Community Plan Discussion Draft vII 05162011
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Draft: May 16, 20111
2
City of Hampton Community Plan Update: 20113
Strategic Issues4
5Introduction6
7
Each community in Virginia must formulate and adopt a plan to serve as a general guide8
for its growth and development. Compared to most Virginia communities, Hampton has a long9
tradition of community planning dating back to the 1950’s. Recent efforts have embraced the10
value of grassroots citizen participation in the formulation of these important policy11
documents. This value recognizes that local government alone cannot achieve the level of 12
successes represented in Hampton’s vision of making our community the “most livable13
community in Virginia.” 14
15
These plans give us an opportunity to engage in education, dialogue, and discussion to16
determine what our priorities should be going forward. Out of this discussion, broad17
community goals accompanied by specific strategies are identified which guide future actions18
and resource allocation. In this first phase of work, participants are being asked to help address19
the following questions:20
21
What are our relative strengths, weaknesses, opportunities, and threats?22
What are the most strategic issues facing our community in the next 5 years and23beyond?24
What should be the vision for success for each of these strategic issues?25
What broad community goals should we establish for each issue area?26
How do we measure success?27
How are these strategic issues related to each other?28
29
In February of 2006, the City of Hampton adopted a new comprehensive plan entitled30
the Hampton Community Plan. Approximately every five years, the adopted plan is reviewed to31
ensure that it remains relevant and current with respect to community aspirations and32challenges. In September 2010, Hampton City Council authorized the City Manager to begin a33
process to review the Hampton Community Plan (2006, as amended). As was the case in 2006,34
the City of Hampton has collaborated with Hampton City Schools and numerous community35
partners to review and update this important document that helps to shape our community’s36
future. The Hampton Community Plan (2006, as amended) was the first merger of both the37
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“strategic plan” and the “comprehensive plan” into one integrated document; we are38
continuing that approach with this update. As a result, the first step in the process is to review39
the vision, strategic issues, and broad community goals. This document represents the key40
results emanating from this community discussion.41
42Process43
44
On October 7, 2010, the City hosted a community kick-off meeting in which45
approximately 240 citizens attended. This meeting outlined the purpose and anticipated46
schedule for this effort. The bulk of the session allowed citizens to participate in one, or more,47
small group discussions aimed at identifying the most pressing issues and challenges facing our48
community.49
50
As a result of the discussion held on October 7, 2010, ten (10) strategic topic areas were51
identified:52
53
Economic Base, Regionalism, Transportation, & Infrastructure54
Education and Lifelong Learning55
Community Appearance, Pride & Image56
Waterways (this strategic issue had been identified prior to 10/7/10)57
Good Government58
Housing & Neighborhoods59
Community Health & Healthy Families60Public Safety61
Environment, Sustainability, & Quality of Life62
Diverse Population, Youth, & Seniors63
64
These topics were endorsed by City Council as the starting point for the update process. As a65
result, community focus groups were formed for each of the ten strategic topic areas. Each66
focus group was comprised of between 10-20 community members (although some groups67
were larger) supported by a staff convener, a facilitation team, and technical experts from City68
staff and other organizations and entities. Most focus groups met approximately twice each69month between January and April 2011, although a few focus groups began meeting earlier70
than January 2011.71
72
On March 8, 2011 a “mid-point” community checkpoint meeting was held. Each focus73
group presented its work which included a draft vision and goals proposed for their specific74
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strategic topic area. Citizens were then given the opportunity to discuss the draft work and75
offer comments and/or suggestions. On March 10, 2011, two representatives of each of the76
ten focus groups came together to process what they heard from the public two nights earlier77
and what “course corrections” they would suggest. These representatives generally felt that78
the ten (10) focus group topics were on target based upon public feedback. They also discussed79common issues and themes shared by more than one focus group. Thirteen common issues or80
themes were identified as being worthy of note and further exploration. These common issues81
or themes were topics identified by two or more focus groups through the course of their82
respective work. The thirteen common issues or themes identified at the mid-point of the83
process were as follows:84
85
History/Historic86
Jobs/Business Attraction87
Education (broadly defined)88Neighborhood Quality & Diversity89
Broader Community Involvement/Bringing People Together90
Water Resources/Waterfront As An Asset91
Communication To All/Public Awareness92
Improved Access to Services93
Need for Partnerships/Shared Responsibility94
People as Resources95
More & Better Choices for Getting Around/Mobility for All96
More “Green” & Sustainable Policies, Practices, and Development97
Achieve Excellence in What We Do (Public & Private Sector)98
99
Each focus group completed its initial work by April 15, 2011. Based upon this work a100
draft document was compiled and distributed for review around the first of May 2011. A final101
community checkpoint meeting was held on May 24, 2011 in order to receive comments and102
feedback prior to making final changes that were then forwarded to the Planning Commission103
and City Council. (Fill in results from this meeting).104
105
On June 8, 2011, the Planning Commission and City Council received the proposed106
update to the Community Plan at a joint work session. (Fill in results from this work session). 107
108
The Planning Commission held its first public hearing to receive public comment on July109
7, 2011. (Fill in any results, changes from the Planning Commission)110
111
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The City Council held public hearings to receive public comment on the proposed112
update to the Community Plan/Strategic Plan on (list dates and results).113
114
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Community Appearance, Pride, and Image115
116
117
Vision:118
119Contemporary coastal living in a proud, historic, and vibrant community. 120
121
Goal 1: Aesthetic improvement of all major corridors and gateways, including interstate122
entrances and exits.123
124
Strategies:125
1. Quality appearance of all gateways, for example: Pembroke – Powhatan,126
Mercury – I64, Woodland – I64, LaSalle/Armistead – I64, and Mercury – King.127
2. Improve attractiveness of landscaping through increased use of 128
a. low maintenance landscaping using natural and native plants and designs129
in new installations and problem areas130
b. underground watering.131
3. Increase signage attractiveness:132
a. Improve standards to eventually eliminate billboards and nonconforming133
signs134
b. Increase the number of neighborhood entrance signs135
c. Use ‘Welcome’ and ‘Thank You' signs that support City branding136
d. Work with Hampton Convention and Visitor’s Bureau (HCVB) to coordinate137
signage with the branding of the City.138
4. Enlist the help of City partners (master gardeners, VDOT, Sheriff’s Office,139neighborhood associations, and others) to tend entrances and exits.140
a. Establish a modest budget ($600-1200 annually) for partners to purchase141
new bulbs and/or annuals.142
b. Establish “ownership” of gateways and corridors with a boasting rights143
trophy awarded each month or quarter, to be passed down to the next144
winner.145
c. Ensure excellent communication between involved parties to achieve146
stated goals.147
148
“Key” Measurable: 149
1. Hampton’s gateways and corridors reflect pride and a high standard of 150
maintenance as measured by151
a. Resident satisfaction regarding the appearance of gateways and major152
corridors153
b. Improved score on litter index.154
155
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156
Goal 2: Optimize appearance, pride, and image in our water assets. 157
158
Strategies:159
1.
