Jamestown Comp Plan

JAMESTOWN, INDIANACOMPREHENSIVE PLAN

2017

Table of Contents

Executive Summary .................................................

Section 1: Introduction .............................................

Section 2: Implementation Plan .................................

Section 3: Community Character ..............................

Section 4: Economic Development ...........................

Section 5: Land Use .................................................

Section 6: Quality of Life ..........................................

Section 7: Housing ..................................................

Section 8: Transportation ..........................................

Section 9: Utilities ...................................................

Appendix .................................................................

1

5

11

17

25

33

45

53

59

67

A.1

This page intentionally left blank.

PREPARED BY:

HWC Engineering135 N. Pennsylvania Street, Suite 2800Indianapolis, IN 46204(317) 347-3663

PREPARED FOR:

Th e Town of Jamestown, Indiana

CONTACT INFORMATION:

Town of Jamestown

PO Box 165

421 E Main Street

Jamestown, IN 46147

TOWN COUNCIL MEMBERS:

Shane Childress

John Fultz

Chassity Hawkins

CLERK-TREASURER:

Tamara “Katie” Conyer

STEERING COMMITTEE:

Jim Brown Joe Fuller

Shane Childress Mike Hoskins

Katie Conyer Jim Mackinnon

Larry Deem Lance Newton

Lee Fletcher Jay Randle

Acknowledgments

JAMESTOWN IS A COMMUNITY IN TRANSITION

After not seeing much development for decades, Jamestown’s industrial park was chosen by Fukai Toyotetsu Indiana Corporation (FTIC) for a new manufacturing operation. When it opened in 2016, the 125,000 square foot facility was expected to have 200 employees. As the company celebrated its formal grand opening in the summer of 2017, it also announced it was in the process of doubling its size and adding 150 more jobs.

This success story, combined with Jamestown’s location in Boone County and near the expanding metropolitan area of Indianapolis, is desirable for many workers, employers and developers.

While this does not signal that Jamestown is in for the rapid growth that other Boone County communities have experienced, it does mean that the community needs to be prepared for more development proposals than they have been experiencing.

Through the course of planning, four key priorities were identi ed for Jamestown to take advantage of their current position and overcome the other challenges facing the community.

Executive Summary

Jamestown Comprehensive Plan 20172

1. Plan to Manage Priority Growth Areas

2. Continue Industrial Park Development

3. Update Aging Infrastructure

4. Invest in Parks and Quality of Life

Scout Beauti cation Project in a Downtown Alley

JAMESTOWN’S TOP FOUR PRIORITIES

Executive Summary 3

1. Plan to Manage Priority Growth Areas

One of the top challenges facing the town is that key lands needed for short-term growth are not currently within Jamestown’s corporate limits. This includes land for the expansion of the industrial park and sites identi ed for commercial space in support of the industrial park. These lands are currently under the county’s jurisdiction. While the town and county have a history of working cooperatively, it ultimately is in the town’s best interests to be solely responsible for managing the lands most critical to its future. Strategies for establishing this zoning control are outlined in the plan.

2. Continue Industrial Park Development

With Phase 1 infrastructure complete, the town has 40 additional acres of land immediately available for development. And, with limited investment, another 90 acres could be developed. Attracting employers to these sites will result in additional jobs and revenue, which will put Jamestown in a better position for accomplishing its other goals.

3. Update Aging Infrastructure

Jamestown is facing short-term needs to upgrade the drinking water, sanitary sewer and stormwater infrastructure. As the town pays off twenty year old water and sewer bonds in the next few years, there is an opportunity to make short-term improvements without signi cant impact on utility rates. For long-term improvements, the town may be able to rely on TIF revenues to upgrade the systems.

4. Invest in Parks and Quality of Life

Even before FTIC came to town, community leaders have been working pro-actively to improve the quality of life in the community. The Pleasant Acres Nature Park was opened in October 1997, providing trails to residents with continued improvements over the next several years. The Jamestown Community Partnership was formed as a Main Street organization with a focus on improving downtown. A new health clinic was opened in the community by Witham Hospital within the past several years.

The emphasis on improving quality of life was evident through the planning process, as one of the key priorities identi ed by the public was to develop a new public park that would provide athletic elds and other amenities that Jamestown currently does not have.

PURPOSE OF THE PLAN

Th is comprehensive plan is designed to guide Jamestown into the future so that the community can attract the development it desires while protecting the unique qualities that distinguish the town.

Without a comprehensive plan, decisions are often reactionary and respond to short-term problems or proposals without fully considering the future needs of the community. However, with a plan in place, decision-makers will have a shared reference point and a collective set of facts upon which to act so that informed decisions geared toward achieving the long-term goals of the town can be made.

Th e time frame for this plan is intentionally long-term (up to 20 years) and is designed to allow for fl exibility in dealing with the future realities of unknown circumstances. Th is long-term vision will direct decision-making when short-term problems arise. By establishing the priorities of the community and clearly outlining the steps needed to meet its goals, community leaders are equipped to make informed choices for a better future.

Th e comprehensive plan is not the same as zoning and is not intended to provide detailed guidance on specifi c development standards or the design of a certain amenity. Th at detailed level of guidance is reserved for ordinances adopted during the zoning and subdivision control process. Rather, the comprehensive plan serves as a general guide for a larger community vision and often builds the foundation for zoning regulation changes, planning eff orts and ordinances.

THE PLANNING PROCESS

In Indiana, comprehensive planning is permitted by the 500 series of Title 36-7-4 of the Indiana Code. Th is law empowers towns, cities and counties to adopt plans. Any plan adopted in Indiana must contain at a minimum the following three components:

1. A statement of objectives for the future development of the jurisdiction

2. A statement of policy for the land use development of the jurisdiction

3. A statement of policy for the development of public ways, public places, public lands, public structures and public utilities

Introduction

Comprehensive Plan Public Workshop

Section 1


While these represent the minimum components of a comprehensive plan, they may also include additional elements, such as parks and recreation, transportation and utilities. While each plan should be custom designed to the unique needs of the community, all should contain the same core elements:

• Evaluation of existing conditions such as strengths/weaknesses, community character, demographics and natural features

• Outline of goals and objectives for the future

• List of specifi c actions to meet the goals and objectives

• Recommendation of tools to implement the plan such as zoning, subdivision control, capital improvement programming, etc.

• Process for evaluation of the success of the plan

Th e planning process is a continual process. Plans must be evaluated and revised as the community changes. Th e community may change suddenly, as with the loss or gain of a major employer or a highway improvement project. Th e community may also gradually change over the course of twenty years with an increase or decrease in population. Th is plan is part of that process and will facilitate pro-actively adapting to future change.

Th is comprehensive plan was developed during a nine-month timespan and was overseen by a steering committee of sixteen members. Th ese members included elected and appointed offi cials, business owners, and long-term residents. Further community outreach included public meetings to gain local input. Development of this plan also included a review and analysis of the Jamestown Economic Development Plan which was created in 2014.


Section 1 Introduction 7

PUBLIC MEETINGS

A public workshop was held on March 23, 2017 to gather additional ideas and input for the issues facing Jamestown as well as the opportunities it has to address them. An additional public presentation of the plan was held during the adoption process to present plan goals and objectives.

THE STEERING COMMITTEE

As mentioned previously, the steering committee consisted of sixteen individuals who volunteered their time to set priorities and outline the goals and objectives presented in this plan. Th e steering committee met three times and served as the sounding board for the ideas received through public input and presented in the comprehensive plan. Th e steering committee also reviewed and helped edit the fi nal document.

Th rough the process, steering committee members and citizens helped to identify areas in Jamestown that need attention as well as areas that off er opportunities for growth and improvement. Improving problem areas and protecting the town’s unique qualities became the foundation for this document.

USING THE PLAN

In order for the comprehensive plan to produce results, it must be easily understandable and put into practice. Th e fi nished document is just the beginning of the process to implement the vision and goals contained within these pages. Th e real work begins after adoption of the plan when the community must fi nd ways to turn their vision into a reality. Th e following chapters will assist in navigating the plan.



Community Character

Th e Community Character section highlights the unique qualities of Jamestown. Th e town’s history, resources, and a demographic snapshot of the community are discussed.

Economic Development

Th e Economic Development section discusses opportunities within Jamestown and identifi es realistic actions that can be taken to create an improved economic climate.

Land Use

Th e Land Use section discusses current land use patterns for the town and addresses how future land use decisions can assist in shaping the fabric and look of the community.

Quality of Life

Th is section reviews Quality of Life indicators in Jamestown including existing and proposed community amenities, resources, and future development opportunities.

Housing

Th e Housing section discusses the current housing market in Jamestown and Boone County, including the types of homes available and current market values.

Transportation

Th e Transportation section highlights the existing transportation resources in and around Jamestown. Future transportation needs, developments and key opportunities are also discussed.

Utilities

Th e Utilities section focuses on the existing conditions of Jamestown’s infrastructure and the need to continually plan for upgrades and maintenance of the networks in place.

Appendix

Th e appendix contains additional data referenced in the plan, such as maps, charts and technical reports, that provide important information on Jamestown’s current status and plans for future changes.

CHAPTER TOPICS

Following is a brief summary of the sections in the plan which lay out a guide to transform the community’s vision into a tangible process. Several of the sections in this comprehensive identify a series of goals. Th e implementation section following this introduction provides a summary table of the goals, along with concrete steps that can be taken to meet those goals.

Section 1 Introduction 9

CHANGES TO THE PLAN

Th e fi nal word on this plan is that circumstances change, Jamestown will change, and the plan should be modifi ed to change along with them. Th is may not mean a complete update, but every three to fi ve years the plan commission, staff and others should review the plan to ensure it is still current. It would be a poor use of resources poured into creating a plan to let it slowly grow outdated.

Public Meeting

Pubic Meeting Input Activity

Implementation Plan

Section 2

Town of Jamestown Five-Year Action Plan

Project Priority Next Steps Potential Funding

Phase 1 Stormwater Improvements Project

Year 1 • Establish stormwater utility (2017-2018)• Pursue OCRA Funding (2018)

OCRA

Adopt Updated Ordinances

Year 1 • Adopt new ordinances (2017)• Adopt new industrial use ordinances (2017-

2018)

Local

Obtain Land Use Control for Growth Parcels

Year 1 • Prepare annexation scal plan for growth parcels (2018)

Local

Improve local capacity to complete projects

Year 1-2 • Identify funding for a “town manager” staff position to provide capacity to manage projects

Local

Darlington Street Upgrade

Year 1-3 • Reclassify Darlington Street as Federal Aid Route and upgrade classi cation of Darlington Street (2018)

• Apply for federal funds for Darlington Street (2020)

INDOT

International Drive Extension

Year 1-5 • Reclassify International Drive as Federal Aid Route (2018)

• Pursue funding for International Drive Extension (as driven by industrial development)

Local

Complete Parks and Recreation Master Plan

Year 1-5 • Complete parks and recreation master plan update (2018)

• Pursue OCRA funding for visionary parks and recreation master plan (2022)

OCRA

Complete Wastewater Treatment Facility Improvements

Year 2-3 • Complete PER (2017)• Pursue SRF funding (2017-2018)• Complete design and construction (2018)

SRF

Complete Planning for Medium-Term Water System Needs

Year 2-3 • Authorize hydraulic modeling (2019-2020)• Authorize well eld testing (2019-2020)

Local

Community Center Year 2-3 • Make existing council chambers available as community room (2018-2019)

Local

Complete In ow and In ltration Improvements

Year 3-5 • Authorize in ow and in ltration investigation (2019-2020)

• Pursue OCRA funding for improvements (2021)

Local/OCRA



GoalsStrategies Priority Responsible

PartyPotential Funding

Promote the location of new basic employers at the I-74 and SR 75 intersection.

Continue to implement the detailed infrastructure development plan for the area.

Short-Term (Demand-Driven)

Town Council Local/IEDC

Work with the Boone County Area Plan Commission to rezone the land where appropriate.

Short-Term Plan Commission Local

Partner with the Boone County Economic Development Corporation and the Indiana Economic Development Corporation to market the employer sites.

Short-Term Town Council/ BCEDC Local

Promote business growth in downtown Jamestown.

Promote existing businesses through the merchants association. Short-Term JCP Local

Create a volunteer downtown beauti cation committee. Short-Term JCP Local

Pursue grants to improve downtown streetscapes and/or facades.

Medium-Term

JCP OCRA

Promote Jamestown to new businesses and new residents.

Establish an annual volunteer of the year award to recognize service to the community and promote awareness of the town within the region.

Medium-Term JCP Local

Start, manage and update a Facebook page to promote the community and reach volunteers.

Medium-Term

JCP Local

Paint murals on selected buildings. Medium-Term JCP Local

Add a “Volunteer Opportunities & Programs” page to Jamestown’s website.

Medium-Term Town Council Local

Town of Jamestown Implementation Plan

Abbreviation Key

BCEDCBoone County Economic Development Corporation

JCP Jamestown Community Partnership

ERC Employee in Responsible Charge LWCF Land and Water Conservation Fund

IEDCIndiana Economic Development Corporation

N/A Not Applicable

IHCDAIndiana Housing and Community Development Authority

OCRA Of ce of Community and Rural Affairs

INDOT Indiana Department of Transportation SRF State Revolving Fund

Section 2 Implementation Plan 13

Land Use Goals Strategies Priority Responsible Party

Potential Funding

Direct commercial investment into the downtown district.

Direct commercial development into the downtown commercial district whenever possible.


Update development standards for the commercial district for development suitable for the downtown district.

Medium-Term

Plan Commission Local

Encourage small-scale convenience/fast food commercial development at I-74 interchange.

Create a new highway-oriented commercial zoning district to accommodate small scale development at I-74.


Prohibit a truck stop in this district. Short-Term Plan Commission Local

Direct housing to in ll sites and locations with existing infrastructure as the rst priority.

Encourage in ll housing within existing neighborhoods. Short-Term Plan

Commission Local

Encourage new housing at sites with existing or adjacent utilities.

Medium-Term


Encourage housing in areas without utilities only after short-term sites have been developed.

Long-Term Plan Commission Local

Encourage quality multi-family housing development.

Adopt standards for multi-family housing development that encourage quality housing.

Medium-Term


Require more strict standards for multi-family housing along gateway corridors.

Medium-Term


Direct short-term development away from long-term growth areas.

Work with Boone County to encourage lands north of I-74 to remain agricultural in the short-to-medium term (i.e. within the life of this plan).


Resolve zoning classi cation for parcels without clear zoning categories.

Implement new zoning to follow existing land use or recommended future zoning categories, as appropriate for each individual parcel.

Short-TermPlan

Commission Local

Develop annexation scal plan to manage parcels outside of Jamestown’s current zoning jurisdiction.

Retain a consultant to complete annexation scal plan.

Medium-Term


Evaluate options to purchase growth parcels in lieu of annexation.

Medium-Term


Adopt updated zoning and subdivision control ordinances.

Finish current effort to update ordinances. Short-Term



Quality of Life Goals Strategies Priority Responsible


Develop a community center.

Make the existing town council meeting room available for rent as a community room on a trial basis. Short-Term Town Council Local

Pursue OCRA funding for a permanent community center facility. Long-Term Town Council OCRA

Investigate site options for a community center. Medium-Term Town Council OCRA

Evaluate options for co-locating the community center and public park. Medium-Term Town Council OCRA

Develop a new community park.

Evaluate alternatives for closing down local streets for festivals and events, such as High of Jefferson Streets. Medium-Term Town Council Local

Investigate public-private partnership with Jamestown Christian Church for shared use of recreation facilities. Short-Term Town Council Local

Prepare parks and recreation master plan Short-Term Town Council OCRA

Evaluate alternative sites for a new community park. Long-Term Town Council OCRA

Pursue LWCF funding for a new community park. Long-Term Town Council LWCF

Upgrade the downtown park into a more urban park focused on downtown users. Long-Term Town Council Local

Evaluate options for co-locating the community center and public park. Long-Term Town Council OCRA/

LWCF

Re-establish a full service post of ce.

