From the first English settlers who landed on the shores of the New World to the astronauts who first ventured out into the depths of space, Hampton has been the site for some of the nation's most dramatic milestones. Founded in 1610, Hampton is the site of America's first continuous English- speaking settlement. The Mercury astronauts practiced lunar landings at NASA Langley, now the hub of Hampton's high-technology community. Hampton has a history of firsts, and the community has the knowledge and drive to provide many more.
The Consolidated Plan describes Hampton's strategies to: revitalize low-moderate income neighborhoods; eliminate deteriorated property in all neighborhoods; address the affordable housing needs of low-moderate income persons; and encourage economic self-sufficiency for low-moderate income persons. It includes an annual plan for the expenditure of CDBG and HOME funds. The City has a One-Year Action Plan for spending approximately $1.7 million for this purpose.
Hampton values citizen participation at the neighborhood level through
organizing, planning and building partnerships as contrasted with formal public
hearings. Although all the mandated requirements for citizen participation were
met, participation in the Healthy Neighborhood process is more effective in
partnering with citizens around housing and community development issues.
At the public hearing on housing and community development needs in
Hampton, one citizen commented that the advertisement for the public hearing was
unclear as to its purpose; staff will review the content of future
advertisements for clarity. No one appeared to speak at the public hearing on
the Consolidated Plan. Copies of the Consolidated Plan summary were sent to all
civic associations in Hampton. One written response was received inquiring as
to the relevance of the CDBG and HOME funds to a specific neighborhood's
efforts. Although the neighborhood is not CD-eligible, other resources are
available to that neighborhood and they were connected with those resources.
Copies of the formal responses are available in the Consolidated Plan file in
the Neighborhood Office.
Hampton evolved from a cluster of scenic waterfront villages to a city that is part of a major metropolitan area. The Greater Hampton Roads metropolitan statistical area is the 27th largest in the nation and home to nearly 1.5 million people.
The City occupies 55 square miles on the Virginia Peninsula. It is bordered
by the Chesapeake Bay on the east and Hampton Roads Harbor to the south. These
waterways provide not only opportunities for commerce, but also a unique quality
of life for Hampton's citizens and corporate partners. The city is about 75
miles southeast of Richmond, the state's capital, and 175 miles south of
Washington, D.C.
The strong military presence in the region generates a large supply of skilled and semi-skilled labor to meet the needs of private industry. A labor force of more than 700,000 is available within an hour's drive. Virginia is a right-to-work state -- that means workers can't be denied the right-to-work because they don't belong to a labor union. In 1993, Hampton's population totaled 137,400; median family income, $39,766; median age, 36.7; school membership, 22,817 and; unemployment, 6.2 percent. In 1992, per capita income averaged $16,551 dollars.
A list of five issues was derived primarily from previous research efforts. Some updating has occurred based on experiences in the past year with healthy neighborhoods and new housing programs. The issues are general; more specific community-generated issues will be generated through the strategic neighborhood action plans.
Hampton enjoys a very low vacancy rate which indicates there is a good demand for the Hampton's housing.
The Building Department conducted a comprehensive survey of housing conditions in Hampton in 1993. The survey information in combination with 1990 census data indicates the following: (1) The overall incidence of all types of deterioration (minor, major and substandard) is 4% city-wide, however many of the older areas of the city have deterioration rates greater than 8%; (2) The overall incidence of major deterioration and substandard housing is less than 1%. Only one area had 13% major deterioration; (3) The city-wide vacancy rate is a very low 1% and is only greater than 5% in two areas; (4) The city-wide rental rate is 41% and is over 50% in some of the older neighborhoods with predominately single family housing stock; and (5) Three areas of the city (housing in and around Park Place, neighborhoods to the north and east of downtown, and south Phoebus) have combination of risk factors that would recommend them for geographically-concentrated efforts at housing improvement.
Hampton's population is 19% very low income, 18% low income and 9% moderate income, for a combined low and moderate income population of 46%. Information about the availability of units affordable to low-moderate income households in the existing housing stock indicates that, with the exception of very low income units, there are no gaps in affordable units for other low income and moderate income households. Many households in Hampton which can secure affordable homeownership opportunities are still renting (of the 11,390 owner occupied units in Hampton which are affordable to low and moderate income families, only 7,318 are actually occupied by low-moderate income households).
A recent study has been done assessing homelessness and related issues in Hampton. Hampton has a wide variety of services and facilities, both public and private, to assist individuals and families who are either threatened with homelessness or experiencing homelessness. Here are some of the facts gathered from that study:
The total number of homeless persons, both sheltered and unsheltered equals 424 persons.