Educate homeowners on the importance of waterfront landscaping, buffers,160 and historic creeks161
2. Better communication of City successes and future plans for improving water162
asset appearance (e.g., New Market Creek, Fort Monroe, Robinson Creek,163
Indian River Creeks)164
3. Annually hold a waterways cleanup celebration and issue T-shirts to increase165
participation and promote the pride in Hampton ethic.166
167
“Key” Measurables: 168
1. Increase the number of shoreline cleanups and the number of citizens169
participating.170
2. Resident satisfaction with appearance and quality of waterways.171
172
Goal 3: Maintain and enhance neighborhood quality, appearance, and pride. 173
174
Strategies:175
1. Increase beautification efforts, including176
a. Adopt-A-Spots177
b. Neighborhood cleanups led by HCCC178
c. Increase maintenance of schools and neighborhood recreation facilities179
such as pools, parks, bike paths.180
2. Enforce or improve existing laws to address:181
a. Preservation of historic easements in older neighborhoods when redoing182
streetscapes183
b. Blighted, vacant structures184
c. Dog excrement185
d. Litter on street fronts and parking lots186
e. Parking on lawns187
f. Size of concrete driveways188
g. Insufficient neighborhood parking189
h. Dilapidated fencing.190
3. Improve neighborhood lighting with increases in lighting and/or upgraded191
architectural street lighting where appropriate.192
4. Create or re-establish an inter-civic league council to aid in communication and193
coordination of stated goals.194
195
“Key” Measurables: 196
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1. Increase in code enforcement related to home appearance and litter.197
2. Resident satisfaction with the attractiveness of their neighborhood.198
199
Goal 4: Support and communicate Hampton’s excellence. 200
201
Strategies:202
1. Implement an internally-focused branding campaign that targets people who203
live, work, and play in Hampton and is coordinated with the HCVB website re-204
launch so that the imagery and signage work together rather than compete.205
a. Utilize all media to communicate Hampton successes206
b. Increased use of TV coverage207
c. Education using special/local personalities208
d. Channel 47 interviews that showcase accomplishments209
e. Host events to increase awareness of successes and/or areas needing210
support for improvement211
2. Partner with Hampton City Schools to inspire pride in students and enlist their212help in building pride throughout the community.213
3. Implement an award program promoting citizen contributions to Hampton214
appearance, pride, and image.215
216
“Key” Measurables: 217
1. Number of positive news articles regarding Hampton appearance, pride, and218
image.219
2. Resident pride in Hampton as measured on the Resident Satisfaction Survey.220
3. Number of nominations and donors for the CAPI award and honor event.221
222Goal 5: Capitalize on Hampton’s history as a source of pride. 223
224
Strategies:225
1. Capitalize on and emphasize Hampton’s 400 year history by developing a226
program to biannually focus on a significant period of Hampton’s History.227
228
“Key” Measurables: 229
1. Resident pride in Hampton’s history as measured on the Resident Satisfaction230
Survey.231
2. Attendance at Hampton history-related museums and events.232
233
Note to staff: The group was unable to agree on whether Goal 5 should stand alone or be234
incorporated into Goal 4. The group did agree to let City staff make the final decision. Stand-235
alone argument: History is in the CAPI vision and should be separate so that it is more236
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prominent and less likely to get lost in other initiatives. Argument for making #5 a part of Goal 237
4: Pride in history is so integral to Hampton’s overall excellence that it should be included in #4. 238
239
The CAPI group requested that the following strategies and measures be passed on to other 240
more appropriate focus groups:241242
1. To be passed on to the Transportation Focus Group:243
o Improve pedestrian crossings throughout the City (e.g., Mercury – 244
Coliseum).245
246
2. To be passed on to the Waterways Focus Group:247
o Improve/increase public access to waterways.248
o Increase/protect public access to water assets: boardwalks, boat ramps,249
beaches.250
o Reclaim and restore historic creeks to help improve access, drainage, and251
flood prevention through dredging, ditch maintenance, and erosion252
control).253
o Encourage compliance with Chesapeake Bay Preservation Act; use buffers,254
increase citizen responsibility for keeping waterways clean and beautiful.255
o Reclaim/restore historic waterways.256
o Improve water quality at beaches and on rivers by better maintaining257
stormwater BMPs (Best Management Practices) and other impacting258
factors. Key measure: Water quality using HRSD water quality standards259
and testing to measure progress.260
261
3. To be passed on to the Neighborhood Focus Group:262
o Increase home sales and stabilize home assessments.263
o Increase home ownership investments with new home owners.264
265
4. To be passed on to the Diverse Populations Focus Group:266
o Increase handicap ramps/access.267
268
269
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270
Community Health/Healthy Families 271
The collective health of our citizens and the environment which influences our collective well-272
being are of strategic importance for the future of our community. We often say that ”we will only be as273successful as our people allow us to be,” so the relative health of our community will influence many274
aspects of our future. Performance in school, performance in the workplace, the cost of public services275
and the attractiveness of a community as a place to live and work can all be influenced by how well we276
succeed at being a healthy community.277
Vision: 278
Hampton will be the healthiest community in Virginia. 279
Goals:280
1. Hampton will create a coordinated system that provides information about health and about281
access to health-related services. (See Economic Base, Regionalism, Transportation &282
Infrastructure; Diverse Population, Youth & Seniors; Good Government) 283
Strategy 1: The Hampton City web site will include a section titled Health Information284
and Health Care Services with links to health information web sites, as well as285
information about health care organizations and home- and community-based health286
services available to Hampton residents.287
Strategy 2: Hampton will publicize to physicians, physician assistants, and nurse288
practitioners seeking to relocate, that federally designated medically underserved areas289
exist within the city. (Health care professionals working in these areas may be eligible290
for reduction or elimination of their medical training loan obligations.)291
Measurement 1: The number of patient visits to the CarePlex Emergency Department292
which do not require emergency medical services will be reduced by 5 percent annually.293
Measurement 2: The number of ambulance trips for medical problems which do not294
actually require the presence of Emergency Medical Service staff in the ambulance will295
be reduced by 10 percent.296
Measurement 3: All federally designated medically underserved areas in Hampton will297
be eliminated by increased numbers of health care professionals working in these areas.298
2. Hampton will implement a regular community health planning and improvement process.299
Strategy 1: Hampton will create a health and wellness advisory body, supported by300
appropriate staff, which will identify pertinent health and wellness indicators which can301
be used to describe and track increases and decreases in the health of Hampton302
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residents and to develop recommendations for ameliorating adverse health indicators.303
These indicators should be broadly applicable to Hampton, and incorporate Hampton304
specific data and appropriate comparators.305
306
Measurement 1: The advisory body will issue at least two reports and recommendations307
each calendar year.308
309
3. Hampton will create a culture of disease prevention and health promotion.310
Strategy 1: Hampton city schools will require that each student participates each day in311
30 minutes of physical exercise appropriate to that student’s health and physical312
abilities.313
Measurement 1: The average percentage of students at each grade level with a Body314
Mass Index (BMI) greater than 30% will decrease 10% annually.315
Strategy 2: Hampton city schools will devote, on average, 3% of each school day to age316
and culturally appropriate health education programs, at all grade levels. This effort will317
be in addition to physical education programs.318
Strategy 3: The City of Hampton will identify itself as striving to become a smoke-free319
city, and all city publicity materials will reflect this.320
Measurement 1: The percentage of adult tobacco users will decrease 5% each year.321
