City Council Legislative Session - workshop

Thank you.

Good afternoon and welcome to the Hampton City Council work session. Madam Clerk, will you call the roll please.

Councilman Bowman. Present. Vice Mayor Brown.

Here.

Councilwoman Campbell. Present. Councilwoman Farabee. Councilwoman Harper. Present. Councilwoman Mugler. Present. Mayor Gray.

Present. And we have a pretty full agenda this afternoon with several presentations. So we'll go ahead and get started. I ask the City Manager to introduce the first one.

Thank you, Mr. Mayor and council members. We're so excited to have with us today the chair of the Fort Monroe Authority Board of Directors, our own Hampton appointee, Jay Joseph, as well as the CEO of the Fort Monroe Authority, Scott Martin, to give us an update on their activities and the annual report. for the authority there's a lot of really great stuff happening there. As you know, many of you have been involved in the landscape action plan and we're all anxiously awaiting the unveiling of the first part of the African landing Memorial later this month, but there's so much more good to share Mister Joseph and Mister Martin will be glad to impart to you all.

All right, good afternoon, good afternoon.

We have to meet a password apparently. Anyway, I'm here just to greet you really and say thank you for taking an interest in our, in Fort Monroe. I know it's an important part of Hampton and what we do. Just two quick things. One, to remind everybody about our governance. We are a board of 14 members. Two of your appointees are obviously Mary and me, but the other 12 are controlled by the elections and by the governor. We have, of course, our delegate and state senator. Martha is familiar with that job. So Delegate Thornton and Senator Locke currently. We have two ex-officio members, secretaries of commerce and trade and of natural and historic resources. And then we have eight citizen appointees that the governor appoints. So Hampton has a small role to play of two out of 14 board members, but I can tell you that we more than carry our weight. When you appointed Mary, I was a little concerned that we'd be stretching her too thin. I can tell you that she has been an incredible contributor to our board. For example, she helped glenn oder behind the scenes very much on his management of fort monroe making it a more efficient operation she also served on the search committee that brought us scott martin now we can no longer refer to scott as our new ceo he's been with us since january of 2025 over 18 months you know we're not supposed to compare our children or our ceos but glenn had his strengths glenn really got us in good standing when Richmond established our funding stream and has really helped us in that way. Scott brings a whole different set of talents to Fort Monroe. His background, we hired him from Chattanooga Parks and before that he had another urban parks job. So he comes with a lot of urban park experience and I think as you'll see from his presentation He has vision, he has enthusiasm, and we look very much forward to the next phase of our success at Fort Monroe. So here's Scott.

Thank you, Jay. All right, Scott, should we start clapping now? No. No, the honeymoon will end.