Maintain current village post of ce. Short-Term Town Council Local

Work with the U.S. Postal Service to re-evaluate the need for a full service post of ce as expansion occurs at the industrial park.

Long-Term Town Council N/A

Complete gateway improvements.

Add decorative lighting along gateway corridors. Long-Term Town Council Local

Replace sidewalks along gateway corridors. Long-Term Town Council Local

Plant trees and add seasonal plantings at gateways. Medium-Term Town Council/JCP Local

Improve walkability within town.

Enforce requirement to provide sidewalks with all new developments. Short-Term Town Council Local

Encourage a downtown sidewalk/streetscape investment. Medium-Term Town Council OCRA

Encourage the construction of new sidewalks in Jamestown and re-evaluate the nancial support provided to support the cost of the improvements.

Long-Term Town Council Local

Encourage revitalization of the downtown district.

Encourage new commercial development to occur downtown. Medium-Term

Plan Commission N/A

Update development standards to encourage compatible development in the downtown district.

Medium-Term Plan Commission Local

Support the Jamestown Community Partnership in programming and implementation of capital improvement projects.

Medium-Term Town Council Local/OCRA

Complete downtown streetscape improvements. Long-Term Town Council OCRA

Complete downtown facade improvements. Long-Term Town Council OCRA

Section 2 Implementation Plan 15

Housing Goals Strategies Priority Responsible


Encourage 10% population growth over 10 years (2014 to 2024)

Encourage growth of single family residential development in the designated areas.

Long-Term Plan Commission N/A

Encourage quality, small-scale, multi-family residential development in the appropriate locations.

Long-Term Plan Commission N/A

Encourage reinvestment in current housing and neighborhoods.

Promote regular neighborhood clean-up/service days with junk pick-up to make it easy to get rid of large items.

Short-Term Town Council/JCP Local

Make upgrades to at least one block or street every year. These upgrades should make multiple investments including paving streets, adding/replacing sidewalks, adding street lights, or an advanced level neighborhood clean-up effort.

Medium-Term

Town Council/JCP Local

Demolish or redevelop properties which are beyond repair. Re-sell the parcels with deed restrictions which apply strict conditions on property maintenance.

Medium-Term Town Council Local/

IHCDA

Investigate Owner Occupied Rehabilitation program funding from the Indiana Housing and Community Development Authority.

Medium-Term Town Council IHCDA

Transportation Goals Strategies Priority Responsible


Upgrade roadways to serve the industrial park as it expands.

Extend International Drive west to Darlington Street.

Short-Term Town Council Local/IEDC

Apply to reclassify International Drive as a major collector on the Federal Aid System.

Short-Term Town Council Local

After extension of International Drive, apply to reclassify Darlington Street as a major collector on the Federal Aid System (between International Drive and Main Street), in cooperation with Boone County.


Increase capacity to complete federal aid grants.

Send an employee for INDOT ERC training.

Medium-Term

Town Council N/A

Re-evaluate traf c control at the SR 75/US 136 intersection.

Partner with Boone County in requesting INDOT complete a traf c study and reassess traf c control devices at this intersection.

Medium-Term

Town Council N/A


Utility Goals Strategies Priority Responsible Party

Potential Funding

Provide additional telecom and internet service options.

Discuss service extension with cable and telecommunication companies which serve nearby areas.


Complete Phase I stormwater improvement projects.

Establish stormwater utility to provide funding for stormwater improvements.


Complete wastewater treatment facility improvements.

Complete preliminary engineering report (PER) in order to meet State Revolving Fund (SRF) requirements

Short-Term Town Council SRF

Use PER process to prioritize critical improvements.


Work with a rate consultant to evaluate the use of SRF and other nancing sources for recommended improvements.

Medium-Term Town Council SRF

Complete planning for medium-term water system needs.

Complete system-wide hydraulic modeling to identify water system needs.


Complete testing for a new water well.


Complete water system improvements.

Complete recommended water main replacements and looping.

Medium-Term Town Council OCRA

Complete installation of a new water well.


Reduce in ow and in ltration into the wastewater collection system.

Complete a system-wide in ow and in ltration investigation.


Implement rehabilitation projects to address sources identi ed during the in ow and in ltration investigation.


HISTORY

Jamestown is a small rural community in southwest Boone County. Jamestown was established in 1830, the same year Boone County was organized, and the town was named for its founder James Mattock. Th e town remains a small, close-knit community rooted in family and civic involvement.

Jamestown is the birthplace of several distinguished citizens. Buren H. McCormick, born in Jamestown

Community Character

on March 4, 1909, went on to become Director and Chairman of the Executive Committee of Dow Jones and Company, Inc. Dr. Herman B. Wells, also a Jamestown native, became the President of Indiana University on March 22, 1938. Notably, Dr. Wells was the youngest person appointed as president of a state university in the United States at the age of 35.

Source: Boone County Offi cial Website

Section 3

Main Street, Jamestown, IN circa 1910Source: Jamestown Journal Facebook page


TOWN POPULATION

At the turn of the 20th century, Jamestown had a population of around 640 people. Th e population peaked in 1970 at 938, then experienced a decline over the following twenty years, dropping down to 764 residents. In 1990, the town began to grow again and has maintained a population of around 950 since 2010. Th e 2016 population estimate according to the U.S. Census Bureau is 945. Going forward, the town will be prepared for growth stemming from future development of the employer sites near I-74. Refer to Chapters 5 and 7 of this report for more information on how land use and housing will be planned and directed as the population increases.

Source: Builders Association of Greater Indianapolis

Year 2000 2005 2010 2015

Number of Permits 5 4 2 0

Figure 3B: Jamestown Single Family Building Permits, 2000-2015

As can be seen from Figure 3B below, no single family building permits have been applied for in Jamestown over the past several years. Th e small but steady population growth the town experienced from 1990 to 2010 has stagnated. However, with the opening of FTIC in 2016 and the town’s eff orts to make further industrial development available, Jamestown is priming itself to attract future employer investment and population growth.

Figure 3A: Jamestown Population, 1900-2016

Year

Popu

latio

n

Source: U.S. Census Bureau

Section 3 Community Character 19

Source: US Census Bureau, 2000 Census, 2010 Census, and 2015 American Community Survey

Year 2015 2010 2000

Population 943 958 886

Age

Under 20 years old 19.7% 28.2% 26.4%

20 to 54 years old 48.3% 47.5% 52.4%

55 and older 32.0% 24.3% 21.2%

Median Age (years) 45.0 36.5 36.2

Gender

Male 46.1% 46.8% 49.5%

Female 53.9% 53.2% 50.5%

Race

White 99.9% 98.9% 99.3%

Asian 0.0% 0.5% 0.0%

Black 0.0% 0.0% 0.2%

Hispanic 0.1% 0.6% 0.5%

Education

High School Diploma 91.4% 89.6% 82.6%

Bachelor’s Degree or higer 21.4% 8.9% 10.1%

Poverty Rate 13.9% 12.1% 7.8%

Median Household Income $53,125 $33,281 $46,250

Unemployment Rate 7.5% 6.5% 3.5%

Figure 3C: Jamestown Demographic Snapshot


COUNTY POPULATION

Jamestown spans the border of two counties, Boone and Hendricks. Boone County experienced tremendous population growth within its fi rst few decades of existence, growing from 622 people in 1830 to 31,778 in 1880, and the population has continued to steadily climb.

Hendricks County has also experienced rapid population growth over the past several decades, as can be seen in Figures 3D and 3E below, growing by over 85,000 people since 1990. Th ese county growth trends suggest that Jamestown will likely experience a population increase in the near future as well.

Boone County Hendricks County2016 Population 64,653 160,610Population Growth since 2010 14.2% 10.5%2030 Population Projection 74,654 216,472High School Graduation Rate 93.3% 93.8%Bachelor’s Degree Graduation Rate 42.7% 33.4%Unemployment Rate 3.4% 3.5%Average Commute Time 24.5 minutes 25.7 minutes

Figure 3D: Demographic Data by County

Source: Hoosiers by the Numbers Indiana County Highlights

Figure 3E: Population Growth by County

Source: Hoosiers by the Numbers Indiana County Highlights


Figure 3G: Commute from Jamestown

§̈¦465

§̈¦74

§̈¦70

§̈¦65

Jamestown

Indianapolis

LebanonCrawfordsville

£¤231

£¤136 ¬«39

¬«75

Plainfield

Brownsburg

£¤36Danville

Avon

£¤40

¬«236

¬«32

¬«234 ¬«267

V0 6 12

Graphic Scale (Miles)

LOCATION

Th e majority of Jamestown is located in Boone County. However, as growth occurs, it is likely that more land in Hendricks County will be annexed, adding to the south side of Jamestown along Ross Road and/or SR 75.

Jamestown’s central location among several larger cities is an attractive feature as it allows families to live in a small town while still having a relatively short commute to work. In Boone County, the average commute time is 24.5 minutes, and in Hendricks County it is 25.7 minutes. As seen in Figure 3G, there are multiple nearby cities that can be accessed from Jamestown in less than these average commute times.

CHARACTER

Th e community of Jamestown is defi ned by its people – hardworking, family-oriented and welcoming. Although the town has limited resources, its residents continually strive to improve their community, employment opportunities and other amenities for the betterment of the whole. A spirit of volunteerism and community service is abundant in Jamestown, and it is this spirit which will allow the town to develop to its full potential as a thriving small-town community that is a safe, clean and attractive place to live and raise a family.

Th e town holds various community events, such as a farmers market, movie nights in the downtown park, and the annual Apple Cider Festival.

§̈¦74

Jamestown

£¤136

¬«39

¬«236

¬«75

¬«234

Boone

Hendricks

Montgomery

Putnam V

Figure 3F: Town and County Location

Community Movie Night in the Park

DRIVING DISTANCE & COMMUTE TIMES TO NEARBY CITIESDanville 14 miles 18 minutesBrownsburg 14 miles 19 minutesLebanon 15 miles 21 minutesCrawfordsville 16 miles 21 minutesAvon 20 miles 27 minutesPlain eld 25 miles 35 minutesIndianapolis 30 miles 40 minutes


COMMUNITY RESOURCES

Jamestown is an attractive community with well-maintained residences and a defi ned downtown. It has two parks, one located downtown and the other on the southeast side of town. Many civic groups and churches are also located in Jamestown. Th e map below lists the various organizations within Jamestown and highlights their locations or regular meeting places.

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(

!!(!!( !!(

§̈¦74

¬«75

£¤136¬« 75

ELM ST

DARL

INGT

ON S

T

MAIN ST

HIGH

ST

MILL ST

CR 700S

D

SR 75

LEBA

NON

ST

ASH ST

COUNTY LINE RD

JEFFERSON ST

LOWERY ST

FIRST

ST

WALNU

T ST

WES

T ST

SECO

ND ST

STOC

KTON

ST

BRUSH ST

PARK PL

COLUMBIA ST

N LEBANON ST

MEADOWLARK DRIVE

OAK

LANE

DRI

VE

HILL

VIEW

DR

6

9

8

7

1

2

5

4

3

1417

16

15

13

12

10

11

V

Key: Resource:

1 Jamestown Municipal Building

2 Jamestown Fire Station

3 American Legion Post 395

4 Pleasant Acres Nature Park

5 Downtown Park

6 Tri-Area Library

7 Lowery Cemetery

8 International Order of Odd Fellows Cemetery

9 Jamestown Church of Christ

10 Jamestown United Methodist Church

11 Jamestown Christian Church (New)

12 Witham Health Services of Jamestown

13 The Church of God of Prophecy Church

14 Jackson Township Historical Society

15 Jametown Utilities

16 Harvestime Fellowship

17 New Hope Baptist Church

Figure 3H: Jamestown Community Resources Map


Jamestown Downtown Park

Pleasant Acres Nature Park

PARKS AND NATURAL RESOURCES

As previously mentioned, Jamestown has two parks. Th e downtown park, located on Main Street just west of High Street, is a one-block park that includes a picnic shelter, playground, basketball courts and seating. Th e park hosts various community events, including a farmers market. Since the 2014 Economic Development Plan, recommended volunteer-driven beautifi cation projects have improved the aesthetic quality of this small but valuable park.

Pleasant Acres Nature Park is located at the southeast gateway into Jamestown along U.S. Highway 136. Th is park off ers approximately 16 acres of forested land with trails, bridges, picnic pavilions, a gazebo, restroom facilities and a parking lot. Th is park, which was donated to the town, is an important asset and funds should be appropriated to properly maintain this resource.


LOCAL BUSINESSES

Despite its small size, Jamestown is home to several local businesses. Th e map below lists these businesses along with their locations throughout Jamestown. Support services for local business owners, such as business counseling and small business assistance, are available through the Boone County Chamber of Commerce, Th e Boone County Economic Development Corporation (BCEDC) and Th e Indiana Small Business Development Center (SBDC) in Indianapolis.

!!(!!(

!!(!!(!!( !!(

!!(!!(

!!(

!!(

!!(

!!(

!!(!!(!!(!!(

!!(

!!(

!!(!!( !!(

!!(

!!(

§̈¦74

¬«75

£¤136¬« 75

ELM ST

DARL

INGT

ON S

T

MAIN ST

HIGH

ST

MILL ST

CR 700S

SR 75

LEBA

NON

ST

ASH ST

COUNTY LINE RD

JEFFERSON ST

LOWERY ST

FIRST

ST

WALNU

T ST

WES

T ST

SECO

ND ST

STOC

KTON

ST

BRUSH ST

PARK PL

COLUMBIA ST

N LEBANON ST

MEADOWLARK DRIVE

OAK

LANE

DRI

VE

HILL

VIEW

DR

87

6543

2123

2218

15

12

11

V

!!(!!( !!(!!(

!!(

!!(

!!(!!(!!(

!!(

!!(!!(

!!(!!(

9

65

43

2120

19

17

16

1514

13

10

MAIN ST

HIGH

STPARK PL

JEFFERSON ST

STOC

KTON

ST

SeeEnlargement

Key: Business

1 Jamestown Market \ State Bank of Lizton

2 Jamestown Villas Apartments

3 Brenda's Antiques and More

4 Cochran's Catering and Cakes

5 Dick & Judy's Restaurant

6 Barkin Spider

7 G & S Tire and Sales

8 Harold Sears Enterprises (General Contractor)

9 The Pitt Stop

10 Willams Tool and Machine Shop

11 Carr Custom Paint and Pinstriping

12 Witham Medical Services

13 M & R Sales

14 Jamestown Auto Parts

15 Jamestown Hardware and Service

16 Marathon Gas Station / JL Food Mart

17 Les Hawkins Installations

18 Artisian Construction

19 Porter Funeral Home

20 Porter Insurance Agency

21 Rocks Auto Repair

22 Steve's Auto Fab

23 Tractors and More

Figure 3I: Jamestown Local Businesses Map

INTRODUCTIONA detailed Economic Development Plan was developed for Jamestown in 2014. Th e conclusions from that report were generally validated through the development of this plan. Th erefore, this chapter contains an overview of that plan as well as an update on what has been accomplished and where eff orts should be continued or started.

ASSETS & OPPORTUNITIES

Jamestown’s location near I-74 and the greater Indianapolis area is its primary attraction to basic employers. Only 27 miles from I-465, Jamestown is situated just outside currently developed areas along I-74. Furthermore, recent investments have installed public infrastructure to potential

employer sites, making Jamestown a suitable and cost eff ective site for basic employers.

Th e town has had recent success in attracting industry. Notably, Fukai Toyotetsu Indiana Corporation (FTIC) opened in 2016 at the town’s industrial park with a commitment to employ 200 persons. Even more, construction began in the summer of 2017 on an expansion that would employ an additional 150 persons.

Other assets include a well-defi ned downtown, two public parks, a community that is safe and welcoming, and an active Main Street group. Th ese assets provide Jamestown with the foundation to take advantage of the continuing population growth westward from Indianapolis.


FTIC Groundbreaking, September 2014

Section 4


CHALLENGES

A key limiting factor is downtown Jamestown which has several empty buildings and multiple business storefronts in need of improvements. Th e declining number of local businesses and lack of entrepreneurial eff orts are further hurdles that must be overcome for economic development.