The faith communities in Hampton conduct collaborative social ministries through Hampton Ecumenical Lodging and Provisions (HELP) as well as individual prevention outreach. HomeBase of the Virginia Peninsula provides 24-hour emergency shelter and resource coordination targeted to intervention and prevention of homelessness. Other agencies in the service network, including HELP, the Virginia Peninsula Council on Domestic Violence (VPCDV), HomeBase and Social Services, undertake counseling and negotiation with housing and utility creditors on behalf of their clients.
HELP provides 28 beds for the homeless in their emergency shelter. Hampton churches provide temporary overnight winter shelter with an average of 70 beds per night during the coldest 3 - 5 months of the year. VPCDV provides 30 beds in their emergency shelter for victims of domestic violence. The American Red Cross, the Salvation Army, local governments, military and other agencies have coordinated disaster plan in place in the event of large-scale disaster. A gap in the emergency shelter component of the continuum of care is indicated by the 80 - 100 individuals (primarily families) on HomeBase's waiting list to enter shelters, and another 200 - 250 camping in parks or sleeping in cars or abandoned buildings at any given point in time. About one third of this Peninsula-wide need is estimated to occur in Hampton.
HELP currently has 56 beds in transition housing units in Hampton; VPCDV has 39 beds on the Peninsula for transitional housing for victims of domestic violence. The Department of Veterans Affairs Homeless Veterans program provides transitional housing for homeless veterans. There are waiting lists for all transitional housing beds and there is no transitional housing dedicated for people with AIDS or their families. There is an unmet need for transitional housing units with support services as evidence by repeated requests for assistance from the shelter and service system (26% from July 1, 1994 - December 31, 1994). The resource and labor intensiveness of transitional housing programs makes funding for project development a challenge.
The Hampton-Newport News Community Services Board operates a 9-bed group home through one licensed adult home, utilizes approximately 225 beds in other licensed adult homes, and operates a 25- bed supervised apartment program in a public housing project with 8 beds designated for the hearing- impaired. There are 214 mentally ill and dual diagnosed among the Peninsula homeless; providing these vulnerable people with the level of shelter or service needed is overwhelming and supportive housing with intensive case management is a weak component in the homeless continuum of care.
As of March 1995, 3,478 persons were included on the waiting list for participation in these programs. The Hampton Redevelopment and Housing Authority places persons on waiting list for participation in Section 8 and Public Housing programs who meet one or more federal preferences prior to placing other candidates.
The waiting lists for public housing and Section 8 Certificates/Housing Vouchers include 4,178 households. The average waiting time for participating in the Public Housing and the Section 8 programs is three years.
The extensive supply of affordable housing in Hampton indicates that there few barriers to affordable housing specific to Hampton.
Because Hampton does not have many barriers to affordable housing, there is no strategy to address this issue has been developed. Hampton does not have a proportionate share of the high value housing in the region, which strains the ability of the community to fund a good quality of life. Hampton's strategies to remove barriers too high value housing should bring more tax revenue to the city and relieve the tax burden carried by the affordable housing units.
During the reporting period, there have been no complaints concerning impediments to fair housing involving the City of Hampton and its housing practices.
During the 1993-1994 calendar years, 27 potential lead-based paint cases were referred for environmental assessment and sampling. Eighteen (18) homes were referred to the Building Department for abatement action; in 14 cases lead-based paint was present; based on their location all 14 could be occupied by low-moderate income families. In 1993, the Hampton pediatric clinic screened 1,349 children aged 6 and under, 11 of which were referred for a follow-up by the environmental health staff. From a screening of about 1200 in 1994, 7 were referred for a follow-up. These numbers are well below the national average.
Hampton is fortunate to have two outstanding community-based organizations that address the housing and human development needs of the homeless population and victims of domestic violence; these organizations need the City's support to continue to provide a continuum of care that breaks the cycle of homelessness and/or domestic violence.
Community development needs for the Hampton community includes such things
as employment for the at-risk population, adult education and vocational
training programs, self-sufficiency programs and intensive case management,
affordable child care, educational and development programs for children before
first grade, retraining for displaced workers, emergency assistance for at-risk
families and individuals, and affordable and accessible transportation, and
infrastructure improvements.
The City's basic strategy for housing and community development focuses on improving the condition of the housing stock, increasing homeownership, and supporting healthy neighborhoods. The strategy also supports the Housing Authority's public housing and rental assistance programs and HELP and Council on Domestic Violence's housing and supportive services programs that meet the needs of special populations.
Although some presumptions could be made relative to priorities based on statistical data, the healthy neighborhoods approach relies on grass roots community consensus, plans and priorities customized to individual neighborhoods.
Hampton's strategy for affordable housing focuses on the condition of the affordable housing stock, the condition of the neighborhoods in which it is located and access of low and moderated families to affordable housing.