It'll be fine. I would say good things about Mary and I share one commonality. We're both children of city managers, so we are emotionally connected. supported or stunted, I'll let you take that however you want to. I'm gonna run you through what is now our annual report to you. There's no action item for you here. I'm not expecting any sort of response other than really absorption about what we're working on with future engagement to come. So apologies in advance, but those of y'all who've been stuck with me know that I will throw a thousand slides at you. And if you hold onto one or two things, you're doing pretty good, but hopefully there's something for each person. So I'm gonna jump right in if you're okay. We have 1.3 million visits a year. That's why this work and this collaboration with you means so much to us. There's a lot of things going on as well. I sent you a deck earlier. I won't repeat it. You can read as well as I can. But I think the most transformational is the adaptive reuse underway now for residences at Fort Monroe, where you're welcoming 300, 350 new residents to Hampton at Fort Monroe through buildings like this. that are now being adaptively reused and activated. The first building on the entryway is now fully leased. You probably notice folks sitting there. Building 100 here, the image there, that's actually the same architect that did the Library of Congress, did that building. That will become occupied mid this month, fully leased. And then this coming year, we're working through your planning and building departments already for permits, but the Medical Arts Building and the Arsenal will begin their redevelopment as well. All in, you're looking at $45 million of private investment in Hampton for housing. I think any city would be happy to have that, and it was not a light step to move that fast, and Mary and Jay and all the folks before me deserve all the credit. Additionally, in the state budget this year, I'm proud to report to you that Senator Locke is Senator Locke. put her in bubble wrap whatever we have to do she's rock star for us she brought home 12 million dollars to bring utilities to the inner fort that means those buildings can finally be used once the utilities are there they can't be yet no matter how many great ideas i show you she brought 1.5 million dollars to and i think everyone in the crowd here who has been to the beach will appreciate this we'll put a bathroom at the beach instead of a porta john so Yay. With a cafe and restaurant facility, they'll support the African Landing Memorial and then the landscape action plan that I'll talk to you about today. As you continue to do a great job pushing the specialness here of Hampton, we're seeing the fruits of your labor as well. And I can't say enough about Mary and your team as they promote us. We're seeing attendance up across the board for events and programs. You can read the stats as well as I do, but folks are coming out and they're spending time. And I'd be remiss if I didn't mention the African Landing Memorial. As this memorial is finding its footing, I have seen the following there. Graduation photos, proposals. I've seen people cry. I've seen people come there just to touch the stones. I've seen knucklehead skateboarders that I chase off. You get the full range, but the community is finding the memorial. And we look forward to the next phase of that, which I hope you will all join us at, a very special event on the 29th when the first sculpture arrives. And at that point, y'all, it's going to change. When the memorial goes vertical and the figures arrive and stories and names find their place, let's watch how the nation responds to this space. It's going to be a very interesting and dynamic experience over the next couple of years. But mainly what I want to talk to you all today about is the landscape action plan and the work that we've been doing. And just to zoom, we'll zoom out to 100,000 feet and then I promise we'll come down to at least 20,000. The future is urban, no matter what anyone says. Now, the challenge is, Not a lot of folks at state government think about urban every day where they wake up and say, how are these areas functioning? This is our one chance to do that as the Commonwealth of Virginia. It's a pretty unique deal. And it matters for us because we sit in the 37th largest city in the nation if you take Hampton Roads as a city. The reason I flagged that for y'all, and I can pull any best places to live. I imagine y'all and local government get sucked into these as much as I do when they come out. You know, they're clickbait. But they are clickbait. Monaco's a good one. They just came out with their top 26, 20 best places to live in the world. The yellow ones you see there, 14 of the top 20 are port cities. Something happens in cities like ours where ports are and commerce meets water. They are the best places to live if we get it right. And we think we've got a great chance to deploy Fort Monroe, much like you've seen at the Presidio in San Francisco and Governor's Island in New York in that lane. And this is our play. And it sits in Hampton. So we're all very fortunate. And if we're being honest, we're all probably a little bit overwhelmed and humbled by this landscape and the stories it carries. And the big stuff here to finish up and set you up is the most important thing to get these projects done isn't bricks, isn't mortar, isn't a listing. It's the people. You got to have the right people at the right time asking the right questions for the right place. And we think we do. And thank you and thank Mary and everyone else for being the right people to advance us. The first way we did that was the selection of Hargraves Jones, the architect to design the next iteration of Fort Monroe. We picked them, I think Mary would agree, in large part because of their success at this location. That's the Presidio in San Francisco in 1995 when it ceased being a military base and rolled over to what a public landscape is, which is what we are. This is the Presidio today. In that image, you are looking at the number one visited national park in the entire national park system. You're looking at a unit of the National Park that netted $18 million last year. Now, it's different. San Francisco, you throw a rock, you hit a hedge fund manager, silicon, titan worth a billion dollars. Nancy Pelosi lives next to it. They roll in a different neighborhood. But the lessons are absolutely applicable to what we're doing here. And we thought Hargraves Jones would bring those lessons and bring them to us. the project timeline looks something like this we did our jury competition last year we started the project in january we are on track to deliver the 60 60 drawings to the trustees in september and we are on target to deliver this to the governor in december fun part of our project Private investors, public investors, philanthropists, city councils, you all want to know there's consistency when you invest or you do something. Is it going to last? You ask yourself that every day. The fun thing is we will last because there's one person in Virginia who has the authority to sign the deed restriction and master plan for Fort Monroe, and I know where she goes to work every single day. So we will be in Governor Spanberger's office with the master plan. And when she signs it, we're locked in. And that means we're consistent in the market for private investors and public investors. And that's a very powerful position to be in, as I'm sure Leonard would say, in economic development. These are the key themes. We've had nearly 1,500 folks engage us around the community in our first batch of listening and meetings, public workshops. No surprise here. These are all the things folks tell us they want to see done and see experienced at Fort Monroe. I don't think any of those will surprise you because they match many ways the strategic plan that you already have. So there's a consistent Hampton language that rolls throughout. We have to map in the economics because this doesn't work if it doesn't pencil out. That's where they live, how people work, how they play here, how we align with the Hampton Roads Alliance, Leonard's team, BEDP, how we fit into the ecosystem of economic development, how we fit into programming. And then our trustees were asked to tell us where they want to go because they're charged with leadership. This was the word exercise we did with the trustees when we said, what are the important things to emphasize at Fort Monroe? And I want to share this because you all have done these word maps. I'm sure in other planning exercises you have done. The centrality of history and specialness around both black history but also around ecology just rang true. We're starting to think about how this landscape speaks to the nation going forward. And we found this a great launching point for design to have this sort of continuity from our trustees. national park service is involved our plan is reaching from our land to national park service land i had to put this language up at their request the park service cannot commit to any of the plans we're drawing the commonwealth virginia is leading we hope they follow but nothing we propose is something they can commit to at this time they are in lockstep with us they Some of you all were around during the time Fort Monroe was created. If you remember, the property lines on where the National Park Service is and the Commonwealth is, those were political decisions of a political negotiation, not about the resource, how a visitor experiences a site, or how a seagull experiences a site. I've interviewed the seagulls. They don't know if they're on Park Service land or Commonwealth Virginia land. They don't care. So we've got to approach this the same way, and thankfully we're able to do that. So when we bring it all together, I want to show you what's going on. These are 20% drawings. I'm going to zip through them and show you some precedents about thinking about the advancement of Fort Monroe. First, we start with connectivity. Connectivity for us begins with pipes, and I'm sure this group has heard a lot about pipes at Fort Monroe, and we have a few problems. We have a problem right now. We're fixing over Mill Creek. If you haven't heard, we had to close the bridge a few times, but we got to get the pipes right. We have about $27 million in the bank right now and projects being designed to take care of the utilities. We take care of utilities. We then can come above ground. The next then becomes the above ground stuff, which is what people are interested in. How do vehicles move around Fort Monroe? The Army moved them around one way. We don't need to move them around the same way the Army did, nor should we. They were worried about quickly getting from A to B. We don't do that. Public landscapes is about how it makes you feel. This is the current look. Y'all probably been out there and seen Fenwick as it looks like this. This is how it's going to look when we're done with it. This is about a landscape that is now changing. everything is about the pedestrian we're going to build in rational routes so you don't have to cross roads with a stroller or someone learning to drive a bike i think we all know that but you can just move in a circle around the site people always want circles so how do we move pedestrians and bikes around again the army was fine with this this is a fine service for the army we think this is a higher level service for a landscape people would want to spend time in and businesses would want to invest in and that continues on with boardwalk languages you'll see us deploy throughout Hardscape is a big one for us. Fort Monroe is 565 acres, y'all. 114 acres of it's in pavement. That shocked me. A fifth of Fort Monroe is paved and people think we have a flooding problem. No, we have a pavement problem. So we're gonna, first thing we do is probably take a giant pavement machine out there and just start crushing it because we don't need it. And that will help us a lot. We have a need for restrooms and parking that are in rational locations. So while we limit parking in some places, you put it where you need it in others. I know you all hear it like I do. They're like, you need more parking at Fort Monroe. I'm here to tell you, you do not need more parking at Fort Monroe. You need the right parking at Fort Monroe. We can design our way to that, with restrooms. I heard you again. We want to build around the destinations. And the destinations always change. It's everything from the historical sites you know, the National Historic Landmark, and the history sites that are lost. The African Landing Memorial is a perfect example. There was nothing in the landscape that told you all 20 years ago the African Landing happened there. There is now. There's nothing on our site that tells the Native American story yet. There will be in the future. There's nothing that talks about the bird migration. There will be in the future. So it's past and present for connectivity and history that we draw forward. And that begins with us with adaptive reuse of existing buildings. One of the first moves that we are going to hear from this plan is no new buildings until we fill our existing buildings. And we're probably going to do some removal of buildings along the way. The market simply isn't there to support that much more. And that's good. We don't have the budget to sustain it. We can be adults about this and make the hard decisions. And then find the places where the private investors want to go in. Water and beach is everything. About 70% of our visitors at some point encounter water and the beach. So how do we bring that forward? And our board, the trustees, have been very keenly focused on this. We did an exercise and asked what was important to them. And the heat map was water, water, water. So how do we bring people and have them experience the water? And how do we design amenities like this that allow you to enjoy it safely, cleanly, and go home without sand between your toes? The seawalls don't have to be Corps of Engineers hard lines. We can design elegant seawalls that allow people to get in the water but also protect our assets. And then residential. We've got that great grain, the historic village there, that can be infilled with appropriate housing. We're using Charleston and Savannah as the model. It can receive infill, it needs to receive trees, that it's a walkable, gentle density neighborhood like it has been for nearly 150 years, and we've got ways forward. And that includes the infill of spaces. So we have all sorts of uses that loop in here. I'm just giving you some precedents to be sensitive to your time. Happy to spend time with any of y'all afterwards if you want to deep dive the stuff. And then we've got transformation of land. And this is the pivot, y'all. The Army just had, if you go out there today, there's tall fescue they make short. And if you know it really, really well, you know it has sand burrs in it, so you really can't spend enjoyable time in it either. So we want to think about how that green space serves your residents and our guests going forward. So that's everything from grasslands to shoreline edge to activating the parade ground so we can host musical festivals, so we can host art shows. And just areas of shade and places you can sit down and enjoy, coupled with the resilient ecology. We think we can put about 100 acres of marsh in Fort Monroe and restore the ecology there. Now what I want you to think about the power of that, and maybe it's midlife crisis, I'll own it. Sometimes it's hard to remember how special the Chesapeake Bay is until you give it up. We drive by it every day and we don't think. Everyone who visits us comes and says, oh my gosh, you live here? So our job is to bring that forward, and ecology is how we do it. I want you to imagine, because the plans are going to show it, you're able to stay at a lodge at Fort Monroe and then walk into a Chesapeake Bay marsh and see 100 species of bird, see a red drum sunning itself, see what we experience. We can do that. The Army armored all the shorelines. They had a mission, and they were mission focused. Our mission will be a little different. So you'll see us bring ecology into the landscape as well to not only soften it, make it more resilient in terms of climate change, but make it more beautiful, enjoyable as well, and give folks the opportunity to really spend time out there in a way you can't do anywhere else in Hampton Roads. There's simply no one else playing in this lane. It's wide open for us. And then we have some pretty big transformations we're looking at. One that we've learned is that Mill Creek is a top three sailing and crew facility that's underused on the East Coast. We've been told that by the national governing bodies. How do we then deploy that as a resource? Because you can't get the big boats in there to cause trouble. So we are looking at a boathouse complex, similar to what you see up there, to amplify the work of You Sail Virginia. Christopher Newport, if you didn't know, I think everyone knows they were going to cancel sailing. They've reversed themselves. They're bringing sailing back. And then how can we work nationally in that space? A real opportunity for us there. Towers have always been part of Fort Monroe's history. So one of the things architects quickly figured out is let's bring them back. So if we can find the confidence to bring contemporary architecture, do a design competition, and it is an Instagram world we live in. If any of y'all been up to New York and you've seen, what is it called? The big sculpture thing goes up, I'm blanking on the name, but those things are attractors. And they bring people and they bring energy. We're looking at the same opportunity, which is historically accurate to Fort Monroe because at one time there were over 22 towers up and down that peninsula. And then once you're up in those towers, any of y'all that have trespassed, I'm not looking at anyone in particular, if you get up high at some of our spots, you can see all the way out to the Chesapeake Bay Bridge Tunnel and even beyond. We can make that available to our guests as well. So those are the big ideas we're chasing. We're moving to 60% in September. In September, we are going to be at two public workshops. Love to have you all engage as well as we, again, are always testing this against our residents and listening, listening, and then we listen again. Did we get it right? Did we get it wrong? We'll be at the Peninsula on September 16th from 6 to 8 PM. Virginia Tech is helping co-sponsor that. And then we're going south side to assembly on Granby and Norfolk on the 17th for both of the listening sessions before we do final edits that will come back to our board in October. Spoiler alert, Mary, there'll be a called meeting where we ask our board to take action and then advance that to the governor because we love hitting deadlines. And that's where our credibility and trust begins. And my final statement before I depart or take questions, whatever your pleasure. You know, we've done this before as a nation. That is, of course, the National Mall in 1946. That is a public landscape serving our nation brilliantly. It won a world war. And then the Greatest Generation did one neat thing, didn't they? They gave it back to us like that. A public landscape serving its nation beautifully today with the World War II Memorial, the Vietnam Memorial, the steps of the Lincoln Memorial where so much of our history was written. These landscapes pivot and change to serve how we ask them to serve. And we're simply saying to Fort Monroe, what's your service to Virginia and the nation next? i appreciate y'all's patience i know that's a lot of slides i'll share the deck out again happy mr major take any questions and again just encourage you all to come see us at the public work sessions and hopefully i can see you all on the 29th when we welcome not only the commonwealth but the nation uh to a pretty signature moment for us as we reveal the first sculpture of the african landing memorial okay thank you scott good presentation and uh