Despite a small population and limited fi nancial resources, Jamestown’s economy can improve through committed local leadership and strategic planning. Th e town must also heavily rely on volunteer eff orts to produce needed change.

ECONOMIC INDICATORS

Several key economic and demographic variables tend to be correlated with strong development potential. Th ese variables include (but are not limited to):

• Population growth

• High levels of educational attainment

• Growth in household wealth & income

• Employment / workforce composition

Downtown Jamestown

Downtown Jamestown

Section 4 Economic Development 27

THE 2025 ECONOMIC DEVELOPMENT VISIONJamestown will take advantage of its key assets to develop its economy over the coming years. By 2025, Jamestown will have several basic employers operating near the intersection of I-74 and SR 75. Th e population will have grown to at least 1,200 people, representing a 21 percent growth rate. Th e number of businesses in downtown will have grown considerably, including several business that draw customers from the surrounding region.

Over time, the growth of basic employers near I-74 will create new customers for current and new downtown businesses. Th ere will be fewer vacant storefronts and many downtown buildings will have improved facades, some with new murals. Th e commercial business district will become more pedestrian friendly, with sidewalks linking residential areas to downtown. Th e small park downtown will have been improved - primarily through volunteer eff orts and donations - and will have become a place for residents and visitors to relax while shopping. An expanded merchants association, which will operate Jamestown’s Main Street program, will help keep the downtown looking clean and attractive.

Jamestown’s economic development strategy will be to focus on only a few goals and objectives at any period of time. Th e strategy should start with the objectives that have the most immediate importance and then move to the next set.

Th e town of Jamestown has limited fi nancial resources; therefore, many of the objectives will depend on volunteers. An operating principle will be to choose only a few activities at a time and work on those activities until they are accomplished.

RECOMMENDATIONS

• Annex future economic development parcels near the I-74 interchange

• Implement Phase 2, 3 & 4 of the Jamestown Economic Development Plan

• Obtain site control for Phase 2 and 3 of the Jamestown Economic Development Plan

THE ECONOMIC DEVELOPMENT STRATEGY

1. Recruit basic employers with well-paying jobs to the employer sites at the southwest corner of the I-74 and SR 75 intersection

2. Increase business activity in the downtown

3. Increase the town’s population


§̈¦74

¬«75

Phase 140.1 ac

Phase 395.1 ac

Phase 4143.4 ac

Phase 239.6 ac

Phase 480.6 ac

(Complete)

Annex.

DARL

ING

SR 75

ELM ST

MAIN ST

MILL ST

HIGH

ST

US 136

ASH ST

SECO

ND ST

STOC

KTON

ST

SR 75 LEBANON ST

CR 700S

BRUSH ST

FIRST

ST PARK PL

COLUMBIA ST

MEADOWLARK DRIVE

MILL STV

Figure 4A: Employer Sites Phasing Map

(C )(Complete)(CComplete))


PROGRESS SINCE THE 2014 PLAN

2014 Recommended Action 2017 Action Status

Implement infrastructure upgrades for employer sites

• All Phase 1 and 2 infrastructure is installed (see Figure 4A for Phasing Map). This served the 40-acre FTIC site, as well as the 40-acre Phase 2 property (which is currently undeveloped).

• The next step is to extend infrastructure for Phase 3 and 4, which would include extension of International Drive west to Darlington Street, along with accompanying water and sewer extensions.

Establish planning and zoning controls for development areas

• Areas developed as part of Phase 1 for FTIC have been zoned appropriately.

• The next step is to implement one of the options recommended in the plan for establishing zoning controls for the next anticipated development sites.

• Based on input from current and prospective employers, it has been identi ed that there is a need for some limited retail service at the I-74 interchange. While the 2014 plan discouraged commercial at the interchange, this Comprehensive Plan recognizes that some convenience commercial (fuel, fast food, retail) may be needed at the interchange because of the number of employees in the area.

Join Indiana Main Street to gain access to additional resources and eligibility for OCRA construction grants

• This is complete - the Jamestown Community Partnership was formed.

Complete volunteer driven beauti cation projects to encourage redevelopment in downtown

• Improvements were made to the downtown park as recommended in the plan.

• Other improvements are in process.Increase the population of Jamestown

• No new data is currently available to assess population change.

Pursue downtown revitalization grants for needed streetscape and façade improvements

• No grants have been pursued to date.

Upgrade economic development site infrastructure

• Monitoring of infrastructure is ongoing. No capacity upgrades are currently recommended for the industrial park.

• Town has identi ed the need to implement guidelines for discharges to sanitary sewers based on the current limitations of the wastewater collection and treatment system.


Changes in wealth should be characterized by an increasingly prosperous middle class and a declining poverty rate. A successful local economy provides training and education on the one hand, and adequate job opportunities on the other. Th e rising standard of living in low-income households should lower the poverty rate and enlarge the middle class.

Successful local economies will also be characterized by changes in key employment sectors that continue to position their communities to thrive in the national and global marketplace. Th is is especially true at the present time as the country continues its evolution from an economy which was manufacturing-based to one that is knowledge-based, technology-driven and service-oriented.

QUALITIES OF SUCCESSFUL LOCAL ECONOMIES

Communities with a dynamic economy and high quality of life are keeping existing residents and attracting new ones. People move to where the opportunities are for jobs, education, cultural enrichment, recreation and a safe and healthy life.

Changes in educational attainment indicate a workforce with an increasing number of individuals who have received post-secondary training or education. Eff ective educational and workforce development opportunities should address the needs of both employers and job seekers, whether they are just entering the workforce or incumbent workers looking for better opportunities.

Completed Phase 1 Site: FTIC Complex


GOALS AND STRATEGIES

Goal: Promote the location of new basic employers at the I-74 and SR 75 intersection.

Strategy: Continue to implement the detailed infrastructure development plan for the area.

Strategy: Work with the Boone County Area Plan Commission to rezone the land where appropriate.

Strategy: Partner with the Boone County Economic Development Corporation and the Indiana Economic Development Corporation to market the employer sites.

Goal: Promote business growth in downtown Jamestown.

Strategy: Work with the Boone County Area Plan Commission to protect the downtown commercial district from new commercial activities on SR 75 between I-74 and downtown.

Strategy: Join the Indiana Main Street Program.

Strategy: Promote existing businesses through the merchants association.

Strategy: Create a volunteer downtown beauti cation committee.

Strategy: Pursue grants to improve downtown streetscapes and/or facades.

Goal: Promote Jamestown to new businesses and new residents.

Strategy: Establish an annual volunteer of the year award to recognize service to the community and promote awareness of the town within the region.

Strategy: Start, manage and update a Facebook page to promote the community and reach volunteers.

Strategy: Paint murals on selected buildings.

Strategy: Add a “Volunteer Opportunities & Programs” page to Jamestown’s website.

Construction site in Jamestown Community work day volunteers

FACTORS SHAPING CURRENT LAND USE IN JAMESTOWN

INTRODUCTION

Jamestown’s success with their industrial park means that the town is now in a position where other growth and development may occur. Because Jamestown has not otherwise seen signifi cant change in recent years, a system-wide evaluation of their capacity to manage this development is needed. Th is chapter is intended to help to meet that need by evaluating Jamestown’s planning boundaries, its future land use plan, its development standards and related topics. Th e fi nal result of this land use plan are specifi c recommendations for how to manage the increased level of growth and development decisions that may be facing Jamestown.

• Jamestown saw residential growth between 2000 and 2010, but has been stagnant since 2010.

• The success of the industrial park has given opportunity for new growth and development. This will impact residential, commercial and industrial properties.

• Jamestown has established a goal to grow 10 percent between 2014 and 2024.

• While growth is expected, it is not anticipated to be rapid.

• Future growth areas around Jamestown are mostly outside the current corporate limits.

• Jamestown’s current development standards are decades old, and have not been seriously tested in recent years.

Land Use

Jamestown’s industrial park along SR 75

Section 5


COMMERCIAL LAND USE

Th e town’s primary commercial development goal is to direct commercial development into the downtown district, whenever practical. Th is is intended to continue to have a community where restaurants and businesses are located in close, walkable distance to neighborhoods. Residents and community leaders also recognize that the only way to create revitalization of the downtown district is to direct reinvestment into the downtown.

As development occurs in the downtown, it is preferred that the district continue to follow traditional downtown development patterns. Namely, buildings should be built without front setbacks and front doors should open onto the street. Parking lots should be located behind buildings. Architecture for new development should be complimentary to existing structures.

Th e 2014 Economic Development Plan recommended that the town discourage commercial development at the SR 75/I-74 interchange.

However, since that goal was established, the town has received input from current and prospective industrial park businesses that there is a need for food, convenience retail and fuel for employees at the I-74 interchange. With over 350 persons expected to be employed at the industrial park in the near future, this is a legitimate need.

As this goal was discussed during comprehensive plan workshops and committee meetings, the consensus was that a small scale commercial area at I-74 should be allowed. However, it was agreed that the district should have strict controls to defi ne what type of businesses are appropriate at the interchange. Examples of businesses to be located downtown versus the interchange are summarized in Figure 5A below. It was also noted that the district should be kept small in size (less than 20 acres). Furthermore, it was noted that a truck stop would not be appropriate in any portion of Jamestown.

Figure 5A: Ideal Business Locations According to Business Type

Downtown Jamestown I-74 Interchange

Sit-down restaurant Fast-food restaurant

Ice cream shop Gas station/convenience store (not a truck stop)

Bar/tavern Small strip mallOf ces Hotel/motelGrocery/dollar store/convenience store Car washBanks Auto repair/mechanic shopMedical/dental of cesPersonal services (barber, laundromat, photographer, etc.)Public/municipal of cesPharmacy/drug store

Section 5 Land Use 35

RESIDENTIAL LAND USE

With residential growth possible over the next 10-20 years, adequate land for future residential development needs to be identifi ed.

For single family residential development, the fi rst priority is to continue current development in the southwest portion of town. Th is area has existing infrastructure to support housing, and some roadways have already been stubbed out for future extensions. Th e land south of Jamestown along Ross Road and the area northeast of downtown are other potential residential areas for the short-term that are located in close proximity to the town and have existing infrastructure. See Figure 5B below.

Lots further west of town south of US 136 are also suitable for residential development, but are envisioned to be for long-term growth since suitable capacity water and sewer lines are not yet available in the area.

One strategy for attracting new population to the town would be to provide multi-family housing. Th is would provide an opportunity for employees at the industrial park to try the community before committing to a mortgage. Residents noted that the duplexes near the nature park were well done, and contribute to the community. Specifi cally, residents noted that they prefer to see multi-family units smaller in scale (2-4 units per structure), and the developments should be of a size that is appropriate to blend into Jamestown without overwhelming it. In order to encourage appropriate multi-family development, standards should be adopted to identify the size, scale and appearance of multi-family facilities.

Several places in the community would be appropriate for multi-family housing. Near-downtown lots would be suitable for smaller townhome style units or duplexes. Th e area north and east of the railroad off Lebanon Street was identifi ed as another location suitable for apartments. Should apartments be proposed in this area, it is recommended that more strict development standards be required (such as requiring all brick facades) because of their visibility on this main gateway into town.

Duplexes near Pleasant Acres Nature Park

§̈¦74

DARLINGTON ST

¬«75

£¤136¬« 75

£¤136

PLEASANT ACRESNATURE PRESERVE

BOONE COUNTY

HEN ICKS COUNTY

ELM ST

DARL

INGT

ON S

T

MAIN ST

HIGH

ST

MILL ST

CR 700S

ROSS

RD

SR 75

LEBA

NON

ST

ASH ST

COUN E

JEFFERSON ST

LOWERY ST

FIRST

ST

WALNU

T ST

WES

T ST

SECO

ND ST

STOC

KTON

ST

BRUSH ST

PARK PL

COLUMBIA ST

EBANO

MEADOWLARK DRIVE

OAK

LANE

DRIV

E

HILL

VIEW

DR

SR 75

V0 450 900

Graphic Scale (Feet)

WWWWWWWWWWWEEEESSSSSSS

TTTTTSSSSSSTTTT

CC

EEEBBBAAN

HHHHEENNNNRRRRRROOOOSSSSSSSSSSSSSSS

77777555

RRRR

Figure 5B: Potential Residential Areas


INDUSTRIAL LAND USE

Th e intent of the industrial land use area should be to encourage the development of Phase 2, 3 and 4 of the industrial park as outlined in the 2014 Economic Development Plan. Development within this district is expected to be light, enclosed manufacturing/industrial uses. Heavy industrial should be discouraged within the community.

Additional details regarding future industrial uses and expectations can be found in the 2014 Economic Development Plan.

NORTH OF THE I-74 INTERCHANGE

While in the past there was one development north of the I-74 interchange, it has since been mostly vacant. Still, there is signifi cant potential for development in this area. Because of Jamestown’s limited infrastructure capacity, short-term development north of I-74 served by Jamestown is not practical. Even more, there is enough available land south of I-74 to meet Jamestown’s expected needs for at least ten or more years.

Consequently, it is recommended that Jamestown discourage short-term and medium-term development north of I-74. Infrastructure should not be extended to the area. Because of its long-term potential, it is recommended that Jamestown seek development controls for this area to preserve the land for long-term growth. In the interim, agricultural uses are recommended.

UNDEFINED ZONING

It has been identifi ed through this planning process that there are multiple parcels in the community where the zoning for individual parcels is not clear. Figure 5C shows the current zoning for Jamestown. It is recommended that the community adopt clear zoning for each of the unspecifi ed parcels. Such zoning should conform to the future land use plan, Figure 5D on the following page. Th is needs to be completed as a short term priority.

ZONING ORDINANCE UPDATE

Jamestown’s current zoning and subdivision control ordinances are dated, and no longer meet current best practices. Since new development is likely to be coming, Jamestown has authorized the development of new ordinances. Th is step will be necessary to protect the community as developments are proposed.

FUTURE LAND USE PLAN

Th e development of the future land use plan began with a review of the current zoning map (Figure 5C).

Th e future land use plan was then developed by incorporating the recommendations from the various topics discussed in this chapter into the map. Th e fi nal map is included as Figure 5D on page 38.

Section 5 Land Use u 37

§̈¦74

¬«75

£¤136

¬«75

£¤136

DARLINGTON ST

HENDRICKS COUNTY

CR 600S

DARL

INGT

ON S

T

ELM ST

US 136

MAIN ST

CR 700S

HIGH

ST

ROSS

RD

MILL ST

COUNTY LINE RD

ASH ST

JEFFERSON ST

WALNU

T ST

WES

T ST

COLUMBIA ST

SR 75

V

Legend

Corporate Limits

Commercial

Industrial

Mixed Use

Park

Public and Semi

Residential and Community Services

Single Family Residential

Multi Family Residential

Figure 5C: Current Zoning Map (June 2017)

Jamestown Comprehensive Plan 201738 t

HENDRICKS COUNTY

V

Legend

Corporate Limits

Agriculture

Commercial

Industrial

Mixed Use

Park

Public and Semi

Residential and Community Services

Single Family Residential

Multi Family Residential

§̈¦74

¬«75

£¤136

¬«75

£¤136

DARLINGTON ST

CR 600S

DARL

INGT

ON S

T

ELM ST

MAIN ST

CR 700S

HIGH

ST

ROSS

RD

MILL ST

COUNTY LINE RD

ASH ST

JEFFERSON ST

WALNU

T ST

WES

T ST

COLUMBIA ST

SR 75

Figure 5D: Future Land Use Plan

Long-Term Residential Opportunity


MANAGING GROWTH AREAS

One of the most pressing challenges for Jamestown is that most of the areas likely to be developed in the near future are outside Jamestown’s planning jurisdiction. Th is includes some of the town’s highest priorities, including the next phases of the industrial park expansion and commercial areas along I-74.

While Jamestown and Boone County enjoy a very positive and cooperative relationship, land use decisions will ultimately be made by Boone County unless Jamestown enacts some type of authority over these areas.

Th is was identifi ed as a key concern during the 2014 Economic Development Plan and various strategies were identifi ed. Th ese included using infrastructure to control growth, enacting extraterritorial jurisdiction and annexation. While those are all still valid options, the success of the industrial park means that these future development decisions are more imminent than before.