The long term economic viability of Hampton's housing stock will be influenced by a number of factors: the success of healthy neighborhoods, the economic health of the region, the quality (real or perceived) of the school system, the ability of Hampton's neighborhoods to compete with other neighborhoods in the region, future patterns of criminal activity, etc. Our best short term strategy for improving the housing stock is comprehensive code enforcement. For code enforcement to work, the City must have resources available for homeowners who lack the financial resources to keep their property up to code. The existing strategy for acquisition of blighted properties and housing rehabilitation assistance address this need and should be continued. The acquisition of blighted property strategy should be expanded to include occupied properties that contribute to disinvestment in neighborhoods. Loan and grant programs for rehabilitation of housing for low and moderate income home owners would continue.
Owner-occupied housing increases the stability of neighborhoods. Hampton's supply of older affordable housing is a good resource for first time and moderate income homebuyers. The existing strategy for acquisition/rehabilitation of deteriorated housing for resale to homeowners, addresses part of this need and should continue. Additional resources should be secured from state programs (HomeStart and Flexible Funds) to assist first time/low and moderate income families to purchase homes.
Many low-moderate income neighborhoods require a higher level of support than other Hampton neighborhoods; significant staff resources should be directed to these areas to assist in the development of neighborhood-based strategic neighborhood action plans in the first year of the Consolidated Plan. Implementation of these plans is expected to use significant resources in the second year of the Consolidated Plan.
Specific strategies to address safety and economic disinvestment should be addressed through the strategic neighborhood action plans of the impacted neighborhoods. In the first year of the plan, opportunities to develop/fund pilot projects for economic development should be considered, as well as a local variation of the popular (but now expired) State program for housing police officers in crime impacted areas.
The Housing Authority's programs for public housing and rent assistance are the primary resource to address the need for affordable rental housing. Opportunities for homeownership and self-sufficiency should be supported and expanded when possible in order to reduce the demand for assisted housing. Rehabilitation financing assistance provided through the state continues to be a viable resource for private projects that house low income populations.
Hampton focuses on supporting and strengthening children and families as its anti-poverty strategy under a coalition of youth and family serving groups and agencies called the Coalition for Youth. A full report can be obtained from the Office of the Coalition for Youth (804-728-2085).
A peninsula-wide consortium addresses the issue of homelessness. The many services and facilities provided for the homeless have been previously described. Hampton's strategy is to support these efforts as requested. Such a request has been made this year for a collaborative effort between Hampton Ecumenical Lodgings and Provisions, Inc. (HELP) and the Virginia Peninsula Council on Domestic Violence (VPCDV). The proposed three-part project makes a major impact on several gaps in the Continuum of Care particular to the City of Hampton: transitional housing for pregnant teenagers; a multi-service center with Safe Haven; and a day care/counseling facility specifically for homeless children in Hampton shelters.
The City of Hampton has an institutional structure which supports collaboration. Several groups are key to the implementation of the housing and community development plan. Externally, the components of healthy neighborhoods involve neighborhoods at the grass roots level in the planning and implementation of neighborhood-based strategies to improve quality of life, Internally, the Citizens' Services Task Force and the Neighborhood Task Force coordinate the delivery of services to citizens and neighborhoods. The City is currently undergoing a review of its organizational structure in order to better align employees around desired outcomes; the new structure should improve service deliver to neighborhoods.
The Hampton Redevelopment and Housing Authority's self-sufficiency programs provide the tools for resident empowerment. The goal of the Authority's self-sufficiency programs is to promote independence for current low income households from government subsidized housing programs. To help achieve this goal, the Authority has supported all three of the Resident Councils in the Authority's family housing developments in applying for technical assistance for resident Management Grants from HUD. All three Councils have been funded and are incorporated. In addition, the Authority provides individualized counseling, networking, referral services, and financial assistance to residents.
The Neighborhood Office is the lead agency responsible for coordinating
development of the Consolidated Plan. Because Hampton has collaborative
processes in place which focus on neighborhoods, citizen services, public
safety, housing and homeless issues, a separate structure was not established
for the development of the plan. Excepting homeless and assisted housing
issues, policy direction for the plan was previously established in the Healthy
Neighborhood Initiative. The Hampton Housing Authority and HELP were involved
in compiling the information on homelessness and publicly assisted housing;
these two organizations collaborate routinely with Social Services, the Virginia
Peninsula Council on Domestic Violence (VPCDV) and HomeBase to provide a
continuum of care to prevent and address homelessness. The Citizens' Services
Task Force was the body involved in review of the plan; this task force has
representation from Social Services, Health, Housing Authority, Recreation,
Library, Youth Coalition, Planning, Minority Programs, Extension Service,
Schools and Police.
The following is a list of the projects included on the sheets.
