ࡱ> ^`[\]{` LbjbjFF CN,,An n n  ***8b h(:$hh!n |'jn K  n z מ;*|k<7\8`!.z!x!n wTٶ^ GR$< R  COUNCIL INFORMATION PRESENTATION PLANNING DEPARTMENT FACT SHEET March 2006 MISSION: Building the Vision of Hampton as the Most Livable City in Virginia. FY06 BUDGET: $902,836 (Personal-$794,829, Operating-$100,107, Capital Outlay-$7,900) NUMBER OF EMPLOYEES: 16 PFT + 2 PFT paid by Stormwater fees + 3 WAE  SHAPE \* MERGEFORMAT   SHAPE \* MERGEFORMAT  MAJOR SERVICES: Comprehensive Planning Team: Long range planning: Comprehensive/Community & Strategic Area Plans Implementation of Strategic Area Plans Project Development Review Innovative Development Codes and Ordinances Regional Planning Current Planning Team: Implementation of policies and documents through evaluation of land use and wetlands applications Land Development Services assistance Project Development Review Maintain/Develop New Zoning Ordinance Secretary to Planning Commission Staff Coordinator to Wetlands BoardResearch/Technology/Administration Team: Providing exceptional customer service to all customer groups. Data Management (i.e., statistical, census, and demographic info, all small area and Comprehensive/Community and strategic area plans). State-of-the-art Technology (computer-based information management and planning applications). MAJOR OBJECTIVES: Apply professional best practices to create and maintain a highly desirable and highly livable community which succeeds locally, regionally and globally. great neighborhoods great economy great quality of life Be the facilitators for community visioning. Provide key decision makers with forward thinking data, analysis, and recommendations. Hire, develop and retain a team of highly skilled and professional staff that matches the culture of our community. MAJOR DEPARTMENTAL STRATEGIES: Customer Service: Exceptional customer service provided to all customer groups. Long Range Planning Comprehensive & Strategic: Hamptons long range plans will be current and up-to-date, consistent with the communitys vision, supportive of the regions goals and objectives where applicable, legally compliant, user friendly, and readily accessible. Evaluation of Land Use and Wetlands Applications: Land use and wetlands recommendations support the overall goals and objectives of the Community Plan. Development Review: Project development review will be accomplished in a manner which includes no errors or omissions in our review, promotes the overall goals and objectives of the Community Plan, is within established service delivery deadlines, and is coordinated among all departmental teams. Data Management: Key departmental databases are kept up-to-date. Key statistical data will be presented in an annual report at the end of each fiscal year, combining the trend and annual reports into one document. All key departmental databases are accessible by each staff member from their desktop. Maintain the Zoning Ordinance: Adoption of all mandated amendments by the required deadlines. Maintain an up-to-date Zoning Ordinance text w/in 24 hours of adopted changes. Maintain an up-to-date ordinance accessible on line. Develop a State of the Art Plan for our Community: Hamptons new Community Plan will be state of the art planning, easily understood and user friendly to practitioners and citizens alike, widely accessible through a variety of media, interactivea living policy document, and a clear articulation of the communitys vision. Develop a State of the Art Zoning Ordinance: Formulation and adoption of a new zoning ordinance which is reflective of Hamptons status as a mature city, and which is consistent with the vision, goals, and objectives articulated in Hamptons new Community Plan. Hamptons new state of the art zoning ordinance will be representative of best practices in the field, easily understood and applied by both practitioners and citizens, and consistent with surrounding jurisdictions to the extent practical. Innovative Development Codes and Ordinances: Formulate and adopt new development codes and ordinances which allow Hampton to be competitive even as a mature city, and which further the goals and objectives of our new Community Plan. State of the Art Technology in Planning: Develop and maintain state of the art computer based information management and planning applications aimed at providing better information quicker in order to produce better decisions, and enhancing our ability to provide customer service. Strategic Area Plans: Complete the strategic area plans for Ft. Monroe/Phoebus and N. King Street to dovetail into the overall Community Plan. Regional Planning: Pursue the establishment of a more effective and consistent organizational mechanism which permits Hampton to be more proactive and demonstrate more effective regional citizenship, and provide consistent and proactive support to the City Manager regarding regional issues of significance to Hampton. Strategic Area Plan Implementation: Develop and implement timely implementation strategies which translate the vision and goals of each strategic area plan into reality, and provide effective and efficient planning support to the Economic Development Department and other City departments coordinating specific implementation actions. Healthy Hampton: Work with and support other City departments and organizations towards Healthy Growth of Children & Youth, Healthy Neighborhoods, Healthy Business Climate, Healthy Region, Customer