Th is means that the town needs to pursue a strategy that gives them sole authority over development of the lands surrounding the community. Of the alternatives, only annexation gives Jamestown that sole authority.

Consequently, it is recommended that Jamestown develop an annexation fi scal plan for these growth areas and pursue annexation of the areas. Because of the potential for poor decisions to adversely impact the town, it is recommended that this be pursued as a key short-term priority coming out of this plan.

Until lands have been annexed, the extension of infrastructure is Jamestown’s best tool to manage growth. Accordingly, it is recommended that Jamestown not extend infrastructure to development sites on a speculative basis. Instead, infrastructure should only be extended in support of development compatible with this plan, and only after specifi c developments have been approved.


Challenge: Th e industrial areas at the SR 75 / I-74 interchange do not have nearby commercial retailers to support the needs of the workers.

Figure 5E: Commercial Concept Plan

Conceptual Plan: • Th e land north of Old Union Road (CR

700S) and east of SR 75 would be an ideal location for limited commercial development.

• Annexation of this land should occur before infrastructure is extended and development is pursued.

• Th ree or four 1 to 1.5 acre commercial outlots would serve FTIC workers and future industrial employees that locate to the area.

• Th e commercial outlots could include fast food restaurants, a gas station, or other businesses needed in the area.

• A small strip mall with limited additional retail would also be recommended.

• Th ere is additional land available to expand commercial development in the long-term.

• Th is area would remain small (less than 20 acres), as most commercial development should be directed to the downtown.

SUB-AREA 1: COMMERCIAL DEVELOPMENT CONCEPT PLAN


Conceptual Plan:• Th e land south of Main Street and west of

First Street is the ideal location for short-term single-family housing development.

• Annexation of the parcels outside of Jamestown’s current corporate limits (see Figure 5F) should occur before residential development is pursued.

• Infrastructure is already in place in this area to support residential growth.

• Several roadways have already been stubbed out and can easily be extended and connected.

• Infi lling this area with housing is the fi rst priority for residential development.

• Th e land south of Jamestown along Ross Road and northeast of downtown along Lebanon Street also has infrastructure in place and could be used for further residential growth.

Challenge: Future residential growth should be planned and directed according to infrastructure and utilities.

SUB-AREA 2: RESIDENTIAL DEVELOPMENT CONCEPT PLAN

Figure 5F: Residential Concept Plan


SR 75 / I-74 Interchange


Goal: Direct commercial investment into the downtown district.

Strategy: Direct commercial development into the downtown commercial district whenever possible.

Strategy: Update development standards for the commercial district for development suitable for the downtown district.

Goal: Encourage small-scale convenience/fast-food commercial development at I-74 interchange.

Strategy: Create new highway-oriented commercial zoning district to accommodate small scale development at I-74.

Strategy: Prohibit a truck stop in this district.

Goal: Encourage light industrial development at I-74 interchange.

Strategy: Follow recommended industrial land use patterns recommended in the 2014 Economic Development Plan.

Goal: Direct housing to in ll sites and locations with existing infrastructure as the rst priority.

Strategy: Encourage in ll housing within existing neighborhoods.

Strategy: Encourage new housing at sites with existing or adjacent utilities.

Strategy: Encourage housing in areas without utilities only after short term sites have been developed.

Goal: Encourage quality multi-family housing development.

Strategy: Adopt standards for multi-family housing development that encourage quality housing.

Strategy: Require more strict standards for multi-family housing along gateway corridors.


Existing commercial building in downtown Jamestown

Goal: Direct short-term development away from long-term growth areas.

Strategy: Work with Boone County to encourage lands north of I-74 to remain agricultural in the short-to-medium term (i.e. within the life of this plan).

Goal: Resolve zoning classi cation for parcels without clear zoning categories.

Strategy: Implement new zoning to follow existing land use or recommended future zoning categories, as appropriate for each individual parcel.

Goal: Develop annexation scal plan to manage parcels outside of Jamestown’s current zoning jurisdiction.

Strategy: Retain a consultant to complete annexation scal plan.

Strategy: Evaluate options to purchase growth parcels in lieu of annexation.

Goal: Adopt updated zoning and subdivision control ordinances.

Strategy: Finish current effort to update ordinances.

INTRODUCTION

Over the last ten years, Jamestown has made remarkable progress at improving the quality of life in the community. Notable successes include:

• Th e industrial park expects to employ 350 persons in the next few years.

• A new medical clinic was added by Witham Hospital.

• Th e Jamestown Community Partnership was formed as an Indiana Main Street organization.

• Th e Pleasant Acres Nature Park was further developed.

• Natural gas service was made available to Jamestown residents.

EXISTING AMENITIES

Existing quality of life amenities and resources are outlined in the Community Character section of this plan.

PARKS & RECREATION MASTER PLAN

Th e Parks & Recreation Master Plan for Jamestown was last updated in 2012. Th e town is currently in the process of updating this document. Th e value in doing a visionary parks plan is that it could include detailed planning for a new community park and community center. OCRA grant funding is available for this type of plan.

COMMUNITY CENTER

One need that was noted by the Steering Committee and in public meetings was the lack of a community center in the town. Th ere is an existing community room behind the Jackson Township Historical Society. Th is room serves many groups including the Lions Club, Jamestown Community Partnership and Jackson County Historical Society, but the room is limited in capacity to about 20 to 30 people. While it functions well for community group meetings, it is not as well suited for parties, family reunions or other similar functions.

In order to develop a community center, a two-tier strategy is recommended in which the town fi rst works within current facilities to meet this need before investing in permanent facilities.

Quality of LifeSection 6


Short-Term Community Center Plan

First, it is recommended that the town make the existing town council meeting room available for rent as a community room on a trial basis. Th e town hall could be locked in a way that allows public use of the room without accessing the offi ce spaces.

Th is approach would allow a community room to be made available immediately at little to no cost. Even more, it would allow the town to better understand the needs to be served by a permanent facility and better understand the staffi ng required to program and manage the space.

Permanent Community Center Plan

If the trial demonstrates a need for permanent facilities, then the town should pursue the development of an independent community center. Th e benefi t of an independent facility is that it could have multiple rooms, and many of the rooms could be dedicated to specifi c uses.

Funding for a community center is currently available through the Public Facilities Program through the Indiana Offi ce of Community and Rural Aff airs (OCRA). In recent years, the grants have been capped at $400,000 and require a minimum ten percent match.

«««««¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬

¤¤¤¤££££££££££££££££


YYTYTYTTNNUUOUOUCOCOS CS CKSSKKCCCCRRRDDNNEHHHENDRICKS COUNTYHENDRICKS COUNTY

EE MMLLMLM TTSTSTSSSSSTST

DDDDDDAAAAAAAAAAAARRRRRLLL

NNNNGGGGGGGGTTTOTOOOOOOO

INGT

ONNNNNN SSSSS N STTTTT

AAAMAMMAMAMAMA NNNNNNNNNNIN SSSSTTTTTT

HHHHHIGIGIGGGIGHHHHH

SSSS STTTTTTT

LLMMMMILTTSTSTL SL SSL STSSL ST

RRRRRROOOSOSSSSOS

SSSSSSSSRRRRRDDDRD

SSR 7

SR 7

SR 75

LLELEEB

5 LEBLE

B5 L

EBANANAN

OONONONSTST SST

TTSTSTSSSSHHASH SSSASAASASASH SHASH SSSH STASH ST

CCCCCOUNTTTTNOOUUNNNNTOOOOUNTYYYY NEELLINYY NNY LINE RRRRDDDD

FFEFEFFJJJEEFJEJEJEFFFFFFEEEERRRRRRSSSSSSOOOOOOONNNNNNNN TTSTSTSSTSSSST

TTSTSTY SY SRYRYRRWWWWERY SOWOWWWOWOWERY SLOLOWEE TEROWERY SLOWERY ST

FFF RIRSRSRSSS

TSTSTSTST SST ST SS

TSTSTTTIR

ST S

T

WWWWWWWAWAWAWAAAWALNLNNLNNNNLN

UUTUTUTUTTTTUT SSSSTSTSSTTTST

WWWWWWWWWWEEEESSSS

TSTT S TSSTTT

WES

T ST

SSSSESECECEECECECECECCCSECOOOO

NNONONNNNNONDD

SD

SSTSSTSTTTTD

ST

SSSSTSTSTSTSTSTOTOTTOOO

COOCOCCKCKCKCKK

TKTTTOTOTOTOO

NONONNNNNSN S

N SNN SSTSTSTTT

STOC

KTON

ST

RURURBRUBRBRUBRBRBRBRUSSSSHHHHH SSSSTTTTTT

PPKK PK PKRK PRK PARK

PARARKARPARKPAPAPAPARK PLLL

CCCOOOCCCOCOLUMBIAMLLUUMBIAAAABIAMBIALUMBIA SSSSTTTTTT

NNNNNNNN LLLLEBBEBBEBBBB

SSSSSS

EB

STTTTTTTT

EMEMME

KRKKKRARKARKRARARRKLARLAWLAWWLWLWLWWLAWWOWOWOWOWDODOWOWWDADOADADDOAAAAADOWLARK DDDDRRRR VVIVIVVVVVIVEEEEEE

OOOOOOOOAAAAAAAKKKKKKK

LL LAAAAAAAAAANNNN

EEEEEEDRRRRRR

IVE

DRIV

E

HHILLLLLLLL

VLVLVLVVVIVVIEEWEWEWWEWWWWWW

DW

DW

DRRILL

VIEW

DR

SSSSSRRRRRSR7775757555 75

VVV00 450 900450 900


Figure 6A: Potential Community Center Sites

Town Council Meeting Room

Potential Community Center Site adjacent to the Fire Station

Section 6 Quality of Life 47

Two site options are available, shown in Figure 6A. Th e town owns property adjacent to the fi re station that could be utilized as a community center. Additionally, the town could consider property northeast of downtown on Lebanon St.

NEW COMMUNITY PARK

While the town has several park and recreation amenities, residents have noted that the town currently does not provide common park amenities like a baseball/softball fi eld, soccer fi elds or open lawn areas. Input from the public also indicated that downtown park amenities such as the picnic shelter and playground might be more attractive if they were located in a larger park more removed from traffi c.

Limitations of the current parks are also apparent in terms of community festivals and events. Th e recent Jamestown Apple Cider Festival has outgrown its Pleasant Acres Nature Park location after only its second year. However, outside of the

nature park, there are not locations in town where a festival or other large outdoor event could be held.

In summary, a new community park should meet the following needs:

• Provide shelters and picnic space.

• Provide athletic fi elds including baseball/softball and soccer fi elds.

• Provide multi-purpose lawn areas for recreation and community events.

• Provide a larger community playground.

It is recommended that the town pursue a two-tier strategy for improving public park facilities as well. In this strategy, the town should attempt to work with its current facilities to meet these needs before investing in permanent facilities.

Community Event at the Downtown Park


Short-Term Community Park Facility

In the short-term, multiple options exist for meeting the needs for a community park.

Th e Jamestown Christian Church has recently invested in new playground, shelter and athletic fi elds at its facility on North Lebanon Street. Th e church has invited the public to utilize these facilities.

For event space, many communities choose to close down public streets for events. While closing down Main Street is not practical since it is under INDOT’s jurisdiction, other city streets such as High Street or Jeff erson Street could be considered.

Permanent Community Park Facility

While shared facilities can meet a short-term need, there exists a long-term need for the town to provide its own park facilities.

Th e key questions are:

• Where to locate the facilities?

• How to pay for the improvements?

In terms of location, multiple options exist where land could be acquired for a community park. As the community grows, land could be identifi ed within in the southwest residential sub-area or northeast of downtown along Lebanon Street to be set aside for park development. Additionally, residents noted that land north of Elm Street at High Street, near the town’s water tower, could be targeted for a public park. See Figure 6B for a map of possible locations for a new park.

Regardless of where it is located, the town will need to secure funding for acquisition and development of the park. Th e most promising funding source is the Land and Water Conservation Fund (LWCF), which is available through the Indiana Department of Natural Resources (IDNR). LWCF funding is specifi cally targeted for acquisition and development of park facilities and has provided $200,000 grants in recent years. It requires a 1:1 funding match. Jamestown used the LWCF to help fund the nature park several years ago.

Ultimately, after a new park is developed, the vision is for the current downtown park to be more of an urban park, catering to downtown employees, visitors and residents in the adjacent areas. Th e new park facility, along with Pleasant Acres Nature Park, would host community events and festivals.

Jamestown Christian Church Sports Fields

¬«75

£¤136¬« 75

£¤136


HENDRICKS COUNTY

ELM ST

DARL

INGT

ON S

T

MAIN ST

HIGH

ST

MILL ST

ROSS

RD

SR 75

LEBA

NON

ST

ASH ST

COUNTY LINE RD

JEFFERSON ST

LOWERY ST

FIRST

ST

WALNU

T ST

WES

T ST

SECO

ND ST

STOC

KTON

ST

BRUSH ST

PARK PL

COLUMBIA ST

N LEBANON ST

MEADOWLARK DRIVE

OAK

LANE

DRIV

E

HILL

VIEW

DR

SR 75

V0 450 900


Figure 6B: Potential New Park Sites


TRAILS, GREENWAYS & SIDEWALKS

To take advantage of the playground and athletic facilities available to the public at the Jamestown Christian Church, a pedestrian/bicycle connection apart from SR 75 is recommended. Th e community has proposed a greenway be developed that would extend from the intersection of High and Elm Streets along the utility easement north to the church (see Figure 6C). Th e existing easement would need to be modifi ed to allow this use.

Otherwise, the trails at the Pleasant Acres Nature Park were envisioned as being suffi cient to meet anticipated future trail/greenway needs.

Sidewalks in Jamestown have traditionally been considered the responsibility of the adjacent property owner or business. As a result, sidewalks are primarily located along the state highways and are lacking in other areas of the community. As walkability has grown in importance, Jamestown is realizing the importance of having sidewalks as part of an overall walkability strategy. For these reasons, it is recommended that the town revisit its sidewalk policies. Th is should include the following three key areas of consideration:

1. Th e town should consider developing a sidewalk repair/replacement program. Th is could be a program to install or replace a certain number of sidewalks per year. It could also include budgeting a certain amount every year to be used toward sharing costs of private sidewalk installations.

2. Downtown sidewalks are a key part of the identity of the community. In order to encourage reinvestment and revitalization of the downtown district, it is recommended that the town work with the Jamestown Community Partnership in pursuing funding for a downtown sidewalk and streetscape program.

3. Th e town has generally had development standards that require sidewalks to be built along with new work. However, the town has often issued variances in lieu of enforcing those requirements. It is recommended that the town reinforce the requirements for sidewalks and require this on all upcoming projects.

Figure 6C: Proposed Pedestrian/Bicycle Greenway


GATEWAYS

Attractive gateways into Jamestown serve an important role in achieving the safe, clean and friendly feel the town wishes to convey to visitors and potential new residents. Th e community’s goal for its gateways is to enhance them visually by cleaning up these areas, planting trees and adding seasonal fl owers.

A priority area for gateway improvements is the Lebanon Street corridor between Main Street and Mill Street. Previous planning eff orts proposed a mural on one of the buildings along with plantings along the corridor (see rendering below). Upgrades of lighting and sidewalks in this corridor would also be valuable.

Th e nature park serves as a gateway feature to the east and is functioning well. To the south and west, additional tree plantings, perennial fl owers and decorative lighting could be used to improve these corridors.

DOWNTOWN

Th e 2014 Economic Development Plan recommended the formation of a formal Main Street organization that would pursue funding and assist in the implementation of projects to support downtown revitalization goals. Th e Main Street organization has since been formed. Specifi c needs for the downtown include constructing sidewalk and streetscape improvements as well as completing building façade improvements.

POST OFFICEAs noted in the recent 2014 Economic Development Plan, the community’s goal is to see a full service post offi ce provided in the community. Th e most promising strategy for the town is to work with the U.S. Postal Service to re-evaluate community needs after growth occurs at the industrial park. Th e community also desires to do everything possible to keep the current village post offi ce open within the town.

