUTIONIR MASTER KEY/CONTROL  OLB RACKET  P  KEYSECURE 5 PRODUCT: SPECIFICATIONS  Keysecures  KNOX KEYSECURE 5 Knox Master key vithn securitya ands supporte capabilties The ecure matter. KeySecures dualk ays security and KnoxConnecta cloud system, track audttrailsf fora accountability  ackegs  The Knox System $12,000 and $600 annually.  The Hurst Spreader is $13,032.    Operations Equipment  (5) Sets of PPE @ $7000.00 per  Misc. Hose replacement. 10K  (2) Level "A" Hazmat Suits @ $1000.00  each  Training  (1)Adult & (1) Child Fire Resistant Rescue  Mannequin: $5000.00  Host one specialty fire class. $5000.00  Staff attendance to training seminars.    Station Needs  (6) Beds w/storage. $10,000  Ei  Parks & Grounds - Chris Vaughn Capital Requests: FY 24-25  Priority 1. 2. 3.  Item  Cost $178,030.00 $3,986.00 $7,984.00  LeafTruck Grapple Bucket Loader    Current Concerns  Proposed Solution  Currently using pallet forks to move storm debris, Grapple bucket is more efficient and: safer for ground logs and brush. This is time consuming and also crew. The grapple bucket applies hydraulic pressure poses a safety hazard of debris or logs falling from around debris which allows operator to securely and Atraditional bucket is currently used to move and The grapple bucket allows dirt to move freely push brush at the compost yard. The bucket is also between tines, which eliminates dirt from entering pushing a considerable amount of dirt, whichi is the debris area. The grapple bucket also allows the  pallet forks.  safely move and load debris.  reducing the amount ofs space fory yard waste.  operator to free any entangled debris from large  piles.  Grapple Bucket- returned.  Currently borrowing public works grapple bucket; in the event ofas storm they will need it  Current Concerns perform projects and tasks.  Proposed Solution  Kubota L3940 tractor has limited ability to The loader would make the tractor more Currently switching attachments back and Al loader will allow us to keep the grapple  versatile and allow projects to be completed more efficiently. bucket attached to one loader and a bucket attached to another.  forth on wheel loader  Loader-  Kubota L3940 tractor is a 2006 model with only 516 hours for an average of 30.35 hours per  year.  60-70% of the 5161 hours came from bush hogging sewer lines. We can double the usability oft the L39401 by adding a loader.  Tractor was purchased with loader control valve and hydraulics installed. This helps to save on  cost to add loader. 1999 model with 5,081 hours increasing each additional year the trucki isi in The truck was out of service for % of the leaf season due to clutch repairs  Current Concerns  Proposed Solution  Replace with a refurbished truck from Really Good  Unrelable-downtime and maintenance costs are Equipment located in Richmond, VA  service  This piece of equipment would allow us to be more efficient throughout the entire leaf season  withl limited downtime  Chassis drivetrain on trucki is beginning to develop Reduction of repair costs and downtime  major concerns for reliability and potential transmission repairs int the future    LeafTruck-  Refurbished truck year model 2010-2016 has fewer emissions and electronics to fail Simplifier design allows for easier maintenance and ability to perform more in house repairs Transmission in old leaftruck had issues early in the season that we addressed and corrected in  house  Strategic Goals: FY 23-24  Strategic Goal 1: Develop high qualityparks and recreation amenity offerings to include a variety of parks, Ereenways, and recreation facilities. Focus Area: Healthy and Active Community  Objectives Investin desirable amenity 1.1 features in our recreational facilities and along our greenways. Improve safety features for recreational facilities. Proactively maintain and upgrade recreational 1.3 facilities to improve appearance and enhance customer experience.- Determine future 1.4 recreational needs.  Action Items Install Wi-Fihub in Rich Parks & Grounds Park to support public access. Develop and distribute Parks & Grounds map of Rich Park facilities and greenway's. Use QR Codes to provide Parks & Grounds information to public. Install security cameras Parks & Grounds at Rich Park and: Main Street Park. Create a greenway marker system to provide emergency responders with a more accurate! location when assistance is needed. Replace Mando Field Fence Replace. softball field 6 building steps and ramp. Remodel Shelters bathroom and replace Shelter: 11 roof. d Expand maintenance facility parking area. Complete I-40 601 Exit Parks & Grounds Appearance improvements Conduct a recreational Parks & Grounds needs community survey. Will use Davie County P&R survey.. data separated by zip code.  