Measurement 2: The percentage of teens that use tobacco products will decrease 10%322
each year.323
Strategy 4: Hampton will increase its opportunities for walking, hiking, and jogging.324
Measurement 1: Hampton will add 10 additional miles each year to its system of 325
uninterrupted sidewalks, paths, and hiking trails.326
Strategy 5: The Hampton Health Department, Hampton City Schools, and other327organizations will create and publicize information on preventing sexually transmitted328
diseases and teen pregnancies.329
Measurement 1: The rate of pregnancies among Hampton teen girls will decrease 10%330
each year.331
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Measurement 2: The rates of gonorrhea and chlamydia infections in Hampton citizens332
will decrease 10% each year.333
Strategy 6: The Health Department, in partnership with Hampton City Schools and other334
organizations, will increase immunization rates among Hampton residents.335
Measurement 1: All children under the age of 18 years will complete all recommended336
immunizations.337
Measurement 2: At least 45% of Hampton residents will receive an influenza338
immunization each year.339
Strategy 7: Hampton will ensure year-round daily access to basic personal hygiene and340
community referral services for the homeless population.341
4. Hampton will maximize awareness of health education resources. (See Education and Lifelong342Learning)343
Strategy 1: The Hampton City web site will include a section titled Health Information344
and Health Care Services with links to health information web sites, as well as345
information about health care organizations and home and community-based health346
services available to Hampton residents.347
Strategy 2: Hampton will publicize the existence of this web site each quarter.348
Measurement 1: The number of “hits” on the web site will increase 10% each year over349
the previous year.350
Measurement 2: Periodic customer satisfaction surveys on the web site will351
demonstrate high and steadily increasing measures of satisfaction and usefulness.352
5. Hampton will create a community-wide understanding and acceptance of the concept that353
“community health” is the responsibility of all segments of the community - public and private,354
individuals and organizations.355
Strategy 1: Hampton will systematically examine all aspects of homelessness within the356
city with a goal of identifying new opportunities and new partners to reduce the number357
of homeless persons.358
Strategy 2: In collaboration with community partners, Hampton will develop a single359
room only (SRO) facility for long-term affordable housing for currently homeless single360
adults.361
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Measurement 1: Hampton will reduce its homeless population by an estimated 10%362
annually.363
Measurement 2: The number of non-religious organizations which support homeless364
assistance programs will increase 10% each year.365
Strategy 4: Hampton will create a tobacco-users buddy program for individuals who are366
trying to stop smoking. This would pair former smokers with smokers trying to quit,367
with the former providing an anchor to call upon when tempted to smoke.368
Measurement 1: The percentage of adult tobacco users will decrease 5 percent each369
year.370
Measurement 2: The percentage of teens that use tobacco products will decrease 10%371
each year.372
Strategy 5: Increase support of the Peninsula Food Bank and other food banks.373
Measurement 1: The number of individuals and organizations who have never374
previously contributed to community organizations such as the Food Bank will increase375
8 percent each year.376
377
Focus Group Members: 378
Paul Babcock Valda Branch Carlton Campbell379
Debra Flores Angela Futrell Jeanie Goldberg380
Art Greene Linell Hunter Thea Lawton381
Elizabeth Lewis Bill Massey David Murray382
Evelyn Olenick Wanda Rogers Debbie Russell383
Maureen Savage Christine Woods Nick Wooten384
385
386
387
388
389
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Diverse Population, Youth, and Seniors Focus Group390
391
This grouping of issues recognizes the importance of Hampton’s changing demographics392
and the related challenges and opportunities associated with these changing demographics.393
Recognizing that Hampton has become an increasingly diverse community with respect to race,394
ethnicity, culture, religion, lifestyle, age, and background, the Diverse Population, Youth, and395
Seniors Focus Group reviewed data and information from various perspectives, focusing on the396
assets and needs that these very different groups bring to our community.397
398
Vision Statement:399
400
Hampton is a city that is welcoming, supportive, and inclusive of all citizens.401
402
Goals:403
404
1. All people will be viewed as a rich resource to their community where their needs are405
accommodated and their contributions welcomed.406
407
2. Easy accessibility of all resources and services for all citizens.408409
3. City of Hampton policies and procedures and implementation of those policies and410
procedures are inclusive of the diversity in Hampton.411
412
4. All people will have an opportunity to experience world-class cultural and leisure413
activities in Hampton.414
415
Measurements of Success:416
417
Goal 1 Measurements:418419
a. Population change, both in total number and diversity420
421
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b. Level of customer/citizen satisfaction/delight with regards to their needs being met422
and contributions to the community being welcomed423
424
Goal 2 Measurements:425
426a. Usage of communication tools (311 calls, website hits, emails, neighborhoods427
group notices, etc.) 428
429
b. Use of resources within the city430
431
Goal 3 Measurements:432
433
a. Number of complaints registered434
435
b. Diversity of representation on appointed boards and commissions 436
437
Goal 4 Measurements:438
439
a. Number and variety of restaurants, entertainment venues, and cultural concerts440
and events in Hampton441
442
b. Number of people using cultural and leisure activities in Hampton443
444
Focus Group Members:445
446
Pete Bacote Karen L. Baker Barbara Stewart447
Veronica A. Davis Charlotte Dillow Donald Fennell448
Linda Hansen Jasmine Sanders John Gately449
Olive Johnston Katherine Tyler-Northern Letitia Lee450
Michael B. Hamar David Murray Teresa Ottofaro-Davries451
Carole A. Perenzin Willie Press Jason Samuels452
Ellen Shackleford Eric Stone Sharmae Stringfield453
Troy Elliott Angela Leary Will Moffett454
455
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Economic Base, Regionalism, Transportation and Infrastructure456
457
This grouping of issues recognizes the important and fundamental linkage that exists458
between how well we address regional challenges and the overall well-being of individual459
communities like Hampton. Hampton’s overall success will rise and fall based upon how well460
the region addresses significant issues that cross jurisdictional boundaries. The economy, our461
transportation network, many aspects of our infrastructure system, many environmental issues,462
as well as other challenges must all be addressed on a regional level in order for Hampton to463
become the community it aspires to be. This “regional” perspective has been identified in464
Hampton’s community plan as an important perspective since the mid 1990’s. Over the last 15465
years, the Hampton Roads region has made significant strides toward “acting like a region.”466
Through the efforts of organizations like the Hampton Roads Planning District Commission, the467
Hampton Roads Transportation Planning Organization, the Hampton Roads Partnership, and468
the Hampton Roads Economic Development Alliance (to name only a few), long range regional469
vision and action plans are in place to help define our regional vision.470
471
There is a fine balance in distinguishing what are truly regional issues versus purely local472
issues. Often this line appears as “shades of grey” rather than a distinct line. We must473
understand the impact local decisions will have regionally and vice versa. Hampton’s challenge474
is to be able to pursue its own interests while also respecting the regional goals and475
perspective. Within the region, Hampton is a community with a vast array of assets that are476
often overlooked and may not have reached their full potential. Although progress has been477
made in recent years as a result of the implementation of the Master Plans and through478
participation in key regional initiatives, the core cities of Hampton Roads (Hampton, Newport479
News, Portsmouth, and Norfolk) still represent cities on the margin. Hampton’s challenge is to480
be proactive and strategic in addressing these issues effectively at both the local level and at481
the regional level through initiatives outlined in this plan.482
483
Vision Statement:484
485
Hampton will be an innovative and economically vibrant city, central to the success of 486