Proposed Gateway Improvements on Main Street at Lebanon Street



Goal: Develop a community center.

Strategy: Make the existing town council meeting room available for rent as a community room on a trial basis.

Strategy: Pursue OCRA funding for a permanent community center facility.

Strategy: Investigate site options for a community center.

Strategy: Evaluate options for co-locating the community center and public park.

Goal: Develop a new community park.

Strategy: Evaluate alternatives for closing down local streets for festivals and events, such as High or Jefferson Streets.

Strategy: Investigate public-private partnership with Jamestown Christian Church for shared use of recreation facilities.

Strategy: Evaluate alternative sites for a new community park.

Strategy: Pursue LWCF funding for a new community park.

Strategy: Upgrade the downtown park into a more urban park focused on downtown users.

Strategy: Evaluate options for co-locating the community center and public park.

Goal: Re-establish a full service post of ce.

Strategy: Maintain current village post of ce.

Strategy: Work with the U.S. Postal Service to re-evaluate the need for a full service post of ce as expansion occurs at the industrial park.

Goal: Complete gateway improvements.

Strategy: Add decorative lighting along gateway corridors.

Strategy: Replace sidewalks along gateway corridors.

Strategy: Plant trees and add seasonal plantings at gateways.

Goal: Improve walkability within town.

Strategy: Enforce requirement to provide sidewalks with all new developments.

Strategy: Encourage a downtown sidewalk/ streetscape investment.

Strategy: Encourage the construction of new sidewalks in Jamestown, and re-evaluate the nancial support provided to support the cost of the improvements.

Goal: Encourage revitalization of the downtown district.

Strategy: Encourage new commercial development to occur downtown.

Strategy: Update development standards to encourage compatible development in the downtown district.

Strategy: Support the Jamestown Community Partnership in programming and in the implementation of capital improvement projects.

Strategy: Complete downtown streetscape improvements.

Strategy: Complete downtown façade improvements.

Goal: Update parks & recreation master plan.

Strategy: Update the plan locally for 2017/2018.

Strategy: Pursue OCRA funding for comprehensive update in 2023.

INTRODUCTION

Emerging from the recession, Jamestown’s housing market has recovered and vacancies have been greatly reduced.

As employment at FTIC grows, there is signifi cant opportunity to off er housing to employees to grow Jamestown’s population. Even more, there are lots currently subdivided with utilities ready for development.

Th e following is an overview of current issues and opportunities related to housing in Jamestown, along with recommended next steps.

Housing

FACTS SHAPING JAMESTOWN’S HOUSING MARKET

Th e most recent data available for Jamestown is from the US Census Bureau, Annual Estimate of the Resident Population. Data available includes:

• 2010 Census population was 958. Th is is up 8 percent over the 2000 census; however, the 2015 estimated population was stagnant and trending slightly downward at 943.

• Th e community has established a goal of growing 10 percent over 10 years (from 2014 to 2024). Th is goal was established in the 2014 Economic Development Plan.

Figure 7A: Jamestown Housing Overview

2000 2010 % Change

Total Population 886 958 + 8.1%

Total Housing Units 382 418 + 9.4%

Occupied Units 361 394 - 0.2%

Vacant Units 21 24 + 0.2%

Owner Occupied 75% 72% - 3.0%

Renter Occupied 25% 28% + 3.0%

Median Home Value Data not available $98,800 Data not available

Source: US Census Bureau, 2000 Census and 2010 Census

Section 7


BOONE COUNTY HOUSING MARKET OVERVIEW

Th e Metropolitan Indianapolis Board of Realtors (MIBOR) provides regular housing market updates for Boone County. Key observations from their May 2017 Local Market Update report include:

• Th ere were 476 new listings year to date, compared to 489 through this same period in 2016.

• Th ere were 343 closed sales year to date, more than the 303 sales through this same period in 2016.

• Th e average sale price was $283,629, down from $288,822 in 2016.

JAMESTOWN CURRENT MARKET SNAPSHOT

Th e table on this page provides a summary of all homes listed for sale on the Multiple Listing Services (MLS) in August 2017. Th is data is presented to provide an understanding of the current housing situation in Jamestown. Key data includes:

• 10 homes are currently listed for sale.

• Th e price range on homes includes a range of homes at multiple price points.

• 16 lots/residential properties are for sale.

• Most of the lots for sale are within the Western Acres or Western Acres 2nd Addition subdivisions (15 of the 16 parcels for sale).

Figure 7B: Properties for Sale in Jamestown (August 2017)

Property Type Number of Listings

Apartments / Multi-Family Homes 1

Single Family Homes 9

Condo / Townhome / Row Home / Co-Op 0

Manufactured / Mobile Home 0

Lot / Residential Land 16

Farm / Ranch 0

Total 26

Source: MLS Listings, August 2017

Section 7 Housing 55

SUBSIDIZED HOUSING

Alternative housing is available for low-income disabled and elderly Jamestown residents in the form of low-income housing. One facility is currently available in Jamestown. Th e Jamestown Villas apartment complex is located at 37 Brush Street and include sixteen aff ordable housing units. Th e steering committee noted that it is comprised of both seniors and families, with families being the larger population.

It is noted that there is not a strong demand for senior housing within Jamestown. When many local seniors downsize, they often relocate to places like Lebanon that have more senior-friendly amenities.

SUMMARY & RECOMMENDATIONSJamestown Villas Apartment Complex

Figure 7C: Current Market Values in Jamestown (August 2017)

Price Range Apartments / Multi-Family Homes

Single Family Homes

Lots / Residential Land

<$25,000 0 0 14

$25,000 to $75,000 0 2 1

$75,000 to $100,000 0 3 0

$100,000 to $150.000 1 3 0

$150,000 to $200,000 0 0 0

>$200,000 0 1 1

Total 1 9 16

Source: MLS Listings, August 2017


good quality market rate multi-family housing is also acceptable. Th ere are 19 lots currently available for single family housing, which alone could meet about half of the stated population growth goal (19 lots x 2.43 persons/acre = 46 persons, assuming a 2.43 persons/acre household size per the U.S. Census). Furthermore, there are approximately 50 acres of undeveloped land directly adjacent to properties with full utilities, meaning that there are multiple ways for the town to grow in the near future without further residential development incentives.

Just as important to the community is maintaining investment in current neighborhoods. Th ere are multiple strategies to reinvest in current properties, and those are outlined in the goals section that follows.


While data shows that population is fl at, committee members noted that there are fewer vacancies than just a few years ago. Th ere are also few foreclosure properties, which had been a problem during the recession.

Committee members noted that there is a good mix of aff ordable, mid-range and upper-end housing. Also, they reported that the majority of properties are owner-occupied, although they are seeing more properties being converted to rentals in the wake of FTIC opening.

Ultimately, the community’s goal is to encourage population growth of ten percent over the next ten years (2014-2024) which would be an increase of approximately 95 residents. During this time, the quality of existing neighborhoods will also be continually improved through community eff orts.

For new residential growth, the preference is for single family housing, but an appropriate mix of

Single Family Home for sale at Western Acres

Section 7 Housing 57

Single Family Lot for sale at Western Acres

Multi-Family Housing off East Main Street

Strategy: Encourage growth of single family residential development in the designated areas.

Strategy: Encourage quality, small scale, multi-family residential development in the appropriate locations.

Strategy: Promote regular neighborhood clean-up/service days with junk pick-up to make it easy to get rid of large items.

Strategy: Make upgrades to at least one block or street every year. These upgrades should make multiple investments including paving streets, adding/replacing sidewalks, adding street lights, or an advanced level neighborhood clean-up effort.

Strategy: Demolish or redevelop properties which are beyond repair. Re-sell the parcels with deed restrictions which apply strict conditions on property maintenance.

Strategy: Investigate Owner Occupied Rehabilitation program funding from the Indiana Housing and Community Development Authority.

Goal: Encourage 10% population growth over 10 years (2014 to 2024).

Goal: Encourage reinvestment in current housing and neighborhoods.

INTRODUCTION

Jamestown is conveniently located at the crossroads of several major thoroughfares. SR 75 and US Hwy 136 cross in the center of town. SR 234 connects with SR 75 southwest of the town, and I-74 connects with SR 75 to the northeast of town.

Th e employer development sites located in the southwest quadrant of the I-74 and SR 75 interchange have immediate interstate access

Transportation

§̈¦74

DARLINGTON ST

¬«75

£¤136¬« 75

£¤136


BOONE COUNTY

HENDRICKS COUNTY

ELM ST

DARL

INGT

ON S

T

MAIN ST

HIGH

ST

MILL ST

CR 700S

ROSS

RD

SR 75

LEBA

NON

ST

ASH ST

COUNTY LINE RD

JEFFERSON ST

LOWERY ST

FIRST

ST

WALNU

T ST

WES

T ST

SECO

ND ST

STOC

KTON

ST

BRUSH ST

PARK PL

COLUMBIA ST

N LEBANON ST

MEADOWLARK DRIVE

OAK

LANE

DRIV

E

HILL

VIEW

DR

SR 75

V0 450 900


and are only 27 miles from I-465 which further connects to I-65, I-69, and I-70. Th ese major roadway connections make Jamestown easily accessible from nearby cities, including the Indianapolis metropolitan area.

However, further developments and improvements are needed to optimize transportation both to and within Jamestown.

Figure 8A: Jamestown Location Map Figure 8B: Jamestown Corporate Limits

Section 8


MAJOR HIGHWAYS

State Road 75 (Lebanon Street) is the primary north-south route through Jamestown, connecting the community to I-74, North Salem and Advance.

U.S. Highway 136 (Main Street) is the primary east-west route through town. It connects to Crawfordsville to the west and Lizton, Pittsboro and Brownsburg to the east.

SR 234 begins south of Jamestown and extends west to Ladoga and other smaller communities.

Th ere are no signifi cant congestion issues in the community along the highways.

INTERSTATE ACCESS

Interstate 74 is located just north of Jamestown, and provides residents and businesses with immediate access to the interstate network.

Jamestown’s proximity to I-74 allows for easy connections to the rest of the state, particularly the greater Indianapolis area. Figure 8E below illustrates the interstate network in the central Indiana region.

Figure 8E: Regional Interstate Network

Figure 8F: Major Highway Connections

Section 8 Transportation 61

LOCAL ROADS

Current and future needs related to local roads are as follows:

• International Drive Extension: As part of the development of the industrial park, a new roadway was proposed to connect Old Union Road (CR 700) to Darlington Street. Th is roadway, International Drive, was partially built during Phase 1 of the industrial park.

• During public meetings for the industrial park, residents and farmers expressed the desire to see this roadway connect through as quickly as possible. In addition to the benefi ts to industry, residents noted that this roadway provides an important connection between parcels west of town and SR 75.

• Local roads and streets are in a deteriorated condition. Many lack curbs and sidewalks. Drainage systems along many Jamestown roadways are inadequate, and in need of

upgrades. Improvements throughout the system are needed.

• Th e capacity of Darlington Street will need reviewed as the industrial park expands. Because the road connects residences to the industrial park, it is expected to see an increase in traffi c. Th e roadway is currently fairly narrow, and an increase in traffi c will warrant widening the roadway.

• After International Drive connects to Darlington Street, it may warrant reclassifi cation as a major collector. Th e town should evaluate this opportunity as the industrial park continues to grow.

• Alleys in downtown are in deteriorated condition, and will require increased maintenance in the near future.

• Many local roads and streets lack curbs

Example of a local road in JamestownSource: Google Earth


BOONE COUNTY COMPREHENSIVE PLAN FINDINGS

Concurrent with the development of this plan, a detailed thoroughfare plan was developed for Boone County (Figure 8C). Jamestown will ultimately be covered by this plan. Issues identifi ed in this plan particularly relevant to Jamestown are described in the following:

• Th e extension of International Drive to Darlington Street.

• It was recommended that Darlington Street be designated as a major collector between Main Street and the extension of International Drive in the future thoroughfare plan map. Old Union Road/Middle Jamestown Road was also recommended to be classifi ed as a major collector between SR 75 and CR 500 W in the future thoroughfare plan map

• Upgrade the classifi cation of Old Union Road and Middle Jamestown Road as major collector between SR 75 and CR 500 W on INDOT’s functional classifi cation maps.

• Th e analysis of US 136 and SR 75 showed high congestion. Th e intersection is a two-way stop, with SR 75 stopping and US 136 free-fl owing. SR 75, which has direct access to I-74, has more traffi c volume than US 136. Th e plan recommended that INDOT consider modifying this intersection to an all-way stop or traffi c control signal, pending the results of a full traffi c study.