Assigned To Progress  10096 10096 10096 10096 10096 10096 5096 5096 5096 096 5096  Parks & Grounds Parks & Grounds Parks & Grounds Parks & Grounds Parks & Grounds  Softball Field steps and ramp replacement 50% completed Shelter 51 bath remodel complete Shop parking lot expansion 80% completed I-40 appearance/mulch project to begin in Spring isc completed he will share data will Mocksville.  Paul Moore is conducting community needs survey with the ability to separate data. Once survey    Strategic Goal 2: Provide a] parks and recreation model with sustainable financial cost recovery Focus Area: Healthy and Active Community  policies. Objectives ofservicef for and developa policy for cost recovery goals. 2.1  Action Items equity provided are Parks& and tracked. Annually determine cost Finance ratiol by dividing total Parks & fees collected and/or Grounds equity provided by the cost ofr maintaining the facility/ providing the program. Develop cost recovery Finance goals andr make fee Parks & recommendations. Use feasibility: study Town) Manager greenway connectors to Davie Community Park. Piedmont Rural Planning Organization (NWRPO), NCDOT and other stakeholders on trail or bicycle projects fors submission during the: 2024-2033 funding cycle.  Assigned' To Progress  Analyze the cost Ensure fees paid and Finance functional: areas accurately documented Grounds  60% 60% 60% 10096  Grounds Grounds Town Manager Parks8 & Grounds  Align with regional planning funded by Northwest Parks8 & and connectivity Piedmont Rural goalst to enhance Planning Organization competitiveness (NWRPO) to explore ina applying for grants from regional, county, Work with Davie 2.2 state, and federal County, Northwest sources for greenwaya and park development funding support. developing greenway,  509  Shelter Refunds Softball Contracts $680  Parks FY 23-24  -$1,354 Baseball Doposit Refund  -$540  Utilities Sheltors $1,143 Utilities -Baseball -$3,542 Utilitios Softball $736 Shelter & Building Maint $1,144  Baseball Contracts $1,870  Softball Rev. $1,602  Baseball Rev. $1,648 Shelter/ Tennis Rev. $4,668  Totalépendaurss rotalRafunds lotalPevenue agendiuesvRewne  $15,601 51951 $7.57 50481  Baseball& Softball Maint. -$9,038  EL Utilities Shelters . Utilities Softball a Baseball & Softball Maint.  - Utilities Baseball Shelter & Building Maint. Shelter/Tennis Revenue  Accurately tracking revenues and expenditures for Shelters and Baseball/Softball Field. lln months of data based on new fees and new budget line items willl be available May 2024.    Lynn and I will review this data and make recommendations. for fee schedule adjustments if  needed.  American Legion investments and sweat equity listed for fall of2023. Carolina University renting Mando for Spring season FHEI renting softball field for Spring season (new contract)  American Legion Equity Fall 2023  A/C Unit for locker room New flooring for locker room Net for lowering batting cage Granite dust for batting cages Paint for lower batting cage Labor to install flooring Labor to install A/C Unit Labor for batting cage project Grand Total:  $220.00 $800.00 $961.98 $2,500.00 $80.00 $320.00 $40.00 $180.00 $5,101.48  American Legion Summer season at Mando - $9,038 is not reflective of the grand total. Strategic Goal: 3: As an employer of choice, we will retain and recruit a highly skilled workforce. Focus Area: Organizational. Excellence Investi in employee Manage career ladder Human professional; growth toe ensure staff receive Resources through continuous financial growth and Parks & Grounds  Objectives and development training, certifications, education, and professional accreditation. 3.1  Action Items opportunities for Public Services professional development. Report progress annually. Identify training, All certifications, and Departments education essential for deliveryof services ands staff growth. (Parks & Grounds -2 Staff CDL, 2 Staff Pesticide, : Playground Inspector,2 Competent: Person) Setz and review development; goals Departments annually during performance evaluation. No preventable accidents. Noe employee injuries All resulting from safety Departments violations. Update asset management; plan Departments and replacement schedule for equipment. Ensure facilities are AllI Departments attractive andi well maintained.  