the region by advancing its economic opportunities with an educated workforce, modern487
infrastructure, sustainable development, and cutting-edge technology, while embracing its488
heritage and natural resources.489
490
491
492
493
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494
Goals:495
496
1. Hampton will be aggressive in its efforts to enhance the region’s worldwide economic497
competitiveness through a shared vision and collaborative actions among the region’s498
communities.499
500
2. Hampton will strengthen its economic base through its workforce development efforts501
and by facilitating development of small businesses, enhancing relationships with major502
institutions in the City, and capitalizing on its natural and physical assets.503
504
3. Hampton will maintain and enhance its existing infrastructure to ensure it exceeds the505
expected useful life and will expand its infrastructure to meet future challenges and506
changes regarding advanced communication systems, building for sustainability, as well507
as the management of coastal and storm water flooding.508
5094. Hampton will create and enhance local and regional transportation options for residents510
and visitors by supporting urban development patterns and implementing master plans511
for strategic investment areas.512
513
Measurements of Success:514
515
Goal 1 Measurements:516
517
a. Endorsement by all communities of a vision for Hampton Roads and a strategic plan518
which addresses key issues519520
b. The number of Hampton’s collaborative planning and operational activities with one521
or more Hampton Roads communities522
523
Goal 2 Measurements:524
525
a. High school graduation rates 526
527
b. Number of new businesses on annual basis528
529
Goal 3 Measurements:530
531
a. Residential and commercial penetration of broadband wireless and fiber optic532
services533
534
b. Expenditures for infrastructure replacement prior to expected useful life 535
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536
Goal 4 Measurements:537
538
a. New transportation options539
540
b. Commute times within the region and City of Hampton541542
543
Focus Group Members:544
545
Steve Adams Jennifer Askey Hugh Bassette546
Nat Battar Lewis Bellinger Bill Benson547
Art Collins Craig Cope Clay Culbreath548
Adanna Davis Doug Dwoyer Phyllis Flanders549
Ernest Green Greg Grootendorst Larry Gwaltney550
Rodney Harris Ted Henifin Joseph King551
Curtis Knight Mike Kuhns Gay La Rue552
Donna Lawson Calvin Lowe Sam Martin553
Donna Morris Jerry Palmer Amy Parkhurst554
Tony Reyes Judy Rogers Jason Samuels555
L’Allegro Smith Charles Smith Tommy Southall556
Sherry Spring Jean Thacker Jim Turner557
George Wallace Fred Whitley Stan Winarski558
559
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560
Environment & Quality of Life 561
562
Vision Statement:563
564
Hampton exemplifies sustainable environmental stewardship in a waterfront community for all 565
to enjoy.566
567
Goal #1: Hampton proactively practices environmental stewardship of its natural resources and 568
assets.569
570
Measurements of Success571
Mixed energy usage patterns572
Environmental component of SOL – Youth573
Litter Index574
Increased percentage of redeveloped green or open space575
Mowed land (acreage) or Naturalized cover areas576
Tree Cover (Tree City or City Green)577
Strategies578
Education on environmental stewardship579
Increase conservation of green spaces580
Exceed federal and state guidelines in all environmental areas581
Litter court582
Mandatory recycling583 Contiguous green space584
City should encourage residents and businesses to utilize alternative energy and585
the City should develop standards for requiring new residential developments to586
utilize alternative energy587
Unified streetscape improvements588
Public awareness signage program589
590
Goal #2: Hampton provides multi-modal connectivity within and between strategic investment 591
areas and surrounding neighborhoods592
593Measurements of Success594
Miles of walkways/bike paths/trails595
Connectivity index between strategic areas596
Shuttle/bus availability and ridership (between strategic areas)597
Strategies598
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Increase the number of bike paths599
Bring back the trolley system or start shuttle bus/tour bus routes600
Review streets for ease of “cross-over” at major intersections and connections601
between neighborhoods602
Increase pedestrian signalized paths603
604
Goal #3: Hampton has improved public access to coastal and other natural environments605
606
Measurement of Success607
Miles of public coastline/beach (property/easement/right of way)608
Strategy609
Education around pollution & Chesapeake Bay preservation610
611
Goal #4: Hampton provides high quality environmental infrastructure 612
(See Economic Base, Regionalism, Transportation, and Infrastructure)613614
Possible Measurements of Success615
Miles of underground cable/conduit616
Tons of trash converted to steam617
Tons of recycled materials618
Megawatt per capita619
Permits for alternative energy sources620
621
622
Focus Group Members: 623
Cris Ausink Shirley Boyd624
George Burbank Jeff Cerro625
Kendyl Crawford Woody Dorsey626
Gaynell Drummond Greg Enterline627
Donald Fennell Doris Hamill628
Richard Marshall Sam Martin629
Pat Parker Ken Ricklin630
Chris Stuart Donnie Tuck631
Jim Williams Ken Wright632
633
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Good Government634
635
Insuring that the local governance infrastructure is effective, efficient, innovative, open636
and ethical has always been important to the success and future of Hampton. The community’s637
relationship and involvement in local government are quite unique and have been recognized638
nationally on many occasions for excellence and for using “best practice” methods. Unlike639
many other communities in which large profit and/or not-for-profit companies play key640
leadership roles, Hampton has generally looked to local government to play a prominent641
leadership role in charting the course for future success. Despite Hampton’s previous successes642
and recognition, we cannot afford to rest on past achievement.643
644
Draft Vision:645
646
Good government is one that is responsive, open, and ethical in and out of public view,647
and provides services which improve the quality of life for all.648
649
Draft Goals: 650
651
1. Seek and provide more opportunities to engage and respond and inform citizens on652
issues pertinent to the community by the use of multiple means of communication.653
2. A competent city workforce will educate citizens on and provide for accessible, efficient,654
and fairly distributed services.655
3. Hampton will identify, plan, and adopt innovative opportunities for citizen involvement,656
work, education, and recreation.657
4. Hampton will strive to be open and ethical by providing financial accountability,658
communication, and transparency.659
660
Measurements of Success:661
662
Measures for Goal #1663
664
% of citizens report being involved in city-sponsored activities665
% of citizens that reply to city surveys666
% of responses based on media (i.e.: how many people attended a particular meeting667
because they heard about it on Facebook, Ch. 47, etc.)668
669
670
671
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672
Strategies673
o Look at the number of different ways the city uses to communicate such as surveys,674
meetings, forums, phone calls, etc.675
o Use community forums, voting, internet communications, newspaper, and other676
means to communicate with the public677
678
Measures for Goal #2679
680
Measure change in survey numbers to determine success681
% of citizens successfully accessing city services682
# of complaints received & resolved from citizens on a daily basis683
% of citizens report having an understanding of city services provided by the city684
685
Strategies686o Monthly communiqués to advertise city services, events, and information to the687
public688
o Find and develop other means to distribute the citizen satisfaction survey to get689
more responses690
691
Measures for Goal #3692
693
% of citizens participating in the community plan process694
% increase in the number of communications distributed by the city695
# of community plan checkpoint meetings held annually696diversity of participation in discussions697
% of citizens completing the citizen satisfaction survey that report being satisfied with city698
services699
Increase in the number of citizens to receive the citizen satisfaction survey700
701
Strategies702
o Survey citizens to determine if city services and the information is: easy to find, easy to703
read, offered at multiple locations, and answers the 5 W’s 704
o The means of communication should be diversified705
706
Measures for Goal #4707
708
# of city staff, including directors and managers, trained in open government principles709
% increase in the number of open meetings710