Delight, Healthy Diverse Community, Strong Schools, and Youth. ASSETS: STRATEGIES (as provided by staff): Staff - Articulate, informed, well educated, professional staff of diverse backgrounds and education. Staff full of creativity, innovation and expertise. New Tools The new Community Plan, Master Plans, and soon a new Zoning Ordinance. Relationships Effective relationships with boards and commissions, neighborhood groups, and other city departments and agencies. Maintaining a "future oriented" perspective on what is best for the City of Hampton. Educating the public on the "life of a city" and the current trendsto maintain the vitality necessary for survival. Complete & adopt Community Plan, implement master plans, new innovative Zoning Ordinance. Constantly push for the best when possible and not settle. Apply good development and design principles appropriately. This comes from taking the idea of being Virginias Most Livable City seriously. Flexibility to becreative and innovative. Consistency so that developers know what to expect and they arent afraid to invest in Hampton. Strong working relationships with the developer. Provide exceptional customer service to all groups. Encourage continuing educational and professional opportunities of all kinds. Constantly training staff. Build on our professional skills. Support of management/Council/city leadersto convey to the community that the leaders stand behind the staff and that staff and the leaders are a"team" working together, rather than a divided front. Maintain partnerships with other City departments. Provide exceptional customer service to all groups. Community notification. Maintain partnerships with community leaders and groups throughout the ENTIRE planning process. Providing Leadership. Trustworthy, develop strong team work. Maintain a diverse office. Practice good, clear communication with customers and those whom we serve as well as people with which we work. ASSETS (as provided by staff): Articulate, informed, well educated, professional staff of diverse backgrounds and education. Staff full of creativity, innovation and expertise. Courteous and helpful staff that really cares about our community and the people we are serving. Staff has great customer service and relationships withclients. Open communication with citizen participation. Emphasis of teamwork throughout the department. A forward thinking, humanitarian manager who is consistently providing guidance and finding ways to help us improve as departmental teams and individually; therefore the department as a whole is always getting better. Institutional memory, ie, whats been done before and how/why. Updated Community Plan and strategic investment areas. INTERESTING STAFF/DEPARTMENTAL FACTS: Years Employed In Planning: Years Employed In Hampton: Years Employed in Hampton Planning Dept. # of Employees% of Department21-25 years212.5%16-20 years212.5%11-15 years006-10 years212.5%3 months-5 years1062.5%TOTAL # EMPLOYEES 16Years Employed w/City of Hampton# of Employees% of Department26+ years16.25%21-25 years212.5%16-20 years16.25%11-15 years006-10 years212.5%3 months-5 years1062.5%TOTAL # EMPLOYEES 16 37.5% of Planning staff has been with the department over 5 years; over 25% of Plannings staff have been employed by the City of Hampton for more than 15 years. Hampton Residency Years of Residence in Hampton # of Employees% of Department25+425%21-2516.25%16-2016.25%11-15006-1016.25%0-5318.75%N/A637.5%TOTAL EMPLOYEES16* Over 62% of the Planning staff lives in Hampton; over 37% have lived in Hampton for over 15 years; and almost half have lived in Hampton for more than 5 years. GRADUATE OF A HAMPTON OR REGIONAL HIGH SCHOOL Graduate of a Hampton/Regional High School# of Employees% of DepartmentBethel High School16.25%Hampton High School16.25%Kecoughtan High School212.5%Pembroke High School16.25%Phoebus High School0High School in the Hampton Roads Region, excluding Hampton531.25%N/A637.5%TOTAL # EMPLOYEES16* Over 62% of Planning staff graduated from a high school within the Hampton Roads Region; over 31% of the staff graduated from a high school in Hampton. ADVANCED CERTIFICATIONS IN AREA OF EXPERTISE Associates Degrees, 2 (Business Administration, Management) Bachelors Degrees, 13 (Architecture, Arts, Economics, Planning, Psychology, Urban and Regional Planning, Urban Affairs, Landscape Architecture, Marine & Environmental Science) Masters Degrees, 11 (Architecture, Urban and Regional Planning, Art History, Planning, City Planning, Community Planning, Special Education, Environmental Law) Registered Architect, 1 AICP, 4 (American Institute of Certified Planners) CAP, 1 (Certified Administrative Professional) Other, 7 (Certificates in GIS, Web Design, Landscape Architecture; DCR/Erosion and Sediment Control Plan Reviewer, Certified Professional Secretary, Organization Development for Consultants) VA Certified Planning Commissioners Institute, 3 VA Certified Board of Zoning Appeals Program, 1 AWARDS PRESENTED TO DEPARTMENT OR CITY W/PLANNING PARTICIPATION: Coliseum Central Master Plan: Best Master Plan award from VAPA 2005.. Multiple Awardsfrom the National League of Cities particularly in the areas of communityfor youth involvement and youth-in-government.. National Innovations Contributing to an overall city climate of good that resulted in "All American City" award. "Best Place to Work" award (from me) 6 years running! Youth In Government Award Youth Planners/Youth