Assigned To Progress  60%  10096  All All Departments All  60% 60% 60% 25%6 60  Create and maintain as safe working environment: for 3.2 staff.  One employee has utilized career ladder to move from Tech to TechI    This same employee is working on training and certifications to transition from Tech I to Tech II Two employees are also working towards the training and certifications to transition from Tech to We now have two employees with a Class A CDL, two employees that hold al NC pesticide Consistently working with employees to ensure growth, development and goals are met Working on finalizing an asset management plan for smaller handheld equipment (trimmers, Constantly working to ensure facilities are attractive and well maintained; this task continues year round (winter months = paint projects, construction projects, refurbishing picnic tables etc.)  this upcomingyear  TechIwith estimated completion datesi in the Fall of2024  license  No accidents or injuries this year  blowers, etc.)  Strategic Goal 4:Leverage technology and innovative business approaches to enhance customer service and improve business Focus Area: Organizational Excellence  efficiencies. Objectives Investi in technologies that enhance user 4.1 improve communications andt the customer safety. experience.  Action Items Use QRO Codest to experience, information, and  Assigned To Progress Community Development Parks& Grounds  60%  Utilized QR codes for greenway marker project  We will utilize more QR codes in the future for shelter information, local events, baseball/softball  schedules  Strategic Goal 5: Expand community engagement. Focus Area: Organizationall Excellence  Objectives Expand reach andi integration across various communication 5.1 platforms such as print, social media, website, and other public engagement formats. Promote Mocksville's mission, vision, 5.2 and values through consistent branding.  Action Items Regularly update social media. message saturation! is important.  Assigned To Progress All Departments  6095 60%  oft town messages Usel billi inserts when AllI Departments  Hold quarterly discussions based on our S.E.R.V.I.C.E values tied to improving Town operations.  All Departments  60%  Utilized social media for leaf collection notices and updates, greenway closures due to storm  damage, Shelter 5 closure during remodel project Wel haven't had the need to use bill inserts yet    Quarterly breakfast or luncheons to promote mission, vision and values  Public Works - Brian Moore Capital Requests: FY24-25  Replace a 1984 International dump truck with 150,649 miles. This truck has hydraulic brakes and we: are unable to find parts to repair and the bump bed has rusted out of the floor and bottom part oft the side  boards were repaired 8 years ago. $114,844 including benefits $57,422 including benefits Strategic Goals: FY23-24  $40,000  Asking for two new employees to read water meters. Asking for one: new employee in the sewer department.  Strategic Goal 1: Plan, maintain, and invest in sustainable: and resilient infrmstructure. Focus. Area: Responsible & Balanced Growth Use the Water & Update Water & Public Works  Objectives Sewer. Asset Inventory: and Assessment Plans to annually update Improvement the Capital Improvement. Plan, set policies & priorities, 1.1 develop investment: & funding strategies, for sustainability and efficiently maintaining and enhancing the Town's water & sewer infrastructure. Manage Town assets to ensure Sewer Asset thel long-term sustainability and optimal efficiency of water and 1.2 wastewater services.  Action Items a Sewer Asset Inventory: and Assessment Plans Update Capital Public Works Plan annually.  Assigned To Engineer Engineer  Progress 8096  10096  Update Water & Public Works Inventory and Assessment Plans (Tol be Updated as Received) Implement Operational Recommendations of Water & Sewer Asset Inventory and. Assessment Plans (Tol be Updateda as Received)  Engineer Public Works Engineer  8096  096    Invest in technologies that conserve resources, data andi improve the customer experience.  Explore: financial and Public Works operational feasibility of Engineer transitioning to an AMI Identify AMI compatible meter and Engineer begin using for new construction and meter replacement; program. Manage and assist contracted pavement Contract Firm and sidewalk condition survey and maintenance plans. new design. 