You flew through 97 slides like I've never seen before, so you can present anytime.

Vice Mayor Brown. Thank you, Mayor. Scott and Jay, and to your board, thank you. I hope people in the audience and also watching will realize that great things are happening at Fort Monroe. and some of the things that's happening uh they're really in cost to citizens taxpayers uh and um the the question i had was i know that the system well foot mural has like had one water meter and uh to meet the demand for development are there plans for additional additional water meter, one or two more meters to meet that demand?

Yeah, we're going to meter everything that uses water, because you're exactly right. The Army had one meter for water in the sewer, so everything will be metered, and that's the only way to treat the renters fairly in our commercial interests. And to even add a little asterisk on the back of that, why does it matter, and why are we spending so much money on utilities? We buy approximately, give or take, John Quibble with my numbers, but 50,000 gallons of water a month for all of Fort Monroe. We pay to treat on the average month. 400,000 gallons. That's all Chesapeake Bay water that comes into our aging pipe systems. So while I'm happy to clean the bay, I think there are better ways to do it than through our local sewer district.

And my other comment is this. As we look at developing Fort Monroe and all the great things going to happen there, rival the Presidium, citizens should realize this, and we should realize this too, that that will produce an enormous amount of revenue. And so our community can continue to do the kinds of things that we do. And looking at the plans, I've viewed some of those. This will be the envy of the East Coast and probably one of the greatest places to visit in the nation. So thank you. Thank you. Very much for that. Appreciate it.

No questions. It's got I just want to ask you when you show that Fenwick would be eventually close and be a trail is that a part of the trio 7, 5, 7, terminates at Fort Monroe.

Yes, Sir.