Initiative, 2005. AIA Design Award for the Hampton Roads Youth Award from Harvard. AIA Convention Center, 2005 AIA Design Award for the Air and Space Center, 1992. AIA Design Award for the Main Library, 1984 VAPA Award for the Developer Handbook Highlighted as best practices for community based planning: Pulling Together: A Planning and Development Consensus-Building Model. Urban Land Institute; 1994. Banishing Bureaucracy. David Osborne and Peter Plastrik; 1997 National American Planning Association National Conference Chicago, 2002. Community Involvement/Bill Baker/ComPlan Advisory Committee?? Customer Service/Team Performance Award?? Top 100 Cities for Youth in America. PLANNERS AND STAFF PER CAPITA COMPARISON (Feb 2006) PFT Planners +DirectorPFT Staff (Admn,Tech,GIS,Archct, CommFac)Total Staff Population 2005 Provisional WCCTotal Staff per CapitaPlanners per CapitaHampton13518 145,500  1:8,0831:11,192Portsmouth10212 98,800  1:8,2331:9,880Chesapeake13922 213,400  1:9,7001:16,415Newport News11314 182,200  1:13,0141:16,564Norfolk549 235,500  1:26,166  1:47,100  DEPARTMENTAL BUDGET TRENDS   Resources (people and operational funding) have declined or remained flat over the past 25 years while the breadth of services performed has expanded significantly. The number of staff positions has increased over the past three years, while the operating budget has steadily decreased. UPCOMING ISSUES/FUTURE CHALLENGES: Changing the Way We Work Adapting long range and strategic planning practices to the pace of change Resources Funding versus service demands flat funding with increasing service demands and expectations. Staff retention difficult to retain the middle level of experience. Great training ground for young entry level planners who then leave. Public Involvement Balancing the level of public involvement with resources higher expectations but the same resources. Public Overcoming challenges to the integrity of processes, proceduresandknowledge of planning issues from an uninformedbut highly opinionated public. Developing a better relationship with the community and neighborhood groups for upcoming master plans. Gathering community input for upcoming plans (i.e. North King Street and Phoebus corridor). Addressingcitizen expectations. Balancing Planning best practices with NIMBY & overly involved neighborhood groups. It seems like there is a trend towards greater neighborhood involvement, which generally is a good thing, but sometimes is not appropriate. In some cases I think the neighborhoods have been over-empowered. I have noticed sometimes the public wants to be involved either too early in the application process or in applications where they legally have no role. UPCOMING ISSUES/FUTURE CHALLENGES (Continued): Redevelopment Tackling the hard issues associated with Continued redevelopment. Changing mindset (suburban vs. urban; new development versusRedevelopment of Ft. Monroe. Change of focus to redevelopment). Economic Sustainability How does a mature will mean new ways of working with development community like Hampton remain economically vibrant given the both the internal and external limitations and rules under which we must operate? . Encouraging appropriate redevelopment as it is both necessary and inevitable given the limited amount of land within the city that is both vacant and buildable. Quality redevelopment projects/forming a critical mass. Plan Implementation Strong pressure to do a better and faster job of implementing resources. Master Plan implementation especially maintaining the support and trust of Council and the community to implement these plans as envisioned. Over coming the fear that some people have of a strong vision for tomorrow. Politics. Implementing the Community/Comprehensive Plan. The transition of the Coliseum area (and the loss of funds during that transition). Measuring success of the master Plans. Regional Issues How does Hampton Roads get better at solving regional issues like transportation, housing, the various environmental issues, open space etc. and what role do we play? Staff Resources Continuing fiscal pressure impacting learning opportunities, training, and professional development, as well as our ability to pay enough in order to maintain a talented/dedicated staff. Office space for new employees. Not enough human resources to meet the demands of multiple planning projects; master plan implementation in 6 strategic areas stretching our resources. Keeping up with technology. Developing a cohesive coordinated team. Misc. Issues/Challenges Encouraging affordable, high quality, and appropriate residential products while recognizing the typical household continues to evolve. Navigating the political environment. Engaging the region in serious discussions regarding economic, housing, and environmental issues, as well as Smart Growth, and how to handle these issues in an equitable manner such that all localities benefit from regional solutions. The need to fill vacant commercial buildings in Hampton. As the city grows and theorganization grows, I think we will have to find newefficient ways to communicateand processinformation within the organization (all city departments). Rezoning special studies needed! Future of Hamptons relationship with the Military (Fort Monroe and Langley) and its affect on quality of life. Implementing alternative modes of transportation. Blight.      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