US 421

I-74

N 12

00 E

SR 39

I-865

N 90

0 E

I 65

E 500 N

E 400 N

CR 50S

SR 75

N 10

00 E

CR 500N

CR 300N

CR 850N

E 200 N

CR 10

00E

HAM

BOON

E CO

RD

E 750 N

CR 50

0W

CR 750N

N 11

00 E

SR 32

E 850 N

CR 60

0W

E 300 N

N 60

0 E

CR 100N

SR 47

CR 11

00E

US 136

CR 70

0W

1100

E

CR 50

0E

CR 100S

CR 200N

CR 95

0W

CR 15

0S

CR 950N

I-65

SR 26

7

CR 350N

CR 80

0E

E 700 N

US 52

E SR 47

CR 500S

N SR

38

CR 900N

CR 550NCR 11

00W

CR 25S

CR 10

50W

S 12

00 E

CR 11

75W

CR 600S

CR 40

0N

CR 650S

CR 12

00E

CR 35

0W

CR 60

0E

CR 800N

CR 30

0E

CR 450N

CR 57

5E

CR 200S

CR 40

0W

CR 90

0W

E 275 N

E 900 N

N 70

0 E

N 80

0 E

ROAD

CR 825NCR

475E

CR 750S

CR 90

0E

SR 52

CR 65

0E

CR 425N

300S

CR 80

0W

CR 42

5W

W COUNTY RD 750

I65

CR 75

E

I74

CR 30

0W

E 350 N

CR 300S

CR 700N

150 N

CR 25

0E

CR 17

5E

CR 400S

CR 45

0E

CR 20

0E

CR 275N

CR 10

00W

CR 65

0W

CR 475N

CR 67

5W

CR 27

5W

CR 725N

CR 40

0E

CR 450S

CR 625S

CR 0E

N 75

0 E

SALE

M RD

CR 55

0W

CR 35

0E

CR 875N

CR 32

5S

CR 75

0E

CR 15

0W

CR 50

E

CR 550S

400 S

CR 650N

E 100 S

CR 25N

E 650 N

N 95

0 E

CR 675S

CR 20

0W

CR 100E

N 67

5 E

E 210 N

N 20

0 E

CR 375E

SR 38

CR 12

00W

CR 25

0W

CR 27

5E

CR 87

5E

CR 260SCR 250S

CR 700S

CR 42

5E

CR 55

0E

CR 77

5E

CR 70

0E

CR 82

5E

CR 95

0E

CR 250N

CR 375N

CR 87

5W

CR 32

5W

CREEK ROAD

CR 725W

CR 425S

RATSBURG ROAD

CR 17

5W

CR 925N

CR 22

5W

N 25

0 W

MAIN

STR

EET

CR 125E

BUDD ROAD

CR 68

0N

CR 350S

E 200 S

I-465

E 750 S

S 60

0 W

ELIZA

VILLE

ROAD

CR 25

W

850 E

CR 10

75W

INDIANAPOLIS RD

MIDDLE

JAMES

TOWN R

OAD

CR 76

0N

CR 50

W

CR 575S

S 70

0 W

N 95

0 W

300 S

550 E

500 E

S BUDD RD

E 50 S

CR 75

W

CR 97

5E

CR 475S

WIT

T RD

CR 10

25W

SUGAR CREEK ROAD

N 90

0 W

500 S

650 W

DEAD END RD

S 50

E

SERUM PLANT ROAD

AVENUE

HALL

BAK

ER R

OAD

N 450 W

HENR

Y RO

AD

CR 440N

CR 11

50E

E 550 S

CR 22

5E

CR 600N

S 50

0 W

PUMPKINVINE RD

OLD

UNIO

N

S CO

RD

200 E

E 600 S

E 825 N

E 700 S

W 700 N

E 300 S

E 500 S

S 57

5 E

CR 775S

E 250 N

S 800 E

STATE RD 47

E 100 N

N 37

5 E

N 40

0 E

E 450 NS

875 E

RAMP I74

950 E

CR 72

5S

HOLMES ROAD

SOUTH STREET

CR 250 N

W 200 S

W 900 N

N 50

0 W

W 300 N

W 450 N

W 750 N

W 850 N

TAYLOR ROAD

WILDWOOD

TURKEYFOOT AVENUE

BASELINE ROAD

E 250 S

S 40

0 W

CR 85

0E

CR 525S

S 30

0 W

CR 10

0W

W 950 N

CR 375 S

CR 80

0S

E COUNTY RD 750

ZIONSVILLE AVENUE

BUDD

RD

ONEAL ROAD

JOHN

SHA

W R

OAD

BLUBAUGH AVENUE

ENTERPRISE BLVD

S R 136

S 90

0 E

US HWY 52

CR 11

50W

INDIANAPOLIS ROAD

ZION

SVILL

E RD

MOUNT ZION ROAD

PERRY WORTH RD

ELM

SWAM

P RD

PERRY-WORTH ROAD

GRANT STREET

ST RD 39

MT Z

ION

RD

KEY RD

FORD

RD

S 65

0 E

E 40

0 S

CR 65

0 S

ST RD 32

FORD

ROA

D

800 S

DRIVE

COX AVENUE

ACCESS ROAD

CO RD 650S

PURI

TY D

RIVE

JONE

S

BIRCHWOOD DRIVE

UPPER SIMMONS RD

TYRE ROAD

STAT

E RD

39

I 74 northbound

WHITESTOWN PARKWAY

CR 86

0W

TEMPLE

STATE RD 32

GRASSY ROAD

CLUBN

PEAR

L ST

STAT

E RD

75

S PEARL ST

ELIZA

VILLE

RD

S CO

UNCI

L DR

STATE RD 334

PARK DRIVE

650 E

RAMP I65

ROYAL AVE

ANSON BLVD

WILLOW

ROA

D

STEWART RD

BLACKSTONE

FRANKFORT AVE

N GRANT ST

N 300 W

PLEASANT VIEW RD

106TH STREET

850 N

PRES

TON

OAK STREET

WOLFE RD

S 70

0 E

N 11

00 W

LAKEWOOD DRIVE

S CR

250

W

N 30

0 E

S CR

500

W

S CR

150

W

E NOBLE ST

W 180 S

S CR

675

W

PITT

SBUR

O RD

PLUM STREET

S 40

0 E

BENNETT PARK WAY

CAMP STREET

STAT

E RD

267

STAT

E RO

AD 75

W 150 S

HENDRICKS DRIVE

W 750 S

W 700 S

LANE

N 40

0 W

State

Roa

d 39

KARE

N

N 22

5 W

S CR

1100

W

JOHN

BAR

T RO

AD

200 S

S CR

300

E

S CR

1000

W

S CR

450

E

W 96TH ST

HORTON

RUN

S CR

600

E

NESSE

SAM

RALS

TON

ROAD

ELM STREET

INDI

GO B

LUE

BLVD

US HWY 136

PINE RIDGE SOUTH DR

HUNT CLUB ROAD

THE COMMONS

EAST

DRI

VE

S COZY LANE

ROYAL

S 97

5 E

W SOUTH ST

OLD UNION RD

WAY

S Hi

gh S

t

W BLUBAUGH AVE

STATEN

PUMPKIN VINE RD

GARFIELD ST

HOY

AVEN

UE

ALBERT S WHITE DRIVE

ASHLEY DRIVE

GREENFIELD RD

W HENRY RD

RIVERBIRCH RUN

WOODS

N FORD RD

COURT

KIRK

IRIS LANE

MILL STREET

GREEN STREET

S 84

0 E

230 SOUTH

BLOOR LANE

100 N

W NORTH ST

N 6TH ST

CHURCH STREET

EVANS ROAD

W WITT AVE

N EA

ST S

T

RATS

BURG

RD

E MAIN ST

WILL

OW R

D

SOARING

W 600 S

S MICHIGAN RD

SMITH

ABBITT TRAIL

HICKORY

W 650 N

WRAITH

E STATE RD 38

W 425 S

BARRY DRIVE

WOOD

Unkn

own

DEER RUN

WILDLIFE TRAIL

S CR

75 W

PEBBLEPOINTE PASS

UPPER SIMMONS RD

I-65

CR 90

0W

CR 40

0N

CR 55

0E

US 52

I 65

CR 400S

CR 700N

CR 25

0E

E 900 N

US 421

CR 70

0E

SR 32

CR 17

5E

CR 400S

CR 22

5E

CR 10

75W

CR 70

0N

CR 500S

E 200 N

CR 90

0E

E 750 N

CR 750S

N 70

0 E

SR 47

CR 500S

CR 400S

CR 20

0E

E 850 N

CR 90

0N

CR 35

0S

STATE RD 334

I 65

I 65

I-74

CR 200N

CR 350N

RAMP I65

CR 300S

CR 375N

US 52

CR 250N

1100

E

CR 750N

CR 200S

CR 400S

CR 11

00W

MIDDLE JAMESTOWN ROAD

CR 150S

OAK STREET

INDIANAPOLIS ROAD

CR 450N

SR 32

I-65

S 87

5 E

RAMP I65

CR 800N

US 52

OAK STREET

CR 750N

N 90

0 W CR 40

0E

CR 70

0W

CR 150S

N 80

0 E

CR 250N

US 52

CR 150S

E SR 47

CR 300S

CR 350N

CR 87

5W

US 52

CR 10

0W

I-74

CR 750N

CR 350S

CR 35

0W

CR 300S

CR 50

E

SR 47

CR 60

0E

INDIANAPOLIS RD

CR 35

0W

I 65

SR 32

E COUNTY RD 750

CR 95

0W

ENTE

RPRI

SE B

LVD

CR 750N

CR 400N

CR 65

0E

US 52

CR 650N

E 750 S

CR 37

5E

CR 32

5W

CR 15

0W

E 200 S

CR 450N

CR 95

0W

CR 550S

UPPER SIMMONS RD

CR 60

0W

SR 32

SR 47

CR 900N

CR 12

00E

CR 11

00E

CR 20

0E

CR 50

0E

I-65

W 200 S

CR 90

0W

CR 40

0E

CR 700S

S 80

0 E

US 52

CR 90

0E

CR 70

0E

N 30

0 W

CR 70

0E

SR 75

CR 750S

CR 80

0N

CR 400S

CR 12

5E

CR 450S

CR 600S

CR 700S

CR 950N

CR 200S

CR 100N

CR 87

5E

CR 500N

400 S

CR 100S

US 52

CR 100S

CR 300W

CR 25

0S

OLD UNION RD

CR 80

0E

CR 400N

CR 450N

CR 200S

E 250 S

CR 12

00E

CR 700S

CR 100S

CR 60

0E

CR 75

0E

1100

E

I 65 SR 32

CR 55

0N

SR 47

CR 550S

CR 60

0W

CR 850N

SR 39

SR 39

ELM STREET

I65

CR 950W

CR 15

0W

CR 50

0E

CR 65

0E

US 52

CR 55

0N

CR 300NCR 300N

CR 550N

CR 70

0E

CR 11

75W

CR 10

0E

CR 50

0W

CR 90

0W

CR 80

0E

850 E

CR 60

0W

CR 700N

E 750 N

SR 47

CR 10

50W

CR 200S

CR 400N

W COUNTY RD 750

SR 47

CR 10

00W

W 700 N

CR 10

00W

N 30

0 E

CR 500N

400 S

STATE RD 47

CR 70

0W

CR 450S

1100

E

I-65

CR 10

50W

CR 250S

CR 600S

SR 75

CR 55

0E CR 900N

CR 300S

CR 750S

CR 100N

CR 900N

E 400 N

CR 70

0W

BUDD ROAD

MOUN

T ZIO

N RO

AD

CR 50

E

CR 350S

N 70

0 E

CR 400S

CR 600S

CR 10

00E

CR 900N

CR 65

0N

CR 50E

CR 250N

I-865

I 65

JOHN

BAR

T RO

AD

DRIVE

CR 50

0E

E 350 N

I-465

CR 500S

SR 47

CR 77

5E

DRIV

E

CR 45

0E

CR 325W

CR 750S

CR 200S

CR 700N

CR 50

E

DRIVE

SR 75

W 200 S

CR 65

0W

US 421

E 900 N

CR 550S

300S

I-65

I65

CR 87

5E

CR 200S

PITT

SBUR

O RD

CR 11

00W

CR 400S

I-865

CR 650N

1100

E

CR 450N

N 10

00 E

CR 200S

CR 65

0W

CR 70

0N

CR 50

0WCR

500W

CR 550S

CR 700S

CR 550S

CR 300S

CR 20

0E

I 65

I-74

E 850 N

CR 45

0E

US HWY 52

CR 50

0WCR

500W

CR 500S

CR 50S

CR 100S

CR 30

0E

SR 47

SR 75

CR 550S

CR 65

0W

CR 20

0N

CR 200N

STAT

E RD

39

CR 75

0N

CR 500S

W 700 N

CR 90

0E

S 50

0 W

SR 47

US 421

CR 800E

CR 300N

CR 425S

CR 11

00W

ELIZA

VILLE

ROAD

CR 20

0E

CR 650S

CR 15

0W

CR 90

0E

CR 95

0W

CR 300S

CR 17

5E

CR 40

0ECR 10

50W

CR 20

0E

CR 300S

CR 50

0E

CR 75

E

CR 750N

CR 42

5W

E 750 N

CR 500N

CR 25

0E

CR 60

0E

CR 450N

SR 26

7

CR 550S

DRIV

E

CR 400S

CR 250S

CR 25

W

CR 30

0W

CR 725N

CR 750S

CR 87

5E

CR 900W

CR 37

5E

CR 600S

CR 350N

CR 600S

I-865

E 400 N

CR 11

00E

E 900 N

CR 10

50W

CR 500S

MIDDLE

JAMES

TOWN R

OAD

W 900 N

CR 325S

CR 525S

CR 850N

CR 30

0E

CR 11

75W

SR 75

CR 925N

CR 70

0W

CR 550S

CR 300S

E 450 N

US 52

CR 50

0E

CR 80

0E

CR 750S

CR 500S

CR 850N

CR 550S

CR 25

0W

CR 800N

SR 32

W 750 S

CR 650N

US 421

CR 40

0N

CR 700S

CR 500S

CR 25

W

CR 300N

CR 10

00E

CR 40

0E

US 52

CR 1000E

CR 17

5W

CR 77

5E

CR 40

0E

CR 55

0W

CR 400N

CR 200S

CR 750S

STATE RD 32

SR 47

CR 20

0W

CR 50

0W

CR 450N

CR 550S

I-74

CR 700N

CR 11

00W

CR 200N

CR 30

0E

CR 500S

CR 500S

CR 30

0E

CR 80

0E

I 65

US 421

CR 400S

CR 200N

SR 39

SR 32

CR 20

0E

CR 65

0E

CR 300S

I-65

CR 700S

CR 70

0E

SR 39

CR 11

00E

SR 47

ELIZAVILLE RD

CR 100S

CR 425S

CR 10

00E

SR 39

CR 400W

CR 80

0W

AVENUE

CR 600E

CR 750S

DRIVE

N 90

0 E

CR 300N

CR 600E

CR 625S

CR 400S

CR 150S

US 52

I74

S CO RD 200 E

E 300 N

CR 85

0E

§̈¦74

§̈¦65

§̈¦465

¬«75

¬«32

¬«39

¬«47

£52

£421

¬«32

1100

E

CR 950N

CR 40

0N

W COUNTY RD 750750 CR 375E

CR 12

00W

W 950 N E COUNTY RD 7500

RDR

SS S

W

S

WAYWWWWWWWWWW

WW

StaSS

SS

SS

SS S

U

SSSSSSS

D RDD

RIVERBIRCH RUNRIVERBI

GNGGNGGNGG

E STATE RD 38T

Unn

1100

E

E COUNTY RD 750 5E CR 950N

1100

E

CR 950W W COUNTY RD 750

W

421S

421

County Boundary

Lebanon City Limits

Whitestown City Limits

Zionsville Urban District

Zionsville Rural District

BOUNDARIES

VScale: N.T.S.

LEGEND

Major Arterial

Minor Arterial

Major Collector

Minor Collector

Local Road

THOROUGHFARE DESIGNATION

Interstate

Other Principal Arterial

Minor Arterial

Major Collector

Minor Collector

EXISTING FUNCTIONAL CLASSIFICATION

Advance

Jamestown

Thorntown

Figure 8C: Boone County Thoroughfare Plan


I-74

US 136

CR 500S

CR 600S

CR 750S

I74

CR 625

CR

CR 725W

BUDD ROAD

S 60

0 W

CR 10

25W

500 S

650 W

S 50

0 W

OLD

UNIO

NRAMP I74

CR 72

5SS

400 W

S R 136

I 74 northbound

GRASSY ROAD

STA

S CR

500

W

S CR

675

W

W 700 S

S CR

1100

W

S CR

1000

W

ELM STREET

US HWY 136

OLD UNIO

S Hi

gh S

t

MILL STREET

W 600 S

Unkn

own

CR 500S

CR 750S

CR 500S

I-74

CR 11

MIDDLE JAMESTOWN ROAD

I-74

CR 60

0W

CR 450S

OLD UNION RDCR 700S CR 60

0W

CR 10

00W

CR 70

0W

CR 10

50W

CR 600S

SR 75

CR 65

0W

CR 550S

I-74

CR 50

0WCR

50

CR 65

0W

CR 500S

CR 42

5W

CR 900W

SR 75

CR 550S

CR 75

CR 700S CR 50

0W

I-74

CR 11

00W

CR 625S

I74

§̈¦74

SSSS S

U

SSS

Unn

Jamestown

Figure 8D: Functional Classi cation for Jamestown

MAJOR ROADWAYS

Figure 8D displays the functional classifi cation system map of the major roadways in Jamestown. INDOT maintains the classifi cations of major roadways and provides the ranking of a roadway based on its intended level of service. Roadways labeled as “collector” or “arterial” are part of the state functional classifi cation system and are eligible for state and federal highway funds for improvements. All other roadways are considered local roadways and are maintained by the town. As indicated on the previous page, the Boone County Th oroughfare Plan recommended that Old Union Road/Middle Jamestown Road be upgraded from a minor collector to a major collector. Th e roadway is currently shown as a minor collector on this map.


FUTURE ROADWAY PLANNING

As Jamestown plans for its future, Jamestown will need to consider how to build its capacity to complete major roadway improvements. One opportunity that is available to Jamestown is to utilize federal highway funds to complete projects to roadways designated as Federal Aid routes.

Th ese funds are administered by the Indiana Department of Transportation (INDOT). INDOT makes a call for project applications on a regular (usually annual) basis depending on the availability of funds. Th ese grants usually cover 80 percent of project costs, with the town responsible for the balance.

To be eligible for funding, Jamestown will need to have staff trained to handle federal funds. Th is employee is called the Employee in Responsible Charge (ERC). ERC training is off ered by INDOT throughout the year.

PUBLIC TRANSPORTATION

Public transpiration is available to any Boone County resident through Boone Area Transit System (BATS). Service is available curb-to-curb on a fi rst come fi rst served basis, with limited capacity. Fees vary, and can range to $5 per stop for locations outside of your starting city/town.

In the county, local taxi service is available, along with ride share providers such as Uber and Lyft, although these services are not always available in Jamestown.

RAIL SERVICE

CSX operates a freight line parallel to US 136 through Jamestown.

AIR SERVICE

Th e closest major airport is Indianapolis International Airport, which is approximately 33 miles away.

Additional smaller airports are available closer to Jamestown including the Boone County Airport in Lebanon (13 miles away), Indianapolis Executive Airport on SR 32 east of Lebanon (25 miles away), and the Eagle Creek Airpark on the west side of Indianapolis (25 miles).