1096 completed per year. Pedestrian crossing improvements tol N. Main & Gaither. Provide. Assistance as Public Works Needed for Wilkesboro NCDOT Street Roundabout Project  1.3 provide actionable a water: meter system.  1009 10096 7596  Public Works Public Works  Efficiently and effectively manage Mocksville's street, 1.4 sidewalk and storm water systems to ensuret theirl long term sustainability. to enhance the safety and 1.5 appearance of intersections.  Makei improvements Upgrade street signs to Public Works  509 096 10096  Public Works NCDOT Contractor Contractor  Street  D3  35 PH +35 Srate -Nona vomoret ton pus  1  11    Strategic Goal 2: Recruit new industries; facilitate the expansion of existing industrics; and support the development of new small and mid-sized businesses to fll current and future employment and retail  needs. Objectives Collaborate to provide adequate water, sewer and road capacity within' Town municipal limits and within Primary: and Secondary identified by the Davie County Comprehensive Plan. Objectives Enhance place making in the downtown area through branding, wayfinding, amenities and artistic elements.  Focus. Area: Economic Development  Action Items Update water model, Public Works system needs and impacts of Water a Treatment Plant partnership as part of NCDEQ Asset: Inventory and sewer projects/ partnerships that Mocksville can County to complete.  Assigned To Progress Engineer  8096  sextra-territorial and Assessment, grant. 2.1 jurisdiction (ETJ) Identify strategic water Public Works growth areas as b collaborate with Davie  Engineer  8096  Strategie Goal 3: Expand, diversity, revitalize and  promote our historic downtown. Focus. Area: Economic Development  Action Items Complete S. Main streetscape project to Development include existing planter Public Works removal, new trees, floral trash receptacles and street sign upgrades.  Assigned To Progress Community  3.1 beautification,  containers, benches,  8096  Strateic Goal 5: Laverage technolosy, aaxad innovative business mppronches. to enhance customer service aand improve business Focus Area: Organizational Excellence  efhciencics. Objectives Create and apply data-driven. decision-making tools, including management: and accuracy benchmarking, to enhance 5.1 strategic and daily service delivery management.  Action Iterns Assigned To Review: and adjust. operations as needed based on meter reading standards (MEASURES) during the year. inactive Finance and "zero" use Public: Services meters to b determinei if replacement: or further investigation is needed. Action Itemns Regularly update social media. message important. Hold quarterly discussions based on our: S.E.R.V.I.C.E values tied to improving Town operations.  Progress  Finance Public: Services  Strategic Goal 6: Expand community engayement.  Focus Area: Organizational: Excellence  Objectives Expand reach and integration oft town messages across various 6.1 platforms such as print, media, website, and other public engagement formats. Promote Mocksville's mission, vision 6,2 and values through consistent branding.  Assigned To Progress All Departments  ao oon  Use bill inserts when All Departments  is  All Departments  609%    Would like approval to use this logo designed by staff for hats.  ROFHOEFETT TOM  PUBLIC WORKS  Final Items & Wrap-Up - Town Manager Ken Gamble  Thanks to everyone for today. Budget Process  Budget Retreat - February 10  Department Head Budgets to. Manager - February 16 Ist Draft to Commissioners & Department Heads - February 23 Public Budget Meeting - Department Head Requests - March 5 2nd Draft to Commissioners & Department Heads -1 March: 25 Public Budget Meeting Adjustments & Corrections - April 2 3rd Draft to Commissioners & Department Heads April 29 Public Budget Meeting - Budget & Budget Message - May 7 Budget Available for Public Inspection - May 8 Final FY 22-23. Budget Amendments to Commissioners - May 31 Public Hearing on Budget - Adopt Budget Ordinance- -. June 4  Adjourn  A motion was made by Commissioner Lambert 10 adjourn the February 10, 2024Special. Meeting Budget Retreat. The motion was seconded. by Commissioner Taylor which carried by a unanimous vote 4-0. The attached documents are incorporated herewith and are hereby made ap part ofthese minutes.  M  EA7Z  dpn Juactes Lynn Trivette, Town Clerk, MMC, NCCMC