Any questions, comments. All right. Thank you. Great presentation.

okay city manager the next presentation thank you mr mayor um as you know and hopefully the community knows some time ago we were awarded a three million dollar coastal storm risk management feasibility study colloquially known as three by three studies to assess how we might work with the federal government through the army corps of engineer to better protect our community, not just from the intense rain events like we had this week. By the way, an interesting fact, in that deluge of rain that we got on Monday night, 1.87 inches fell in just 10 minutes. that sink in 1.87 inches that's a lot of rain in 10 minutes time and so if you had extra flooding in your neighborhood or on your property that's why none of the systems that were built 50 to 100 years ago to protect our city anticipated intense rain events of that nature But also we know that our region is experiencing both sea level rise and land subsidence. And we want to think about not just what's happening today, we want to think about what's going to happen in 50 years. And so the biggest source of federal funding to help address things like this comes through the Army Corps of Engineers and the gateway to getting that type of money is what's called a Coastal Risk Management Study or 3x3 study. We were very happy when we got that $3 million study because we were told it would come with no local match and we would get to look at structural and non-structural solutions that would help us prepare for what's going on today and 50 years from now. Unfortunately, shortly after we got all of that and started going, we got new direction from the Corps that they were only allowed to stay within that $3 million. We could not put any additional money into it, nor could the federal government. And because it was capped at $3 million, they would not be able to look at structural solutions, which we believe are absolutely necessary and warranted. And I say that because what they ended up focusing on and what you're going to hear about today is a non-structural study. And to contrast that, when you think about other areas that have gotten federal support, whether they're levy systems like in New Orleans, title gates, Other kinds of things like bulkheads and things of that nature, they're what we call structural solutions. And they tend to protect lots of properties, not singular properties. Whereas non-structural solutions are things like elevating homes or flood-proofing buildings. And those are helpful, but they don't provide the same coverage that the larger structural solutions will offer. The Army Corps apologized to us that they would only be able to look at structural at this time and said that they would absolutely continue to work with us to look at structural in the future. And we press on and keep reminding them of that and hopefully that structural study will come just as it did come for Norfolk and Virginia Beach in our area. But today what you're going to hear about is only a non-structural study. And I want to caveat, and I've taken the time to caveat this to say, that they've done this assuming no structural improvements, even though we know that's what we need and what we're going to advocate for. So the numbers you're going to see are pretty staggering. And just as one example, when they talk about home elevations, they suggest what we would need to do is on the order of 300 a year for 10 years. And they're not enough contractors. to do 300 home elevations a year in our state or region the numbers are very high and what we would have to spend as you will see to do that is on the order of 100 million a year if i remember correctly not within our financial capability and honestly not the best source of funds if we could take that same amount of money and put it into the structural solutions but we were given a non-structural study and they are ready to produce that non-structural study. And we've asked them to put all these caveats I'm describing to you in their report and an executive summary and to make clear in their final report, because we're talking about a draft report today, that we still believe the structure was a way to go, that this report that you hear actually builds the case even stronger than we had built it before. So the process of the study is to have a public comment period and we wanted to provide the information not only to council but to the community so you understand where we are and understand our concerns about the study and its limitations and to understand that we're going to continue to press for the structural as well that's not to say that there isn't benefit from the study there absolutely are It is a gateway to funding, as I mentioned, and there are really good examples of where home elevations, flood proofing, critical infrastructure management can be done through the study. But I do want to be very clear that as Olivia and Scott deliver this presentation, we are not anticipating being able to financially, nor do we think it is the right solution to do 300 home elevations a year. they're just like i said isn't even the contractor capacity to do that kind of thing so it is a helpful study it moves our living with water agenda forward but not quite as far forward as we would have liked but you know with that caveat i'm pleased to have olivia and scott our leaders of our resilient effort to walk you through what it says where we are in that process what it means during this federal comment period and where we expect to end up at the end of the day olivia

Thank you, Mary. I feel like I don't really need to do the presentation anymore. That was a wonderful job, for the record, to explain. So you didn't have to say the negative things about the Corps that I'm saying. We're going to fly through some slides today. Thank you all for having me. My name is Olivia Askew. I'm a resilience officer. I have with me here today Scott Smith. He's our Coastal Resilience Engineer. And then also during questions we have representative from the Army Corps Norfolk District if there's any Corps specific process questions that you may have. So she'd be able to answer those for you. So here's our agenda for the day. We're going to spend most of the time at number four is the content of the draft report, but I want to provide some additional context adding on to what Mary provided you and then we'll end with what are the next steps for the study. So in terms of the challenge of flooding for our region, in both Hampton and Bocosin, and I'll circle back around to why I'm talking about Bocosin, they're very vulnerable to widespread and complex flooding challenges. Flooding doesn't just occur on our coast, our bay, front, shores. Coastal flooding pathways come from lots of different directions in this city, as you all are aware of. In a regional tide station in Norfolk, Sewell's Point notes that we have one of the highest rates of relative sea level rise on the east coast. So in response to these challenges and the impacts in Hampton in 2017, the city adopted the Living With Water Hampton Adaptation Framework. which describes these challenges, identifies principles and values for how the city of Hampton was going to achieve resilience and identify strategies for living with water. And as Mary noted, one of those strategies is non-structural adaptation, which is how this study fits into the greater context of the work. So some background. This study, as already mentioned, is 100% federally funded. And to the end of the study, additional appropriations would be needed to further engineering design and eventual implementation of the early actionable plan, which we'll talk about in a minute. It's at a max of $3 million in three years. This is a very quick study in terms of how long it takes to do a citywide regional study. So that limits us for what we're able to study. The City of Hampton is the sole non-federal sponsor, but we are also partnering with the City of Bocosa on this effort, and they have been a great partner to work with. So as mentioned, this is a single purpose coastal storm risk management study. We're not looking at ecological restoration or things of that nature or dredging, just looking at coastal storm risk management focused on non-structural analysis, elevation of residential and flood proofing of non-residential and critical infrastructure. In Hampton and Mocosin, it has a 50 year period of analysis from 2040 to 2019. So how does this connect with Living With Water? I'll briefly go over this. Our Living With Water Strategic Party has this two facets, two sides. It's a challenge, flooding is a challenge in Hampton, but water is an asset. And non-structural measures are one of the strategies that we can address the challenge. Again, as Mary noted, it's a singular structure strategy rather than a community-wide strategy. So the feasibility study planning process, it's important to note that first and foremost, this Peninsula Coastal Storm Risk Management, or I'll abbreviate to CSRM for ease, is a Army Corps plan. And as an Army Corps plan, it must follow federal policies and administration priorities that are set in Washington and then dictated to our local Norfolk District by the Army Corps headquarters. And sometimes these policies and priorities align with the city's priorities and values for living with water and resilience, and sometimes they don't. So our goal at the city and at our project team is to have this balancing act where we are attempting to maximize the federal investment that we have, this $3 million study, while balancing the policies that sometimes don't align with the city in order to get the best risk reduction for our citizens. So the Army Corps has a four-part feasibility study schedule. Scoping is the beginning, which began in 2024. Then we move into alternatives analysis and evaluation. Then there's the continued refinement of the selected plans, so the alternative that's selected to move forward. And then there is a series of reviews at the Washington level. and you can see there noted we are here in between alternatives evaluation and continued refinement of the plan so the draft report was released in july of 2022 and the the end of the public comment period is september 6 20 2026. So again, some additional context for what the draft report is, and the language that's on the slide is directly from that executive summary that Mary mentioned. The draft report is a snapshot in time. As part of the planning process, the Army Corps has to stop, release a draft report. And in this instance, the information from the draft report reflects the study analysis in June. We have continued to refine down since June, it's August now, it's been several months, the scope and scale of the plan. But one of the biggest benefits of the report is that it does illustrate at the federal level the extensive need for risk management in Hampton and notes that there is federal interest in reducing that risk. It's not just a local or regional problem, it is a federal problem. But the current scope and scale, as Mary noted, is above realistic implementation capacity because of the cost and contractor issues as well. So further refinement will occur between the draft and final report to ensure that the early actionable plan, that recommendation reflects an interim solution that can be reasonably implemented in a timely and practical manner. with knowing that nature-based and structural measures are needed in addition to these non-structural measures that are outlined in the plan and so at that i'm going to to pass it over to scott and then i'll come back around and close this out thank you everyone so