Railroad through Jamestown



Goal: Upgrade roadways to serve the industrial park as it expands.

Strategy: Extend International Drive west to Darlington Street.

Strategy: Apply to reclassify International Drive as a major collector on the Federal Aid System.

Strategy: After extension of International Drive, apply to reclassify Darlington Street as a major collector on the Federal Aid System (between International Drive and Main Street), in cooperation with Boone County.

Goal: Increase capacity to complete federal aid grants.

Strategy: Send an employee for INDOT ERC training.

Goal: Re-evaluate traf c control at the SR 75/US 136 intersection.

Strategy: Partner with Boone County in requesting INDOT complete a traf c study and reassess traf c control devices at this intersection.

SR 75/US 136 IntersectionSource: Google Earth

INTRODUCTION

It is approaching twenty years since Jamestown has made signifi cant infrastructure investments in its existing municipal water, wastewater collection and treatment, and stormwater collection systems. In the next few years, the town will fi nish paying off debt owed on previous water and wastewater projects, which will free up funding needed to provide matching funds for the next round of improvements to those systems.

NATURAL GAS

Natural gas service has only recently been made available in Jamestown. Th e town negotiated with Vectren to provide service from their facilities in North Salem. As part of the negotiations, Vectren proposed to size the gas service large enough to serve the town as well as possible developments near SR 75 and I-74. Residential propane tanks are currently utilized in areas where gas service is not yet available.

ELECTRICAL SERVICE

Electric service throughout the corporate limits is provided by Jamestown Municipal Lights & Power. Jamestown is a member of, and is provided wholesale power by, the Indiana Municipal Power Agency (IMPA). Th e IMPA is a not-for-profi t organization that provides an economic, reliable and environmentally responsible power supply to its members. Th e IMPA is made up of approximately 60 communities.

TELECOMMUNICATION SERVICES

Telecommunication service in the area is provided by CenturyLink. More telecom and internet providers are desired in Jamestown.

Utilities

Elevated Water Tower

Section 9


WATER SERVICE

While the drinking water system is in good condition and is not in immediate need of improvements, several short-term actions are recommended to plan for medium-term needs.

Specifi cally, short-term recommendations include completing detailed system-wide hydraulic modeling to identify possible bottlenecks, areas of extended water age and areas where “looping” may be benefi cial.

Additionally, it is recommended that the town begin planning for the construction of an additional well for the community. Th e existing wells are reaching their capacity, and an additional well is expected to be needed in the short- to medium-term. Testing should be completed in the short-term, in order that the well may be quickly constructed in the event of a failure or as required by demand.

Additional medium-term needs are related to looping and upsizing of water mains. Th e modeling will inform these decisions.

A summary of these improvements is provided in Figure 9A and is mapped in Figure 9B. A detailed evaluation of drinking water needs is included in the appendix.

Figure 9A: Estimated Costs of Recommended Water Utility Projects

Description Unit Quantity Unit Price Amount

#1: System Wide Hydraulic Modeling LS 1 $25,000 $25,000

#2: Replace Water Main* LS 1 N/A N/A

#3: New Well (including investigation)** LS 1 $350,000 $350,000

#4: Replace 4” Water Main (2,000 LF) LS 1 $300,000 $300,000

Estimated Total Project Cost $675,000

* Th e cost for main replacements should be ongoing as part of annual operation, maintenance, and repair costs.** Costs do not include replacement of existing transmission main if Option 2 location is required. See Appendix for more details.

Section 9 Utilities 69

Th e area noted as “Potential New Water Supply Well Area Option 1” in Figure 9B is the most cost-effi cient area for a new well to be installed. A detailed hydrogeological analysis and well testing should be completed to determine if a new well is feasible in the area noted.

If that area were to be found insuffi cient for a new well, an additional well would likely need to be located at the existing wellfi eld west of town identifi ed as “Potential New Water Supply Well Area Option 2” on the map. Locating a well at the existing wellfi eld could be an expensive option if it required upgrading/upsizing the existing 8” transmission main into town.

Well #4

Well #5

Potential New Water Supply Well Area Option 2

Potential New Water Supply Well Area Option 1

Existing 1.5” Main

Existing 2” Main

Existing 4” Main

Existing 6” Main

Existing 8” Main

Existing 12” MainReplace Existing 4” Main with New 8” Water Main

Elevated Water Storage Tank 150,000 GallonElevated Water Storage

Tank 75,000 Gallon

Elevated Water Storage Tank and Booster Station (150,000 Gallon)

Figure 9B: Recommended Water Utility Projects Map


Figure 9C: Estimated Costs of Phase 1 Recommended Stormwater Projects

I. Construction Costs (including 10% contingency)Critical Area #1: Elm Street North of SR 75 $139,150

Critical Area #2: Existing Detention Basin north of US 136 $214,900

Critical Area #3: Proposed Inlets along Mill Street $387,600

Critical Area #4: Proposed Inlets along Main Street (US 136) $182,900

Construction Costs: $924,550

II. Non-Construction Costs (25% of construction costs)Critical Area #1: Engineering, Accounting, Legal, Administrative $35,000

Critical Area #2: Engineering, Accounting, Legal, Administrative $54,000



Non-Construction Costs: $232,000

Total Capital Costs: $1,156,550

STORMWATER SERVICE

Jamestown recently completed a detailed stormwater drainage master plan for the community. A detailed report, entitled “Storm Water Drainage Preliminary Engineering Report” dated June 2017 was prepared to summarize the recommendations of that planning work and should be referred to for detailed analysis.

In general, the plan recommends completion of improvements to seven areas within the town. Th e highest priorities are Critical Areas #1 through #4, with Critical Areas #5 through #7 being a second priority. A summary of costs related to these projects can be found in Figures 9C and 9E. Additionally, a map of the improvement areas is included as Figure 9D.

71

ELM ST

MAIN ST

HIG

HST

MILL ST

S R 136

DA

RLI

NG

TON

ST

SR75

LEBA

NON

ST

SR 7

5

ASH ST

JEFFERSON ST

LOWERY ST

RO

SS

RD

FIRS

TST

WAL

NUT

ST

COUNTY LINE RD

SECO

NDST

STO

CKTO

NST

PARK PL

BRUSH ST

COLUMBIA ST

N LEBANON ST

CARDINAL DR

OAK ST

VINE ST

WILSON WAYOA

KLA

NE

DR

IVE

HIL

LVIE

WD

R

FOUR WINDS DR

SR 75

MILL ST

Area 1

Area 2

Area 3

Area 5

Area 6

Area 7

Area 4

Figure 9D: Stormwater Improvement Areas Key Map

0 600 600 600 606000 1,00 1,1,1 200200200GraGraGraGraGraphiphiphiphiphih c Sc Sc Sc Sc Scalcalcalcalcale (e (e (e (e (FeeFeeFeeFeeeet)t)t)t)t

1 ii1 i1 incnchnchnch == 6000600600 ffefefeetetet


Figure 9E: Estimated Costs of Phase 2 Recommended Stormwater Projects

I. Construction Costs (including 10% contingency)Critical Area #5: Columbia Street Swale $52,860

Critical Area #6: Main Street Swale $46,860

Critical Area #7: Walnut Street Ditch $63,580

Construction Costs: $163,300

II. Non-Construction Costs (25% of construction costs)Critical Area #5: Engineering, Accounting, Legal, Administrative $13,000



Non-Construction Costs: $41,000

Total Capital Costs: $204,300

Jamestown’s stormwater drainage facilities consist of storm sewers, drainage ditches and swales which convey water away from town. Since very few storm sewers or drainage tiles exist, ditches are the primary method of conveying stormwater throughout the town.

Many of the underground storm sewers that do exist connect ditches under town streets. Many of these pipes have been disturbed during past utility projects or have fallen into disrepair. Th e overall reduction in capacity of the town’s limited drainage facilities causes ponding and standing water throughout the town.

Th e 2017 Stormwater Drainage Preliminary Engineering Report (PER) recommends pursuing funding from the Indiana Offi ce of Community and Rural Aff airs (OCRA) to assist in completing Phase 1 improvements. Additionally, the plan recommends implementing a stormwater utility to create a revenue stream for future stormwater improvements.


WASTEWATER SERVICE

Jamestown’s wastewater collection and treatment systems are in need of short-term improvements. Specifi cally, improvements are needed at the aging treatment plant in order for it to continue to meet current permit requirements.

Short-term improvements are recommended to upgrade the main lift station, infl uent screening facilities, blowers and controls, sludge dewatering, sequencing batch reactor equipment and disinfection facilities. A detailed PER should be authorized to further detail recommended improvements and to help prioritize the implementation of these items. A summary of recommended improvements and estimated costs is provided as Figure 9F below.

Furthermore, a complete system-wide infl ow and infi ltration (I/I) evaluation is recommended, followed by work to rehabilitate sources of infl ow and infi ltration. Th is is a short to medium-term need.

Figure 9F: Estimated Costs of Recommended Wastewater Utility Projects

Description Unit Qty Unit Price Amount

#1: Replace Main Lift Station LS 1 $283,000 $283,000

#2: In uent Screening Facilities LS 1 $333,000 $333,000

#3: Blower Upgrades LS 1 $195,000 $195,000

#4: Sludge Dewatering Upgrades LS 1 $106,000 $106,000

#5: Replace SBR Equipment & Controls LS 1 $498,000 $498,000

#6: Convert to UV Disinfection LS 1 $145,000 $145,000

#7: System Wide I/I Evaluation LS 1 $30,000 $30,000

#8: Priority Sewer Rehabilitation (6,000 LF) LS 1 $500,000 $500,000

Estimated Total Project Cost $2,090,000


SUMMARY OF RECOMMENDED INFRASTRUCTURE PROJECTS

Figure 9F below provides a summary of the recommended improvements and their relative priorities.

Figure 9F: Infrastructure Projects Prioritization

Projects Next Steps Priority Responsible Party

Potential Funding

Complete Phase I stormwater improvement projects.

Establish stormwater utility to provide funding for stormwater improvements.


Complete wastewater treatment facility improvements.

Complete preliminary engineering report (PER) in order to meet State Revolving Fund (SRF) requirements


Use PER process to prioritize critical improvements. Short-Term Town Council SRF

Work with a rate consultant to evaluate the use of SRF and other nancing sources for recommended improvements.

Medium-Term Town Council SRF

Complete planning for medium-term water system needs.

Complete system-wide hydraulic modeling to identify water system needs.


Complete testing for a new water well. Medium-Term Town Council Local

Complete water system improvements.

Complete recommended water main replacements and looping. Medium-Term Town Council OCRA

Complete installation of a new water well. Medium-Term Town Council OCRA

Reduce in ow and in ltration into the wastewater collection system.

Complete a system-wide in ow and in ltration investigation. Medium-Term Town Council OCRA

Implement rehabilitation projects to address sources identi ed during the in ow and in ltration investigation.




Goal: Complete Phase 1 stormwater improvement projects.

Strategy: Establish stormwater utility to provide funding for stormwater improvements.

Goal: Complete wastewater treatment facility improvements.

Strategy: Complete Preliminary Engineering Report (PER) in order to meet State Revolving Fund (SRF) eligibility requirements.

Strategy: Use PER process to prioritize critical improvements.

Strategy: Work with a rate consultant to evaluate the use of SRF and other nancing sources for recommended improvements.

Goal: Complete planning for medium-term water system needs.

Strategy: Complete system-wide hydraulic modeling to identify water system needs.

Strategy: Complete testing for a new water well.

Goal: Complete water system improvements.

Strategy: Complete recommended water main replacements and looping.

Strategy: Complete installation of a new water well.

Goal: Reduce in ow and in ltration into the wastewater collection system.

Strategy: Complete a system-wide in ow and in ltration investigation.

Strategy: Implement rehabilitation projects to address sources identi ed during the in ow and in ltration investigation.

Goal: Provide additional telecom and internet service options.

Strategy: Discuss service extension with cable and telecommunication companies which serve nearby areas.

INTRODUCTION

Section 9 highlighted broad goals and recommendations regarding the utilities within Jamestown. This appendix provides additional details behind those recommendations and provide further guidance regarding the expansion of the existing utility infrastructure in a manner consistent with Jamestown’s overall needs and developmental goals.

EXISTING FACILITIES

Water Supply and Treatment

Jamestown’s water utility serves roughly 487 customers, located within the town of Jamestown and in unincorporated areas surrounding the town. A map of the town’s water system is shown in Exhibit 1 on the following page.

The town has two active groundwater wells, which provide water to the distribution system; Well #4 and Well #5. Two other wells (Well #1 and Well #2) have been abandoned and are no longer in service. Additionally, Well #3 is inoperable and currently out of service. Well #4 and Well #5 are located outside town to the west, along County Road 1025 W near the railroad crossing just north of US 136. The wells provide approximately 100 gallons per minute (gpm) each. Current water usage is approximately 65,000 gallons per day (gpd). Water treatment is limited to chlorine

and phosphate injection at the wells. Currently, the wells pump approximately 12-16 hours per day. The total capacity of the water system is approximately 250,000 gpd.

The town’s distribution system serves just under one square mile of territory with pipes ranging in size from 1.5 to 12 inches in diameter. The distribution network is aging, but still provides adequate supply and pressure throughout the system.

The town operates three multi-column (leg style) elevated water storage tanks. A 75,000 gallon tank is located along Mill Street, just west of Darlington Street. A second tank is located along High Street, just north of Elm Street and has a capacity of 200,000 gallons. The third and newest tank, constructed in 2015, is located directly west of the intersection of State Road 75 and Old Union Road and stores 150,000 gallons. This tank, along with a 12” water main and booster station, were constructed to serve the new FTIC facility. Exhibit 1 on the following page displays the location of the elevated tanks.

AppendixUtilities

Jamestown Comprehensive Plan 2017A.2

FT

ICF

acili

ty

US

136

CR 1000W

DARLINGTON ST

SR 75

MA

IN S

T

CO

UN

TY

LI N

E R

D

CR

700

S

HIGH ST

S R

136

MIL

L ST

CR 1025W

ROSS RD

SR 75

LEBANON S

T

S CR 1000 W

LOW

ER

Y S

T

WALNUT ST

WEST ST

SECOND ST

CA

RD

INA

L D

R

CO

LUM

BI A

ST

OA

K ST

VIN

E S

T

SR 75

Leg

end

Exi

stin

g 1.

5" W

ater

Mai

n

Exi

stin

g 2"

Wat

er M

ain

Exi

stin

g 4"

Wat

er M

ain

Exi

stin

g 6"

Wat

er M

ain

Exi

stin

g 8"

Wat

er M

ain

Exi

stin

g 12

" W

ater

Mai

n

Jam

esto

wn

Cor

pora

te L

imits

Wel

l #5

Wel

l #4

Ele

vate

d W

ater

Sto

rage

Tan

k15

0,00

0 G

allo

n an

d B

oost

er S

tatio

n

Ele

vate

d W

ater

Sto

rage

Tank

150

,000

Gal

lon

Ele

vate

d W

ater

Sto

rage

Tank

75,

000

Gal

lon

Appendix A.3

Wastewater Collection and Treatment

Jamestown’s wastewater utility serves a majority of the residents and businesses within the town limits. The collection system consists primarily of gravity sewers. Until 2015, only one lift station existed within the collection system. That lift station is situated behind the Jamestown Town Building located along East Main Street (US 136). The lift station collects all flows from the gravity sewers throughout town and pumps them a short distance to the wastewater treatment facility (WWTF). Exhibit 2 on the following page displays Jamestown’s wastewater collection system.

In 2015, the town extended sanitary sewer service to the new FTIC facility. The new sewer infrastructure consists of a small amount of gravity sewer, a lift station, and dual force mains (3” and 8”). The dual force mains will provide service to the FTIC facility and at the same time, potentially provide for future flows if the surrounding area is further developed.

Properties beyond the town limits typically treat wastewater via individual septic systems which are governed by the Boone County Health Department. The effectiveness of a septic system is often impacted by soil type and groundwater elevations, among other considerations.