# of open meetings compared to closed meetings (to include City Council meetings)711
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# of citizens reporting increased understanding of the budget process712
# of neighborhoods represented and participate in the city’s dialogue about the budget713
714
Strategies715
o Perform audits to ensure financial accountability716
o Financial disclosures available to the public717
o Greater effort to make the budget process open and understood by citizens718
o After action report produced in relation to the budget719
720
Focus Group Members: 721
Alice Callahan Carlton Campbell722
Ellen Carpenter Daphne Costley723
Pete Fairchild Ernest Ferguson724
Carole Garrison Claude Hewlin, Jr.725
Wanda Hewlin Charlene Johnson726Ross Kearney Sam Martin727
Tracy Martin Jackie Roundtree728
Charles Smith George Wallace729
Jim Williams730
731
Staff:732
Tami Back Sabrina Carr733
Karl Daughtrey John Eagle734
Leslie Fuentes Diane Gardner735
Katherine Glass Valencia Jowers736
Montique McClary Janice Moore737
Liz Nisley Gloria Washington738
Cindy Woolwine739
740
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Housing and Neighborhoods741
742
Much of Hampton’s character and charm comes from the unique tapestry of diverse743
neighborhoods that collectively make up our community. Neighborhoods are one of the basic744
foundations of social and civic life. If we are to reach our goals, our neighborhoods must745
provide the kind of places our current residents and future residents can proudly call home.746
While the physical elements of a neighborhood are important and most visible, the overall747
quality of life and effectiveness of all neighborhoods also depends on effective social and civic748
infrastructure.749
750
Draft Vision:751
752
Hampton will be a community of choice that preserves and builds for future753
generations.754
755
Draft Goals: 756
757
Goal #1: Hampton neighborhoods will offer a mix of housing that is attractive, affordable, and758
accessible to accommodate all citizens.759
760
Goal #2: Neighborhoods and schools will have a strong partnership.761
762
Goal #3: Hampton neighborhoods will offer accessible pedestrian and cycle friendly choices to763
promote mobility of citizens and to offer accessibility to neighborhood services and amenities.764
765
Goal #4: Hampton will reinvest in neighborhoods by enforcing state blight regulations, city766
property maintenance codes, and beautification and incentive programs.767
768
Goal #5: Hampton will preserve, maintain, and perpetuate the history, culture, and769
architecture of its neighborhoods.770
771
Note: The group had several discussions regarding the need to address homeless populations772
as part of the Housing and Neighborhoods Focus Group. In the end, they concluded that since773the issues facing homeless persons are multi-faceted (housing, social services, mental health,774
employment, etc.), a separate group should be established to develop a vision, goals, and775
strategies to assist the Hampton homeless population.776
777
778
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779
Measurements of Success:780
781
Goal #1:782
Survey of realtors, homeowners, and renter perceptions on the attractiveness of 783
Hampton neighborhoods.784
Survey of new homebuyers who chose not to live in Hampton to better understand785
what influenced their decision.786
o Information on local Property Transfers can be found in the Daily Press on787
Saturdays788
789
Goal #2:790
Identify and track joint school and community programs.791
Track neighborhood participation in and support for school programs and activities792
Track neighborhood resources devoted to school programs/improvement793794
Goal #3:795
Survey residents in areas with new bike and/or walking paths regarding usage, likes,796
dislikes, etc.797
o Example - New bike/walking paths are proposed in the N. King Street and798
Newmarket Creek areas.799
Increase in the growth of connectivity of bike/walking paths over time800
801
Goal #4:802
Change in the number of property maintenance violations803
Change in housing conditions (minor/major deterioration)804
o Exterior Housing Conditions Survey805
Survey residents of specific areas regarding their perceptions of housing conditions806
in their neighborhood.807
808
Goal #5:809
Track the number of educational events and/or publications promoting810
neighborhood history, culture, and architecture.811
Track the number of historic tax credit projects in Hampton812
Track the number of times the City is recognized in publications regarding history,813
culture, and architecture814
815
Draft Strategies:816
Increased marketing of the Curb Appeal Grant Programs817
Evaluate new developments to ensure there is a mix of housing types818
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Partner with the Mayor’s Committee for People with Disabilities to help address819
accessible housing820
Recruit neighborhood associations and volunteers to help schools821
Empower neighborhoods to enforce blight regulations.822
Promote neighborhood organizing to build pride and make neighborhoods better823
Educate the public on property maintenance/codes compliance issues, processes,824
etc.825
Provide pro bono legal support for civic associations826
Simplify the process for Special Tax Districts so more groups can take advantage of it827
as a tool to improve their neighborhood828
Increased marketing of beautification activities such as Clean the Bay Day, etc.829
Market historic events/places to people outside of Hampton.830
Promote and take advantage of the history that is here.831
Promote the vision to the citizens of Hampton and to City Council. This effort needs832
citizen support and Council funding to be successful.833
o Be proactive to the vision, not reactive to individuals834Conduct an anonymous survey of teachers to assess teacher opinions of schools, etc.835
– link the survey to SOL /SAT scores.836
837
Focus Group Members: 838
Karen Duncan L’Allegro Smith 839
Donald Fennell Kevin Spence840
Ernest Ferguson Barbara Stewart841
Angela Leary Peggy Todd842
Caroline McCord Donnie Tuck843
Tonya Mosley Catherine Tyler-Northan844
Sister David Ann Niski Gregory Williams845
Philip Page Stan Winarski846
Willie Press Catherine Winston847
Carmina Sanchez848
849
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Lifelong Learning & Education850
851
Vision Statement:852
853
Partnering with community resources to ensure innovative, quality, and affordable education854
and lifelong learning for every citizen, every day.855
856
Goals:857
858
The group decided on the following goals and measurements:859
860
1. GOAL 1 - By 2030 every citizen in Hampton will be educated and trained to compete in861
the global workforce.862
863
Measurement 1 – Ensure children are reading on grade level or above by third grade864
Measurement 2 – All Hampton children will graduate on time865Measurement 3 – Increase number of students who attend college866
Measurement 4 – Ensure Hampton children have education preparation that867
supports “Ready By 21” philosophy 868
Measurement 5 – Create an Oversight Committee with schools, City, and citizens869
(Education, Lifelong Learning Focus Group member should have a seat)870
871
2. GOAL 2 - Develop multiple education paths that lead to working levels/occupations.872
873
Measurement 1 – Explore charter schools874
875 3. GOAL 3 - Ensure all students/citizens are aware of resources available throughout876
Hampton.877
878
Measurement 1 – More informational brochures879
Measurement 2 – More presentations/Job Fairs880
Measurement 3 – PEG-TB (Channel 47)881
Measurement 4 – General website882
Measurement 5 – Benchmark and follow up surveys883
884
4. GOAL 4 – Market education and lifelong learning success stories/statistics.885
886
Measurement 1 – Increase awareness via website887
Measurement 2 – Sold on Hampton888
Measurement 3 – Economic development889
890
891
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892
5. GOAL 5 – Ensure all children enter school ready to learn.893
894
Measurement 1 – All children meet Hampton City Schools’ “Kindergarten Readiness895
Checklist896
8976. GOAL 6 – Provide ongoing education resources that support citizens, post secondary.898
899
Measurement 1 – Provide financial literacy learning opportunities for all citizens900
901
7. GOAL 7 – Attract, develop, and retain highly qualified teachers for children and adults902
903
Measurement 1 – Increase number of national certified teachers904
Measurement 2 – Increase number of highly qualified teachers905
906
907Focus Group Members:908
909
Roxanne Aaron Andrea Berndt910
David Duxbury Denis Gallop911
Allyson Graul Olive Johnson912
Letitia Lee Tracy Martin913
Betty Peters Jason Samuels914
Keisha Samuels Bobby Whitehouse915
Lydia Williams Carol Winarski916Nellie Jo Yannarella Tony Yannarella917
918
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Public Safety919
920
Vision Statement921
The City of Hampton fosters a safe environment that promotes proactive public safety 922
responsiveness and community interaction.923
924
Goals:925
926