We're going to go and look at what's actually in the report, how significant the future of Hampton's coastal flood risk is and what the Corps evaluated and what is currently being proposed for federal investment. This map illustrates the magnitude of the long-term challenge. The core evaluated conditions through 2090 using its high sea level rise scenario of about 5.1 feet of sea level rise. And the important takeaway is that Hampton's coastal flood exposure becomes increasingly widespread over the study period. So it's a scary map, but... And then, The core then translates that flood exposure into economic damages. Essentially, they're asking two questions. What happens if we do nothing and how much damage can an investment prevent? Those avoided damages become the basis for determining whether a project is economically justified. So this slide demonstrates the scale of the problem. More than 45,000 Hampton assets were identified as potentially at risk, including critical infrastructure, such as fire stations, emergency operations, shelters, and the hospital. So this is not simply a residential flooding issue. It's also about maintaining essential services during and after a storm. As we said, we went through study refinement, and this is where the study begins to narrow the court cannot advance everything identified in the analysis within the current study schedule budget new federal requirements including reaching a 35 design threshold and the need for an early actionable project forced the team to prioritize so i want you to just remember that the need didn't get smaller the federally the federally actionable project did. So for critical infrastructure, the core focus on the facilities facing the greatest flood exposure, particularly facilities with low first floors, exposure of the 2040 floodplain and facilities that are not already scheduled for replacement. So we had 18 structures in Hampton and there were three in Pocosin. And next, we looked at the non-structural focus area. And for homes and businesses, the Corps also moved from a citywide inventory to define focus areas based on community cohesion, hydrology, and flood risk. The resulting inventory contains nearly 27,000 structures, and 94% of those are single-family homes. So when we look at the future without project, this is one of the most important numbers in the presentation. Within the focus areas, the Corps estimates more than $10 billion in future flood damages, including approximately 7.6 billion in Hampton alone. That puts the scale of our long-term resilience challenge into perspective. So it's important to remember what the federal study does and does not address. This is specifically a coastal storm risk management study focused primarily on non-structural measures and critical infrastructures. It is not looking at compound flooding from the rain events as Mary talked about earlier. It is one of the components of the broader living with water strategy and not the city's entire flood resilience program. So the Corps, as part of the planning process, evaluated several alternatives. What if we do nothing, looking at critical infrastructure only? and the broad non-structural alternative could address approximately 6 800 buildings and prevent roughly seven and a half billion in damages but it is estimated to exceed five billion dollars that scale is simply not practical as a near term single project which is why further prioritization is necessary Again, this analysis validates the need, but it also demonstrates why the program must be phased. And then this slide illustrates the path forward, the core separating the larger comprehensive vision into an early actionable plan that can move forward toward authorization. And authorization is that federally is getting it approved for funding down the road. and the future action plans that preserve additional needs for later phases. The immediate project must reach 35% design and meet the federal economic and environmental requirements. So we can use what's used parts of this study to apply for future projects to elevate more homes. but we would have to go back through the kind of the three by three process again. It's just that some of that work's already been done. So hopefully,

can be done excuse Scott yes, sir, could you you reference the previous lad at 3535% design maturity.

A requirement could you explain that and what what that means says they have to do for the number of homes to be elevated. They have to go through and come up with a 35% design design maturity showing what they anticipate being the actual cost of raising those homes. So they'll break them into different types of homes, different sizes, and come up with engineered estimates as to what that cost will be. And then the early actionable plan, currently it includes up to 21 critical infrastructure facilities and almost 4,000 residential and non-residential buildings across Hampton and Pocottson. And as we said, this will get further refined, but the focus is on areas with significant flood risk, lower disaster preparedness and recovery capacity in areas where structural flood protection is not considered appropriate. So for Hampton, we're looking at Aberdeen, Buckrow and Fox Hill. in the cost of the early actionable plan. So as we said, when we're looking at the federal share and the non-federal share, a non-federal share for the city of almost one and a half billion dollars over 10 years is just not realistic for the city. uh and then for hampton the current plan identifies 2308 assets including 18 critical infrastructure and the benefit cost ratio is only 1.11 so the project is economically justified but only narrowly And the draft report gives us a very important.

Scott Sandbach, Vice Mayor Brown. Yeah, thank you. Thank you, Scott.

To the communities that you're looking at currently is Foxa, Aberdeen and Buckrow? Yes. Okay, so what's the criteria for selecting these communities?

So they're looking at the finished floor, the finished floor elevation, the flood risk, and then also looking at for community cohesion. So not just looking at a particular home, but, you know, where there's a neighborhood, you know, a grouping of homes, and that they're also looking at the area, the susceptibility of the area for flooding.

And futuristically, have you looked at other communities that will also need the same kind of resourcing and services?

Yes. Initially, the entire city was looked at, and then it's just been the first sizing took it down to these areas. It'll be further refined down to get to a more manageable number.

Okay. Thank you.

It comes from home was city line drive included in the study or the city line, the city line apartments that Paul Maria that area, yes, so now that's being looked at through another study currently. We have a study through FEMA that we're looking at that those apartment complexes.

Councilman Mugler.

Thank you Mister Mayor. Can you on the slide before this I think I'm still on the map can you talk a little bit about the coloring of the map is there any significance in the.

No color now it's just to differentiate the areas it doesn't it doesn't indicate in priorities or anything else just highlighting the areas.

Thank you.

And then I'll turn it over to Olivia to close us out.