As noted, the wastewater treatment facility is located directly south of the town building at the east end of Lowery Street and receives flow via a 6” force main from the main lift station. The wastewater treatment facility is a class II facility and generally consists of dual sequencing batch reactors (SBR), a chlorine contact tank, a dechlorination tank, an aerobic digester, a blower/sludge dewatering building, sludge bagging system, plant site drain lift station and a lab building. While the facility’s design flow is 0.20 million gallons per day (MGD), it sees a wide range of flows, from 40,000 gpd to in excess of 1.0 MGD based on recent Monthly Reports of Operation on file with the Indiana Department of Environmental Management (IDEM). The increased or peak flows are typically experienced during periods of wet weather, indicating inflow and infiltration (I/I) of stormwater or groundwater into the sewer system. The wastewater treatment facility discharges to an unnamed tributary of Big Walnut Creek. Exhibit 3 displays a schematic of the wastewater treatment facility.


US

136

CR

700

S

SR 7

5

ELM

ST

MA

IN S

T

CO

UN

TY

LI N

E R

DDARLINGTON ST

S R

136

MIL

L ST

ROSS RD

AS

H S

T

LOW

ER

Y S

T

WEST ST

OLD

UN

ION

RD

CA

RD

INA

L D

R

CO

LUM

BIA

ST

N LEBANO

N ST

ME

AD

OW

LAR

K D

RIV

E

CO

RD

800

SR 75

Leg

end

Exi

stin

g Li

ft S

tatio

n fr

om 1

996

Map

Man

hole

s fr

om 1

996

Map

Add

ition

al M

anho

les

Fou

nd

Exi

stin

g F

orce

Mai

n fr

om 1

996

Map

Exi

stin

g 8"

San

itary

Sew

er fr

om 1

996

Map

Exi

stin

g 10

" S

anita

ry S

ewer

from

199

6 M

ap

Jam

esto

wn

Cor

pora

te L

imits

Was

tew

ater

Tre

atm

ent F

acili

ty

Mai

n Li

ft S

tatio

n

FT

IC L

ift S

tatio

n

Appendix A.5


ELM

ST

US

136

MA

IN S

T

HIGH ST

SR 75

S R

136

MIL

L S

T

CO

UN

TY

LIN

E R

D

DARLINGTON ST

SR 75 LEBANON ST

AS

H S

T

JEFF

ER

SO

N S

T

LOW

ER

Y S

T

ROSS RD

FIRST ST

WALNUT ST

WEST ST

SECOND ST

STOCKTON ST

CA

RD

INA

L D

R

PAR

K P

L

BR

US

H S

T

CO

LUM

BIA

ST

N LEBANO

N ST

ME

AD

OW

LAR

K D

RIV

E

OA

K S

T

VIN

E S

T

WIL

SO

N W

AY

OAK LANE DRIVE

HILLVIEW DR

FO

UR

WIN

DS

DR

MIL

L ST

STOCKTON ST

SR 75

Exi

stin

g S

torm

Str

uctu

res

Exi

stin

g S

torm

sew

ers

Ditc

h/C

reek

Jam

esto

wn

Cor

pora

te L

imits

Appendix A.7

ISSUES AND OPPORTUNITIES


Jamestown’s water supply and treatment systems are in relatively good shape. Nonetheless, following an analysis of the systems, in order to continue providing safe and reliable service to residents, the following items are recommended. Table 1 below denotes the estimated costs associated with each of these recommendations.

• Recommendation 1 - Complete system wide hydraulic modeling to identify possible bottlenecks, areas of stagnant water, and areas where “looping” may be beneficial. The hydraulic modeling should also include evaluation of different growth scenarios in the system to ensure adequate facilities exist to serve additional customers.

• Recommendation 2 - Continue to replace aged, deteriorated and undersized water mains as resources allow. Special consideration should be given to coordinating replacement of mains with other right-of-way or utility improvements to reduce costs and impacts.

Stormwater Drainage

Jamestown’s stormwater drainage facilities consist of storm sewers, drainage ditches and swales which convey water away from town. Since very few storm sewers or drainage tiles exist, ditches are the primary method of conveying stormwater runoff throughout the town.

Many of the underground storm sewers that do exist connect ditches under town streets. Many of these pipes have been disturbed during past utility projects, have fallen into disrepair or all clogged due to buildup of solids. The overall reduction in capacity of the town’s limited drainage facilities causes ponding and standing water in various areas throughout the town. Existing town drainage facilities are shown in Exhibit 4 to the left. For a comprehensive examination of existing stormwater drainage facilities, see the Stormwater Drainage Preliminary Engineering Report completed by HWC Engineering dated June 2017, incorporated herein by reference.

Table 1: Estimated Costs of Recommended Water Utility Projects

Description Unit Quantity Unit Price Amount

#1: System Wide Hydraulic Modeling LS 1 $25,000 $25,000

#2: Replace Water Main* LS 1 N/A N/A

#3: New Well (including investigation)** LS 1 $350,000 $350,000

#4: Replace 4” Water Main (2,000 LF) LS 1 $300,000 $300,000

Estimated Total Project Cost $675,000* The cost for main replacements should be ongoing as part of annual operation, maintenance, and repair costs.** Costs do not include replacement of existing transmission main if Option 2 location is required. See Appendix for more details.


FT

ICF

acili

ty

US

136

CR 1000W

DARLINGTON ST

SR 75

MA

IN S

T

CO

UN

TY

LI N

E R

D

CR

700

S

HIGH ST

S R

136

MIL

L ST

CR 1025W

ROSS RD

SR 75

LEBANON S

T

S CR 1000 W

LOW

ER

Y S

T

WALNUT ST

WEST ST

SECOND ST

CA

RD

INA

L D

R

CO

LUM

BIA

ST

OA

K ST

VIN

E S

T

SR 75

Leg

end

Exi

stin

g 1.

5" W

ater

Mai

n

Exi

stin

g 2"

Wat

er M

ain

Exi

stin

g 4"

Wat

er M

ain

Exi

stin

g 6"

Wat

er M

ain

Exi

stin

g 8"

Wat

er M

ain

Exi

stin

g 12

" W

ater

Mai

n

Jam

esto

wn

Cor

pora

te L

imits

Wel

l #5

Wel

l #4

Ele

vate

d W

ater

Sto

rage

Tan

k an

dB

oost

er S

tatio

n (1

50,0

00 G

allo

n)

Ele

vate

d W

ater

Sto

rage

Tank

150

,000

Gal

lon

Ele

vate

d W

ater

Sto

rage

Tank

75,

000

Gal

lon

Rep

lace

Exi

stin

g 4"

Wat

erM

ain

with

New

8"

Wat

er M

ain

Pot

entia

l New

Wat

erS

uppl

y W

ell A

rea

Opt

ion

1

Pot

entia

l New

Wat

erS

uppl

y W

ell A

rea

Opt

ion

2

Appendix A.9

• Recommendation 3 - Complete analysis of locating an additional well (including hydrogeologic analysis and test wells as necessary). The existing wells are reaching their capacity; an additional well may be needed to replace an existing well in the event of failure or if growth and increased demand is experienced.

• Recommendation 4 - Replace the 4” water main between the elevated tank on Mill Street and the elevated tank on High Street with an 8” water main. This will provide a “transmission main” between each of the three elevated tanks, improving flows and pressure throughout Town.

The recommendations previously noted are shown graphically in Exhibit 5. The area noted as “Potential New Water Supply Well Area Option 1” is the most cost-efficient area for a new well to be installed. A detailed hydrogeological analysis and well testing should be completed to determine if a new well is feasible in the area noted. If that area were to be found insufficient for a new well, an additional well would likely need to be located at the existing wellfield west of town identified as Option 2 in Exhibit 5. Locating a well at the existing wellfield could be an expensive option if it required upgrading/upsizing the existing 8” transmission main into town.


While Jamestown’s wastewater collection and treatment systems are performing satisfactorily at the present time, there are portions of the systems that require attention to continue that trend. Based on a site visit and discussions with the town’s contract operator, the following items should be addressed to ensure optimal performance of the wastewater system (in order of priority):

• Recommendation 1 – Replace the existing dry pit main lift station with a submersible pump lift station. A submersible pump lift station will provide more reliable service, improved safety and reduced maintenance costs.

• Recommendation 2 - Install influent screening facilities upstream of main lift station. Influent screening will remove larger debris from the raw wastewater, improving the performance and efficiency of downstream processes.

• Recommendation 3 - Upgrade blowers and controls to ensure proper operation of aeration facilities. New blowers and controls will ensure the facility continues to meet its NPDES permit limits and also address recent IDEM inspection concerns.

• Recommendation 4 - Upgrade sludge dewatering equipment. The existing equipment is commonly inoperable, making sludge disposable labor intensive and costlier. Upgraded dewatering equipment will reduce sludge disposal and labor costs.


SR 75

ELM ST

MAIN ST

HIG

H S

T

S R 136

MILL ST

DA

RLI

NG

TO

N S

T

SR 7

5 LE

BAN

ON

ST

ASH ST

JEFFERSON ST

LOWERY ST

RO

SS

RD

FIR

ST

ST

WA

LNU

T S

T

SEC

ON

D S

T

STO

CKT

ON

ST

COUNTY LINE RD

PARK PL

BRUSH ST

COLUMBIA ST

N LEBANON ST

CR 700S

WILSON WAY

OA

K L

AN

E D

RIV

E

HIL

LVIE

W D

R

CO RD 800

MILL ST

SR

75

Existing Lift Station from 1996 Map

Manholes from 1996 Map

Additional Manholes Found

Existing Force Main from 1996 Map

Existing 8" Sanitary Sewer from 1996 Map


Sewer Evaluation Priority Areas

Wastewater Treatment Facility

Appendix A.11

Table 2: Estimated Costs of Recommended Wastewater Utility Projects


#1: Replace Main Lift Station LS 1 $283,000 $283,000

LS 1 $333,000 $333,000

#3: Blower Upgrades LS 1 $195,000 $195,000

#4: Sludge Dewatering Upgrades LS 1 $106,000 $106,000

#5: Replace SBR Equipment & Controls LS 1 $498,000 $498,000

#6: Convert to UV Disinfection LS 1 $145,000 $145,000

#7: System Wide I/I Evaluation LS 1 $30,000 $30,000

#8: Priority Sewer Rehabilitation (6,000 LF) LS 1 $500,000 $500,000


• Recommendation 5 - Replace sequencing batch reactor (SBR) equipment. The SBR system is approaching 20 years of service and needs to be updated in order to remain an effective and efficient treatment system.

• Recommendation 6 - Replace existing chlorine disinfection system with ultraviolet (UV) disinfection equipment. UV disinfection is safer and reduces annual costs for chemicals.

• Recommendation 7 - Complete system wide I/I evaluation via methods such as televising sewers, smoke testing and manhole inspections, among others. The wastewater treatment facility sees increased flows during periods of wet weather, indicating issues with I/I.

• Recommendation 8 - Complete rehabilitation of areas already identified to be sources of I/I. Based on a meeting with the utility superintendent and an evaluation of the system, Exhibit 6 denotes identified priority areas.

Table 2 above details the estimated costs associated with each of the recommended items for the wastewater system, including non-construction costs.

Exhibit 7 on the following page notes schematically the WWTF items recommended above.

Appendix A.13

Stormwater Drainage

In order to provide more adequate stormwater drainage throughout town, the following overall improvements are recommended:

• Recommendation 1 - Install inlets and storm sewers to address areas of ponding water within the town.

• Recommendation 2 - Repair roadside ditches.

• Recommendation 3 - Upgrade major drainage ways that convey stormwater through the town.

For a detailed account of recommended improvements to the stormwater drainage systems throughout town, including estimated costs and prioritization, see the Stormwater Drainage Preliminary Engineering Report completed by HWC Engineering, dated June 2017.

OPPORTUNITIES FOR GROWTH


In 2015, Jamestown constructed a new 150,000 gallon elevated tank and booster station, along with a 12” water main extension from town to serve the FTIC facility located at the intersection of SR 75 and Old Union Road. Those facilities were designed with additional growth in mind and are capable of serving additional industrial developments. However, depending on the exact type and amount of industrial growth experienced in the area, additional facilities could be necessary to continue adequately serving new developments.

Both potential residential and industrial development areas have been identified in and around Jamestown. If growth were to occur, the following water system improvements are recommended to ensure adequate service is maintained throughout town:

• Recommendation 1 - Replace undersized (less than 4”) water mains throughout the water distribution system. Replacing the undersized water mains will aid in maintaining acceptable pressure and flow to new and existing customers. Replacing small water mains with larger sizes will also improve performance of the water system for fire protection.

• Recommendation 2 - Loop dead end water mains where plausible. Looping dead end water mains provides redundancy within the water distribution system while also reducing the possibility of stagnant water and increasing fire flows.


Jamestown Comprehensive PlanWater System Growth Areas

Jamestown, IndianaJuly 2017

Exhibit 8

FTICFacility

SR

75

DAR

LINGTO

N ST

MAIN ST

HIG

H S

T

S R 136

MILL ST

RO

SS

RD

LOWERY ST

WAL

NU

T S

T

WE

ST

ST

CR 700S

COLUMBIA ST

N LEBANON ST

VINE ST

SR

75

PotentialGrowth Area

Residential

Residential

Replace UndersizedWater Mains



PossibleLooping

PossibleLooping


Industrial

Industrial


PossibleLooping

Elevated Water StorageTank 150,000 Gallon



LegendReplace Main

Looping

Existing 1.5" Water Main

Existing 2" Water Main





Appendix A.15

The potential growth areas, possible undersized water main replacement areas, and probable looping water mains are shown in Exhibit 8. Table 3 illustrates the estimated costs associated with the growth-related recommendations for the water system.


As previously noted, when the new FTIC facility chose to locate near the intersection of SR 75 and Old Union Road, Jamestown extended utilities to serve the development. In order to provide sanitary sewer service, a small portion of gravity sewer, a lift station and dual force mains were constructed to convey wastewater to existing facilities within town. Just as with the water service components, the sanitary sewer facilities were designed to handle some additional flows from development in the area.

The gravity sewers were designed and constructed in a way to allow extension to serve additional development. The lift station was designed and constructed with large enough structures to allow larger capacity pumps to be installed if necessary to handle additional flows in the future. The dual force mains were designed and constructed so that if larger pumps are necessary, the force main conveying those flows into town are adequate.

Table 3: Estimated Costs of Recommended Growth-Related Water Utility Projects


#1: Replace Undersized Water Mains (4,850 LF)* LS 1 $750,000 $750,000

#2: Loop Dead End Water Main (9,100 LF) LS 1 $1,400,000 $1,400,000


* This item includes replacing all water mains under 4” in size. It would not be necessary to replace all undersized mains at one time. Replacements could be prioritized based on the location of planned or potential developments.

The area immediately surrounding the FTIC facility is well prepared for additional growth. If additional residential areas were to develop, or industry was to locate away from the immediate vicinity of FTIC, sanitary sewer facilities would need to be extended. Depending on the exact circumstances, the noted extensions could consist of solely gravity sewers, a lift station and force main, or a combination of both. Possible sewer extensions are noted in Exhibit 9 on the following page.


SR 75

ELM ST

MAIN ST

DA

RLI

NG

TO

N S

T

RO

SS

RD

S R 136

MILL ST

CR 700S

SR

75

LEB

ANO

N S

T

ASH ST

COUNTY LINE RDLOWERY ST

FIR

ST

ST

US 136

WE

ST

ST

SE

CO

ND

ST

CARDINAL DR

PARK PL

BRUSH ST

COLUMBIA ST

N LEBANON ST

MEADOWLARK DRIVE

WILSON WAY

WE

STE

RN

AC

RE

S D

R

CO RD 800

SR

75

MILL ST

Existing Lift Station from 1996 Map

Manholes from 1996 Map

Additional Manholes Found

Existing Force Main from 1996 Map



Potential Sanitary Sewer Extension

Wastewater Treatment Facility

Potential SanitarySewer Extension


Residential

Residential

Industrial

Industrial





A.17

End of Report

Jamestown Comp Plan

Documents

Transcript of Jamestown Comp Plan