1. Hampton will enhance communication activities to improve perception so that the927
public has a greater awareness of public safety programs. 928
929
o Measurements: 930
Public Safety citizen survey will be conducted to obtain baseline data931
(separate from the general citizen survey). 932
Quarterly meetings between citizens and representatives from Public Safety,933
Public Works, Codes, and others to address citizen comments. 934Post successes/failures/information results on Channel 47, Hampton Page,935
etc. 936
937
2. Hampton will work with community organizations and national and regional938
authorities to improve and widely communicate emergency preparedness plans for939
catastrophic events.940
941
o Measurements:942
Publicize general emergency preparedness plans on Channel 47, Website,943
radio, and via other communication mechanisms.944Frequency of emergency preparedness, drill and special programs will945
increase annually.946
There will be an increase in the variety and frequency of communication947
resources utilized to publicize public safety-related programs.948
949
3. Hampton will improve its record of public safety success in providing services as950
reflected in appropriate public safety standards.951
952
o Measurements:953
Produce charts and graphs of safety events and issues to establish a baseline954indicating status of current public safety indicators.955
Performance will be measured annually and benchmarked against industry956
standards.957
An external review process with citizen input will be established.958
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Hampton public safety programs will be implemented utilizing state-of-the-959
art equipment.960
961
4. Hampton public safety personnel will receive ongoing comprehensive training in962
best practices.963
o Measurements:964
Training hours will be monitored for public safety personnel with total hours965
dedicated exceeding industry standards.966
Intensive training will be provided for areas identified as requiring specialized967
training.968
969
5. Hampton will provide strong codes enforcement and crime and fire prevention970
programs.971
o Measurements:972
Citizen participation in Neighborhood Watch and other citizen safety973programs will increase each year.974
Building code enforcement will increase.975
Public Safety representatives will work with community organizations and976
city departments to increase activities to improve areas of the city where977
there is a significant need for blight removal.978
979
Focus Group Members:980
981
Steve Brown Eddie Deerfield982
Woody Dorsey Richard Gagne983Larry Gwaltney Cindy Hayth984
Ross Kearney Karen Leckemby985
Michael McHenry Gregory Siegel986
George Wallace987
988
989
990
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Hampton Comprehensive Waterway Management Plan Steering Committee991
992
One of Hampton’s key strategic assets is its waterways and access to the Hampton993
Roads and the Chesapeake Bay. Our very history is intrinsically linked to these very waterways.994
As we plan for our future, our waterway assets will play an important role in almost all facets of 995
community life including economic development, recreation, quality of life, neighborhoods,996
community health, and environmental quality. The myriad of ways in which waterways affects997
our lives are influenced by local, regional, national, and global influences.998
999
In November 2010, Hampton City Council established the Hampton Comprehensive1000
Waterway Management Plan Steering Committee. This committee has been charged with a1001
somewhat different set of tasks than the other focus groups. Their work will encompass1002
development of a comprehensive set of goals, recommendations, and criteria to guide future1003
City policies and investments regarding waterways management. As a result, their work1004
schedule and product may not always coincide with that of the other groups.1005
1006
To expedite their work and to enable greater focus on key issues, this Committee has1007
formed four subcommittees to focus on the following broad waterway issues:1008
Shoreline Protection1009
Tidal Flooding1010
Dredging (Waterway Management and Maintenance)1011
Storm water Management1012
These four subcommittees are currently in the process of assessing current conditions and1013
identifying key issues related to their respective topics. These groups have also begun to have1014
preliminary discussions to identify broad community goals and evaluation criteria to help guide1015
public policy choices. Each of the four subcommittees has provided a short summary of their1016
current status.1017
1018
Shoreline Protection Subcommittee1019
1020
The Shoreline Protection Subcommittee has begun discussion regarding a vision for Hampton’s1021
shoreline and began to identify focus areas and outline potential community goals. The1022
proposed vision statement is “A beautiful sand public beach and healthy tidal marshes that 1023
enhance the Chesapeake Bay’s shoreline and tributaries can be the keystone attribute in1024
creating a vision that inspires citizens, business, and industry to live, support, and invest in the1025
City of Hampton, Virginia.” 1026
1027
The subcommittee has begun to look at strategic areas such as:1028
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Bay-fronting beaches and tidal shoreline protection1029
Funding and maintenance needs.1030
Two community goals have been identified as this point:1031
Develop a shoreline management plan1032
Develop education programs to educate citizens about preventive measures,1033recommendations, etc.1034
1035
Tidal Flooding Subcommittee1036
1037
The Subcommittee has been meeting since mid-March 2011. Through discussion, we have1038
identified a vision statement and five (5) focus areas in relation to the topic of tidal flooding.1039
The vision statement and focus areas are listed below in priority order are:1040
1041
Vision1042
Hampton will provide an enhanced quality of life throughout the city through proactive1043
measures and comprehensive management of the tidal flooding issues for current and future1044
generations.1045
Focus Areas:1046
1. Conduct a comprehensive study of current and probable future tidal flooding impacts.1047
2. Development regulations to reduce future tidal flood property damage.1048
3. Public education.1049
4. Emergency management/public notification1050
5. Funding of public/private improvements to mitigate tidal flooding impacts.1051
The Subcommittee has begun to identify strategies to address the focus areas. In future1052
conversations, we will determine goals and strategies for each of these topic areas. We are1053
also looking at other localities’ best practices to determine how Hampton can use them to1054
mitigate the negative impacts of tidal flooding.1055
1056
Stormwater Management Subcommittee1057
1058
Vision -1059
1060
Hampton improves the quality of storm water so that Mother Nature can take care of herself;1061Hampton achieves maximum efficiency of drainage within the City – both natural and manmade.1062
1063
Goals -1064
To increase the quality of storm water by identifying cost effective solutions to comply with1065
storm water and environmental regulations.1066
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1067
To minimize the impact of storm water flooding through identifying cost effective solutions that1068
maximize effective drainage.1069
Evaluation of Policy Choices/Best Practices/Options currently being reviewed: 1070
1) Review of New Storm Water Regulations1071
2) Review of City of Hampton Maintenance Plan1072
3) Pursuit of Dedicated Easements1073
4) Creation of green space to promote drainage – this topic includes down-zoning;1074
consideration of purchasing of flood prone property to create green space; re-zoning of 1075
properties in non-flood prone areas that will also increase drainage.1076
5) Public Education1077
6) Funding Models1078
Identify Criteria for Evaluating Policy and Investment Choices1079
o What constitutes a policy/strategy/recommendation as “cost effective” 1080
Cost effectiveness could facilitate people and businesses staying in the city1081
and/or coming to the city to live, work, or conduct business 1082
Cost effectiveness would encourage a “smaller environmental footprint”1083
by citizens and businesses 1084
Cost effectiveness would require a cost/benefit analysis that includes1085
weighing the recommendation against the goals and issues as well as1086
within the larger context of community needs and interests 1087
Cost effectiveness would balance preservation of natural habitats,1088
investment in infrastructure, and new/re-development 1089
1090
Dredging Subcommittee (Waterway Management and Maintenance)1091
1092
Sub-committee vision: To improve Hampton’s economic viability and citizen satisfaction by1093
strategically improving the availability and usability of its waterways while maximizing the1094
return on investment.1095
1096
Key Strategic Issues: (not prioritized)1097