All right, so as previously mentioned, we are in the public comment period for the draft report. The final reports of pencils down for the working team is around March of next year. So we will come back, present a briefing to you all once the final early actionable plan has been refined and we're not able to refine anymore to let you all know. about what is continuing to be part of the plan and we can do periodic briefings through the memo as well. And then from March of 2027, it goes to Washington and we'll have several levels of review and we anticipate a signed chief report by the Assistant Secretary of the Army in July of 2027. And then from there, as Scott mentioned, the city would need to ask for additional appropriations from Congress to further additional design and engineering and implementation of the early actionable plan. So there are currently two options for feedback for the public. The first is tomorrow evening. There is an in-person meeting at the Fox Hill Neighborhood Center from 6 to 7.30. That is at 65 Hall Road. It'll be a short presentation at the beginning and then an open house style with members of the Resilient Hampton team and our staff and many different members from the Army Corps Norfolk District there to answer any citizens' questions. In addition to the in-person participation option, there is already up online on the Army Corps website an on-demand presentation that we had that will be available again for comment until September 6th. In closing, we're going to continue to work on the project.

Vice Mayor Brown.

Thank you, Olivia. So how do you get this out to residents? what are we doing to get residents here in that the meeting regarding this issue.

Yes, Sir. So we've used our city of social media and e-news. We also have our Resilient Hampton newsletter. And then in addition to that, we've sent it out to our community partners, folks on our neighborhood commission to distribute to neighborhood groups.

Are we doing any postal?

Not for this effort. So we're gonna continue to work and scale down the study to something that's actually feasible for the city to implement. And as we've already said, this is just one of the city's strategies to reduce coastal storm risk. This is not the only strategy. We will continue to pursue structural and nature-based strategies where they make sense and where they provide the most benefit for the community. And we will continue to look forward to future partnerships with the US Army Corps on that effort as well. So this is a shameless plug for that newsletter and social media that I mentioned. If anybody from the public would like to scan and sign up for our newsletter, we put information about our upcoming public meetings, project updates, share partner opportunities as well. And then we recently established a Facebook and Instagram where we share similar information. But as I said, Scott and I are here for any questions that you may have. And if we have any Army Corps specific questions, we have someone who can answer those for you as well. Thank you.

OK. Thank you. Questions, comments from council members? All right. I'm sorry. Councilwoman Mugler.

Thank you, Mr. Mayor. We're back to the slide that we were on before. I think it's number 25. that's not it it's the one with the map the with the color i'm just um i'm just curious about um the findings and where this is focused and that it didn't capture with or downtown where we know we've got a lot of significant flooding it didn't capture really um riverdale i'm not sure what that's referred to in this um mercury central yeah okay um map but so what were the how did they land on these particular areas to focus on so number three there on the criteria areas not suited for structural measures is is key to how we zoomed in on fox hill buckrow and aberdeen

As Mary mentioned in the beginning of the process when we were scoping, we were scoping structural, nature-based, non-structural. So we worked with our consultant team and we worked with the Army Corps to outline what we thought at a very conceptual level. Where could structural measures such as a levee or a flood wall provide community scale benefits? And we have a pretty good picture of where those are now. So in terms of not just looking at what areas are low-lying, okay, yes, it's all the hashed areas and the areas that are colored. What are areas that are socially vulnerable? That's what the low disaster preparedness and recovering capacity means in Army and Corps language. Those are scattered throughout the city. But there are places where we feel that structural measures will provide the most benefit. So when we were looking to zoom in on criteria in areas where we can move forward with non-structural, we said, OK, there's a structural measure for Mercury Central. If we're really trying to refine and use the investment in the areas where future federal investment may not happen, we said, okay, there's a structural measure. We're not going to look at that focus area. And so we ended with Fox Hill area and Buckrow because there aren't structural solutions that provide wide scale community benefit. And then Aberdeen, we zoomed in because of the social vulnerability in that area as well.

thank you that's very helpful i appreciate the further detail on that thank you all right any other questions comments from council members okay thank you olivia scott all right city manager next presentation

Yes, so last month we heard from Chief Weidman about the law enforcement efforts around bringing down crime, and we had some really good reports from Chief Weidman, as you'll recollect. That's something we do each year in July, and each year in August we come behind the chief and share what we're doing with prevention and intervention through our Office of Youth and Young Adult Opportunities, which is the host of the Hopeful Hampton program. Really, there's no one department that works on prevention and intervention, but the Office of Youth and Young Adult Opportunities is the home, if you will, the centralizing facilitator for our Hopeful Hampton initiative that has helped us make great, tremendous strides with youth and young adult activity that has been detrimental in the past in our community. and so today hugo morrison who's our interim director for that office will do the annual report which covers july 1st of 2025 through june 30th of 2026 i think you'll be really excited to see how much has been done over the last year and it backs up the results that you were seeing from chief weidman last month