FY96 Community Development Block Grant Activities.
| Total FY96 CD Expenditures | $1,721,000 |
|---|
FY96 Revolving Fund Expenditures.
| Total Revolving Fund Expenditures | $750,000 |
|---|
FY96 HOME Activities.
| Total HOME Funds | $632,000 |
|---|
The only geographic distribution of CDBG funds which will occur in the ensuing year are the activities which are in support of specific neighborhoods. Those activities are targeted to neighborhoods which are low-moderate income as per the attached map. The Park Place community is not indicated as a low-moderate income area on the attached map; a local survey has determined that it qualifies and it will be an area in which CDBG funds will be spent.
A peninsula-wide consortium addresses the issue of homelessness. The many services and facilities provided for the homeless have been previously described. Hampton's strategy is to support these efforts as requested. Such a request has been made this year for a collaborative effort between Hampton Ecumenical Lodgings and Provisions, Inc. (HELP) and the Virginia Peninsula Council on Domestic Violence (VPCDV). The proposed three-part project makes a major impact on several gaps in the Continuum of Care particular to the City of Hampton: transitional housing for pregnant teenagers; a multi-service center with Safe Haven; and a day care/counseling facility specifically for homeless children in Hampton shelters.
| FY96 Community Development Block Grant | $1,496,000 |
| FY96 Projected Program Income | 225,000 |
| CD Revolving Loan Fund | 750,000 |
| HOME Grant | 632,000 |
| $3,103,000 |
In addition, McKinney Homeless Assistance Act funds have been applied for by HELP and VPCDV to fund gaps in their continuum of need and the City/Housing Authority intend to apply for HOPE3 Funds to provide homeownership opportunities for low-moderate income families.
Federal funds are used for activities or portions of activities that cannot be funded from other sources either because of unavailability of funds or financial in feasibility of using other funds. The Urban Rehabilitation Program requires a 25% match which comes from the CDBG funded revolving loan fund. The Virginia Enterprise Initiative also requires a local match which will be funded (if the program is awarded to Hampton) from CDBG funds. The HOME match will be made from donations of land and reduced costs on acquisitions and permanent mortgage financing for HOME assisted housing.
CDBG funds will be used to provide matching funds for a new initiative of HELP and VPCDV as described in the Strategic Plan. The City continues to participate in the continuum of care provided by the collaboration of agencies on the Peninsula.
The City will continue with other actions to meeting undeserved needs, reduce poverty, coordinate services etc. as described in the Strategic Plan.
Annual revisions to the Comprehensive Grant Program are attached. The Hampton Housing Authority is a high performer and a strong partner in the planning and delivery of housing services to citizens of Hampton.
HOME funds will be used for homebuyers in two ways. Down payment and closing cost assistance is provided to low-moderate income purchasers of homes which are acquired and rehabilitated with CDBG revolving loan funds. These funds are packaged as a non-amortizing, non-interest bearing second mortgage which is repaid when the property is no longer occupied by the original purchaser. Funds used for sewer and tap fees for the Habitat houses will also be tracked in a soft-second mortgage product and repaid upon sale of the home, but forgiven on a pro rata basis over a period of fifteen (15) years.
Hampton offers a variety of programs to meet special needs of its residents. Many of the programs are coordinated with agencies and organizations outside the municipal structure and some are provided on a regional basis. Health and Social Services are the source of initial assessment and referral for many of these services. The following is a description of services and facilities available for persons with special needs and the primary agency or organization providing the service(s).
The Hampton-Newport News Community Service Board (H-NNCSB) provide a wide range of services to substance abusers, the mentally ill and mentally disabled and retarded citizens living residing in Hampton. The services include counseling case management and crisis intervention. Additionally, H-NNCSB either operates or contracts out for eight residential facilities with 29 beds for the mentally ill; four residential facilities with a total of 38 beds for substance abusers; five residential facilities with (#) beds for mentally retarded citizens; and two facilities with 19 beds for children with mental illnesses.
The Peninsula Center for Independent Living provides services for persons with physical disabilities on the Virginia Peninsula, including residents of Hampton. The services involve counseling, functional and life skills training and housing referrals.
The Peninsula Agency on Aging serves Hampton's senior adult population with special needs through a variety of programs. These programs include adult day care, hearing and dental evaluations, home health care companions, transportation, legal assistance and employment training and assistance.
The Peninsula AIDS Foundation serves residents of Hampton who either test positive for Human Immune-Deficiency Virus (HIV) and/or those diagnosed with Acquire Immune Deficiency Syndrome(AIDS). Services include counseling, case management and referral to various support services. In addition, the Foundation operates a Section 8 housing certificate program.
MAP 2 depicts points of interest and low-moderate income areas.
MAP 3 depicts points of interest, low-moderate income areas, and minority concentration levels.
MAP 4 depicts points of interest, low-moderate income areas, and unemployment levels.
MAP 5 depicts points of interest, low-moderate income areas, and proposed HUD funded projects; in addition, a table provides information about the project(s).
Joan Kennedy
Director of Neighborhood Services
PH: (804) 727-6460