There is no local long-term plan for waterway maintenance or a City department1098
tasked with its development and implementation.1099
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The on-going need for waterway maintenance is driven by other features of an1100
interrelated system, e.g. silt and debris from storm water, sand migration,1101
marsh run-off.1102
The connections between waterway maintenance, economic activity, and1103
property values are not clear or recognized.1104Questions of usage, benefits, ownership, easements, and legal restrictions1105
complicate funding and maintenance responsibilities.1106
1107
Identify best practices/policy choices/options which address key issues:1108
Assign one department to develop an integrated Waterway Management Plan to1109
include:1110
o Systematically collected data1111
o Policies related to funding responsibilities1112
o Implementation schedule connected to community generated criteria1113
o Built-in evaluation and reassessment1114
1115
Draft Vision: Overall vision has not yet been developed. See draft visions for each1116
subcommittee1117
1118
Draft Goals: See Subcommittee reports1119
1120
Measurements of Success: (not yet developed) 1121
1122
Focus Group Members: (core members)1123
1124
Vince Behm Woody Woodcock1125
Andy Bigelow Edith Newkirk1126
Frank Blake Hugh Bassette1127
Robin Carpenter Thomas Pantelides1128
Bob Croft Polly Siemann1129
Carole Garrison Joe Stellutte1130
Ernest Hale Kevin Van Sloten1131
Steve Mallon Selvin Walker1132
Ben Williams Arne Hasselquist1133
1134
Perry Pilgim* Floyd Gibbs*1135
Claude Vann*1136
*Appointed but decided they can no longer participate.1137
1138
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1139
Things We Have Learned and Next Steps1140
1141
Through the course of the focus group discussions, it has become evident that many1142
issues and ideas are shared by multiple groups. These “themes” represent important findings1143for moving forward. Additional thought and discussion will be required to fully flush out these1144
concepts. How we do this will be one of the questions asked during the Joint Focus Group1145
Work Session on June 6, 2011. This work session will provide an opportunity for1146
representatives of each focus group to process and discuss the public feedback received on1147
May 24, 2011. A number of these “cross cutting themes” were identified during the mid-point1148
review. Prioritizing and combining these key themes will occur prior to finalizing the document.1149
1150
One of the other common directions which surfaced during the process was the need to1151
monitor our progress. Many participants voiced enthusiasm about the ideas and directions1152
identified, but expressed some reservation regarding the lack of on-going reporting and1153
updates so the general public could better understand what actions and accomplishments1154
emanate from the adopted plan. The central theme was to place an emphasis on carrying1155
through with implementation and monitoring our progress toward key outcomes.1156
1157
A third important observation came forward that expressed a desire to have some way1158
to continue to have citizen input and involvement after the plan is adopted. The actual details1159
are yet to be worked out, but it was expressed repeatedly that the community members who1160
participated on the focus groups represented a very valuable asset that could in some way1161
assist in moving forward the ideas and concepts expressed in the plan.1162
1163
Some important topics are not specifically addressed in this phase of the Community1164
Plan Update. Many important community programs and their associated strategies and actions1165
may not be discussed in this broad document. The review of these public policies, programs,1166
and directions should be reviewed as part of the process of aligning our resources and1167
programs to support the community priorities identified in this update process. This type of 1168
assessment and alignment should involve both public and private partners who have a role in1169
making our community the kind of place envisioned by all of those who’ve contributed to this1170
plan.1171
1172
The tentative schedule moving forward from the May 24, 2011 Community Checkpoint1173
meeting is as follows:1174
1175
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May 24, 2011 Community Checkpoint Meeting1176
June 6, 2011 Focus Group Representatives work session1177
June 8, 2011 Joint Planning Commission & City Council1178
briefing on the work of the focus groups1179
July 7, 2011 Planning Commission public hearing1180August 10, 2011 City Council public hearing1181
1182
For further information, you may review this document on the City of Hampton’s website or1183
you may contact the Community Development Department at 727-6140.1184
1185
1186
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1187
Comments Received So Far (as of May 16, 2011):1188
1189
Community Appearance, Pride, and Image: Strategy 3 – Improve standards to1190
eventually eliminate billboards and nonconforming signs.1191
o Comment: I think it is good but I know other City staff disagree. Whatever1192
happens, I just want all City departments to acknowledge this when (if) Council1193
approves it.1194
Community Health/Healthy Families: Hampton will create a community-wide1195
understanding and acceptance of the concept that “community health” is the1196
responsibility of all segments of the community - public and private, individuals and1197
organizations.1198
o Comment: Hampton can’t “create” understanding, especially not with the entire1199
community.1200
Economic Base, Regionalism, Transportation, and Infrastructure: Goal 2 Measurement – 1201
Number of new businesses on an annual basis.1202
o Comment: If we track new businesses then it doesn’t consider the number that1203
we lose to Newport News or failure. Can we use retail revenue or total number1204
of businesses?1205
Environment & Quality of Life: Goal 1 Strategies – Mandatory recycling1206
o Comment: This doesn’t acknowledge that the City doesn’t recycle in all of its1207
buildings.1208
Lifelong Learning & Education: Goal 2 – Measurement - Explore charter schools1209
o Comment: Are charter schools really the only measurement here? It’s not even1210
measureable. How about the Waldorf or Montessori schools or trade schools?1211
There is no mention of partnering with private schools (faith-based or secular) to1212
leverage their resources.1213
Public Safety:1214
o Goal 1: Hampton will enhance communication activities to improve perception1215
so that the public has a greater awareness of public safety programs.1216
Comment: It is surprising that the word “gang” is not mentioned. Is it1217
implied in Goal #1?1218
o Goal 5: Hampton will provide strong codes enforcement, and crime and fire1219
prevention programs.1220
o Goal 5: Measurements – Public Safety representatives will work with community1221
organizations and city departments to increase activities to improve areas of the1222
city where there is a significant need for blight removal.1223
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Comment: It’s hard to measure “will work with.” Can we track 311 calls1224
or Code enforcement? This also ties directly with the Housing and1225
Neighborhood goals.1226
Comment: Thanks for the review. I’m satisfied with the result.1227
Comment: I have read the document and everything looks good. I would like to hear1228more on the plans to create/expand bike trails. I think this is a good idea.1229
I have reviewed the material you sent along and I believe it is consistent with what our1230
committee (Economic Base, Regionalism, Transportation & Infrastructure) agreed to at1231
our last meeting. The material generated by the other committees seems reasonable1232
and well thought out and I certainly am pleased to endorse.1233
I have attached one page that includes a few comments about the May 2 version of the1234
Community Plan Discussion Draft (grammatical comments incorporated into the draft ). I1235
made a few editorial suggestions and corrected a few typos. All in all it looks pretty1236
good considering the number of people you had to coordinate, numerous task forces1237and a tight schedule in which to develop the plan. I did not comment on this specifically1238
in the attachment, but measures can be a challenge. In looking through the work of 1239
each group, the measures seem to vary (some I read were not what I consider1240
measures, but more a way to determine a measurement). Anyway, thanks for the1241
opportunity to be involved. I really enjoyed meeting the small business owners present.1242
You had a strong sense that most who participated really love their community.1243
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Community Plan Update: 20111261
Appendix A: Summary Table of Goals1262
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Community Appearance, Pride, and Image
Goal #1 Aesthetic improvement of all major corridors and gateways, including interstate
entrances and exits.