thank you city manager mayor good afternoon mayor vice mayor members of council city manager city attorney clerk of council and other elected officials and our hampton family today i want to tell you a story of how hampton is leveling up not simply by offering more programs but by making intentional investments that create measurable impact in the lives of young people families and neighborhoods for us leveling up means moving beyond isolated activities toward a connected system of accountability and opportunity. It means addressing trauma so people can heal, strengthen stability skills and future readiness so they can rebuild, and helping young people and communities reach their fullest potential so that they can thrive. This annual report reflects the city's commitment to creating better outcomes for youth and young adults across prevention, intervention, workforce development, housing stabilization, neighborhood engagement, and community partnerships. Hampton's invested in both people and the conditions that help people succeed. The story you will hear today is not only about dollars spent. It is about what those dollars made possible. A young person finding direction, a family remaining stable, grassroots organizations expanding its reach, and a neighborhood gaining direct access to help before crises become consequences. That is the promise behind this work. When we engage community with intention, investment becomes impact, and impact gives Hampton the opportunity to heal, rebuild, and thrive. Our work is rooted in a simple belief, every young person deserves an opportunity, every family deserves support, and every neighborhood deserves hope. The progress highlighted throughout this report belongs to all of us, our city council, our city manager, mayor, staff, steering committee, community organizations, law enforcement, schools, faith leaders, businesses, residents, and most importantly, the young people who continue to choose a different path every day. I'd like to take a moment to pause to acknowledge the presence of our hopeful Hampton Steering Committee members that are present, and I'll ask them to stand. Thank you. Our violence interrupters who are present as well, would you please stand? Thank you. And the staff team of Youth and Young Adult Opportunities, would you please stand? Thank you. While we celebrate significant accomplishments, we also recognize that our work is far from complete. Violence prevention is not a destination. It is a long-term commitment that requires courage, collaboration, innovation, and sustained investment. As we move into the next fiscal year, we remain committed to strengthening protective factors, creating meaningful opportunities, building safer neighborhoods, and ensuring every young person has the chance to heal, rebuild, and thrive. Together, we are proving that when a city believes in people, transformation is possible. And before we begin looking at spreadsheets and numbers, I want us to take a moment to look at some success stories. Before we look at totals and trends, I want us to pause with the stories on this slide. These letters and reflections remind us that every data point represents a person whose life was touched by opportunity, support, and hope. One young person describes how summer youth employment provided more than a paycheck. It created exposure to new work environments and ultimately landed them a job in a federal facility. The city of Hampton's investment created the structure, but caring staff, host sites, mentors, and community partners helped turn that structure into a life-changing experience. The result is not simply program participation, it is greater confidence. It is stronger relationships, new skills, and a clearer path forward. When I reflect on fiscal year 26, I don't first think about programs, budgets, or statistics. I think about people. I think about the young man who completed probation, found employment, and now believes tomorrow is worth fighting for and is still connected to FedEx today. I think about the student who received an acceptance letter who will be joining the ranks of higher institutions this particular August, and actually in just one day or two, will be going off to school after having participated in our hopeful Hampton Divergent program. I think about families who found hope instead of despair, neighborhoods that discovered partners instead of barriers. Every number in this report represents a life, a family, or a future. As we review the rest of the report, I invite you to keep these young people in mind. They are the reason behind every investment and clearest evidence of why this work matters. With a human factor in view, let us look at this dashboard. This dashboard represents our programs as they operate as a connected continuum rather than isolated initiatives. Opportunity Connect received 117 referrals. Of those referrals, 73 individuals were eligible for wraparound services, while 44 were referred to external resources. It is important to note here that in some cases the office may be unable to provide the specific service requested because the individual falls outside of the program's eligibility requirements, such as the requested assistance is outside of our authorized scope, relocation or bill assistance was requested, or the person is already receiving coordinated case management through another provider. Some additional Exclusions may be they're not a Hampton resident or outside of the age range for the referral. However, being ineligible for one of our programs does not mean that we simply turn someone away. Wherever possible, we provide a warm referral to an agency better positioned to address that need. Our goal is to help the resident reach the right door, even when the office is not the final door. The dashboard also reflects our broader impact. 146 youth placed through Summer Youth Employment Program, 13 young people served through our divergent cohorts, and five neighborhood youth employee associates completing year-round workforce development. The larger story is that Hampton is building infrastructure around people with multiple entry points and multiple pathways toward success. Housing stability is foundational to youth development and violence prevention. A young person cannot consistently focus on school, employment, or personal development when the family is facing displacement, hunger, or an immediate housing crisis. During fiscal year 26, Opportunity Connect invested $10,157.30 in housing and family stabilization assistance. That investment supported four families experiencing emergency housing needs, providing emergency food assistance to one family, and addressed five stabilization cases overall. The assistance included $6,800 in emergency housing stabilization, $1,000 in rental assistance, $2,282.30 in temporary lodging, and $75 in emergency food support. The immediate outcome was that families received the support necessary to remain sheltered, avoid a deeper crisis, and address urgent food needs. These interventions gave families additional time and stability to work through their individualized service plans as well. I want to distinguish between assistance provided and long-term outcomes. The current data demonstrates that immediate crises were stabilized. As we strengthen our evaluation model, we also want to measure whether families remain stably housed 30, 60, and 90 days after receiving assistance.

Hugo, if I can just add for clarity, this is, I want to be clear, these are the investments being done by this office. We obviously have larger housing stabilization programs through our Human Services Department for people who, for instance, are on the verge of homelessness, experiencing homelessness and whatnot. What Hugo is describing here is the direct efforts for people who are on our vulnerability list or come to us through one of our partner agencies as needing specific help to avoid falling into the trap of being either a victim or a perpetrator of crime so i don't want you to think that's all we've done in the city with housing stabilization this is the specific efforts around this department and hopeful hampton yes thank you uh