Goal #2 Optimize appearance, pride, and image in our water assets
Goal #3 Maintain and enhance neighborhood quality, appearance, and pride
Goal #4 Support and communicate Hampton’s excellence
Goal #5 Capitalize on Hampton’s history as a source of pride
Community Health/Healthy Families
Goal #1 Hampton will create a coordinated system that provides information about health
and about access to health-related services
Goal #2 Hampton will implement a regular community health planning and improvementprocess
Goal #3 Hampton will create a culture of disease prevention and health promotion
Goal #4 Hampton will maximize awareness of health education resources
Goal #5 Hampton will create a community-wide understanding and acceptance of the
concept that “community health” is the responsibility of all segments of the
community – public and private, individuals and organizations
Diverse Population, Youth, and Seniors
Goal #1 All people will be viewed as a rich resource to their community where their
needs are accommodated and their contributions welcomed.
Goal #2 Easy accessibility of all resources and services for all citizens.
Goal #3 City of Hampton policies and procedures and implementation of those policies andprocedures are inclusive of the diversity in Hampton.
Goal #4 All people will have an opportunity to experience world-class cultural and leisure
activities in Hampton.
Economic Base, Regionalism, Transportation, and Infrastructure
Goal #1 Hampton will be aggressive in its efforts to enhance the region’s worldwide
economic competitiveness through a shared vision and collaborative actions among
the region’s communities
Goal #2 Hampton will strengthen its economic base through its workforce development
efforts and by facilitating development of small businesses, enhancing relationships
with major institutions in the city, and capitalizing on its natural and physical assets
Goal #3 Hampton will maintain and enhance its existing infrastructure to ensure it exceeds
the expected useful life and will expand its infrastructures to meet future challenges
and changes regarding advanced communication systems, building for sustainability,
as well as the management of coastal and storm water flooding
Goal #4 Hampton will create and enhance local and regional transportation options for
residents and visitors by supporting urban development patterns and implementing
master plans for strategic investment areas
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Environment & Quality of Life
Goal #1 Hampton proactively practices environmental stewardship of its natural resources
and assets
Goal #2 Hampton provides multi-modal connectivity within and between strategic
investment areas and surrounding neighborhoods
Goal #3 Hampton has improved public access to coastal and other natural environmentsGoal #4 Hampton provides high quality environmental infrastructure
Good Government
Goal #1 Seek and provide more opportunities to engage and respond and inform citizens on
issues pertinent to the community by the use of multiple means of communication
Goal #2 A competent city workforce will educate citizens on and provide for accessible,
efficient, and fairly distributed services
Goal #3 Hampton will identify, plan, and adopt innovative opportunities for citizen
involvement, work, education, and recreation
Goal #4 Hampton will strive to be open and ethical by providing financial accountability,
communication, and transparency
Housing and NeighborhoodsGoal #1 Hampton neighborhoods will offer a mix of housing that is attractive, affordable, and
accessible to accommodate all citizens
Goal #2 Neighborhoods and schools will have a strong partnership
Goal #3 Hampton neighborhoods will offer accessible pedestrian and cycle friendly choices to
promote mobility of citizens and to offer accessibility to neighborhood services and
amenities
Goal #4 Hampton will reinvest in neighborhoods by enforcing state blight regulations, city
property maintenance codes, and beautification and incentive programs
Goal #5 Hampton will preserve, maintain, and perpetuate the history, culture, and
architecture of its neighborhoods
Lifelong Learning & Education
Goal #1 By 2030, every citizen in Hampton will be educated and trained to compete in the
global workforce
Goal #2 Develop multiple education paths that lead to working levels/occupations
Goal #3 Ensure all students/citizens are aware of resources available throughout Hampton
Goal #4 Market education and lifelong learning success stories/statistics
Goal #5 Ensure all children enter school ready to learn
Goal #6 Provide ongoing education resources that support citizens, post secondary
Goal #7 Attract, develop, and retain highly qualified teachers for children and adults
Public Safety
Goal #1 Hampton will enhance communication activities to improve perception so that the
public has a greater awareness of public safety programs
Goal #2 Hampton will work with community organizations and national and regional
authorities to improve and widely communicate emergency preparedness plans for
catastrophic events
Goal #3 Hampton will improve its record of public safety success in providing services as
reflected in appropriate public safety standards
Goal #4 Hampton public safety personnel will receive ongoing comprehensive training in best
practices
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Goal #5 Hampton will provide strong codes enforcement and crime and fire prevention
programs
Hampton Comprehensive Waterway Management Plan Steering Committee
(Note: The charge given to this Committee is somewhat more extensive than other focus groups. The
work presented represents a snapshot of the “work in progress” and not a final recommendation of theCommittee)
Shoreline Protection Subcommittee
Goal #1 Develop a shoreline management plan
Goal #2 Develop education programs to educate citizens about preventive measures,
recommendations, etc.
Tidal Flooding Subcommittee
Focus Area #1 Conduct a comprehensive study of current and probable future tidal flooding
impacts
Focus Area #2 Development of regulations to reduce future tidal flooding property damage
Focus Area #3 Public Education
Focus Area #4 Funding of public/private improvements to mitigate tidal flooding impactsStorm water Management Subcommittee
Goal #1 Increase the quality of storm water by identifying cost effective solutions to comply
with storm water and environmental regulations
Goal #2 To minimize the impact of storm water flooding through identifying cost effective
solutions that maximize effective drainage
Dredging (Waterway Management and Maintenance) Subcommittee
Goal #1 Assign one department to develop an integrated Waterway Management Plan
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