I am happy to also report that these families are still stable and have remained connected to employment, both full-time and part-time employment, to include jobs at Newport News Shipbuilding, Amazon, and FedEx. Stable homes build stronger families, and stronger families build safer neighborhoods. That is how housing stabilization becomes a part of Hampton's larger story of healing, rebuilding, and thriving. Opportunity Connect also demonstrates the impact that is created not only through direct assistance, but also through strategic investment in trusted community spaces and experiences. During fiscal year 2026, $22,345.08 in donations and direct stipends for incentivization helps help the city respond to real-time needs an additional 569.85 supported pro-social activities and programming together these resources help remove barriers while creating opportunities for young people and families to connect in positive supportive environments The city supported initiatives such as the Commonwealth Cares, UFest 25 with the Greater Aberdeen Community Coalition, the Rip Rap Road Community Event, KB Athletics 7 on 7 Community Showcase, Trunk or Treat celebrations through our own Parks, Recreation and Leisure Services, and a toy drive with 249 Ninja in the Phoebus area. Each activity served as a strategic purpose. Community events strengthen trust and neighborhood relationships, resource-rich gatherings expand access to services, athletics, mentoring, celebrations, and family activities create protective experiences that reduce isolation, reinforce belonging, and give young people constructive ways to engage. The city's role was not to replace community leadership, it was to resource it, connect it, and help it reach further. This is responsive government listening for where we can support and unlock momentum, and then investing in ways where we can meet people where they are. Every dollar represented more than financial assistance. It represents Hampton's commitment to stronger families, safer neighborhoods, and a community where opportunity is visible and accessible. Our summer youth employment program continues to be one of Hampton's strongest violence prevention and workforce development investments because it connects young people with meaningful employment, caring adults, and real-world experiences that extend beyond a paycheck. This summer alone, we received 332 applications, interviewed over 330 young people, and successfully hired and placed 146 youth across 52 host sites. These placements span virtually every major sector of city government, from public works and parks and recreation to human services, education, and business administration. This year's implementation required significantly more coordination than previous years. Beyond matching students with host sites, our team managed recruitment, onboarding, orientations, compliance requirements, work site support, payroll coordination, and continuous engagement with both students and supervisors throughout the summer. One area of growth this year was our partnership with Joint Base Langley-Eustis, where eligible youth had to obtain a real ID or passport before placement. While that created additional planning responsibility, it also opened doors to career experiences many of our youth would not otherwise have access to. And speaking with the base command, they actually asked us to consider staffing the Eustis base as well. We will explore a collaborative approach with our sister cities, Newport News, youth career program in order to make that an actuality or to see if a potential partnership exists there. As you can see on this slide, the program isn't simply about summer jobs. It is about building workforce readiness, expanding career exposure, strengthening mentorship opportunities, and creating lasting community impact. Because the summer youth employment spans two fiscal years, today's report represents the operational implementation phase rather than the final outcome phase. The true impact of this year's cohort will be measured following midpoint evaluations, end of program evaluations, which are happening now, youth satisfaction surveys, host site feedback, employment retention data, and documented workforce readiness outcomes. Those comprehensive findings will be included in next year's annual report, allowing us to measure not simply participation, but long-term growth. skill development and career readiness. While we celebrate the number of youth served today, our greater success will be ultimately measured by how many young people leave this experience more employable and ready and more confident and willing to take on career opportunities. As participation continues to grow, so does the operational complexity of the program. This is not a seasonal project any longer. Planning begins months well before this first student is hired and continues well after the final workday through evaluations, employer engagement, compliance reporting, recruitment, and participation in the next program cycle or preparation, excuse me, for the next program cycle. the sustained and to strengthen and sustain this momentum we will be requesting at the appropriate time a full-time program facilitator dedicated exclusively to planning coordination execution and continuous improvement of the summer youth employment program adding this capacity allows leadership to focus on strategic growth while ensuring the day-to-day operations of one of hampton's largest youth workforce initiatives receive the dedicated attention it now requires The Hopeful Hampton Divergent Program provides early and intensive intervention for young people facing elevated risk. During fiscal year 2026, the program operated two 12-week cohorts, providing 24 total weeks of programming and serving 13 young people. Of those participants, 53.8% were age 15 or younger. That is significant because it demonstrates that we are reaching young people early enough to influence their decisions and future trajectories. The city invested $72,581.99 in participant stipends, mentors, mindfulness and guided recreation, food and nutrition, equipment, experiential learning, and commencement activities. Approximately 87.5% of the funding was invested directly into program services. Based on the total investment and 13 participants served, the cost was approximately $5,583 per participant. 12 of the 13 participants completed the program, resulting in an approximate cost of $6,049 per completer. Those figures should be viewed in the context of the program's intensity. This is not a single workshop or a short-term recreational activity. Participants received 12 weeks of structured intervention, stipends, mentoring, workforce readiness, mindfulness, experiential learning, meals, and sustained engagement from trusted adults. Studies show that it costs more than $110,000 annually to house one young person in a juvenile detention center. Our goal is to reach them now rather than to rescue them later. Investing in prevention, opportunity, and support before incarceration becomes their reality. It is also important to note that incarceration does not mean the city abandons a participant. If a young person is incarcerated during the program, our relationship with that participant does not automatically end. Following release, the office will attempt to reconnect with the young person, reassess their circumstances, and re-engage them in programming or connect them with another appropriate opportunity. Our message is that a setback does not eliminate someone's ability to receive support, we continue to create opportunities for young people to reconnect, rebuild, and choose a different path. That work grows stronger when we pair it with trusted relationships, which brings us to our outside agency partnerships. As we continue to level up, engaging in our community through impact, one of the most important lessons we've learned is that government cannot do this work alone. Lasting change happens when we invest in people and organizations that have earned trust in our neighborhoods. Our outside agency partners, Catch More Kids, Milan's Project, Love, Let Our Voices Empower, and Give Back to the Block serve as an extension of Hopeful Hampton. Every day they are in our communities building relationships, mentoring youth, responding to crises, engaging families, transporting participants to services, supporting workforce development, navigating the court system, and connecting young people to opportunities that change their lives. One of the strongest indicators of their impact is that routine check-ins were the most frequent service provided. That tells us this work isn't built on one-time interventions. It is built on consistent relationships, trust, accountability, and showing up day after day. When crises occurred, these same organizations were there to intervene, stabilize families, and reconnect youth to positive pathways. Leveling up means moving beyond funding programs to strengthening partnerships. Every investment we make in these grassroots organizations expands the city's capacity to reach more young people, to respond more effectively, and build safer neighborhoods from the inside out. Together, we are creating a community where prevention is shared, opportunity is expanded, and every young person has the support they need to, guess what, heal, rebuild, and thrive. As important as our partnerships with outside agencies have been, we also recognize that some of the most innovative solutions to community violence don't begin in government. They begin in neighborhoods. And so while many grants are named that in name, they make very big impacts. The mini grants program reflects a simple but powerful belief. Communities often know what they need, and the city investment can help local solutions grow. In fiscal year 2026, Hampton invested $96,350 across 12 grassroots organizations. These partners delivered mentoring, youth development, back to school support, violence prevention, awareness, mental health, and wellness programs. Again, helping us impact young people where they grow. And I'm sorry, that was the mini-grant investment of $86,000 with a donation agreement of $22,345.08 bringing our total city investment to $108,345.08. to ensure accountability and equitable investment. Proposals are reviewed by a multidisciplinary committee representing public health, education, juvenile justice, financial oversight, youth development, and community leadership. This collaborative review process helps ensure funding decisions are transparent, data-informed, equitable, and aligned with the mission of Hopeful Hampton. By investing directly in grassroots organizations, the City continues to strengthen local capacity, amplify community voices, and build sustainable partnerships that improve safety and quality of life. Looking ahead, we are committed to strengthening the mini grant program through continuous improvement. In the coming year, we will broaden the program's reach by refining eligibility and scoring criteria to encourage greater participation from diverse community organizations. We will also expand monitoring through enhanced desk reviews and periodic site visits to better measure outcomes, provide technical assistance, and ensure accountability. Additionally, we plan to implement a rotating review panel that reflects a broad cross-section of community expertise and lived experience, promoting diverse perspectives while maintaining a fair, objective, and defensible grant review process, and elevating youth voices by adding youth members to that team as well. These enhancements will reinforce public trust, improve program effectiveness, and maximize the city's investment in community-led violence prevention initiatives. Our Youth Violence Prevention Week is Hampton's annual call to action. It is our public health awareness initiative bringing together youth, families, schools, law enforcement, faithful leaders, nonprofit organizations, and community partners around one shared belief. Violence prevention is everyone's responsibility. Throughout the week, events such as the Reunion of Hope, coupled with its Resource Fair, the Mayor's Classic Town Hall College Edition, Hope Hampton Football Showcase, and Hope Fest created opportunities for meaningful conversations, positive youth engagement, and direct access to community resources. While these events successfully fostered connection and visibility, they also challenged us to think differently about how we engage the community. As we continue to level up, there is an opportunity to evolve Youth Violence Prevention Week from a series of individual events into a coordinated citywide movement that intentionally reach residents where they live, learn, work, and gather. To increase participation, accessibility, and neighborhood ownership, we propose reimagining Youth Violence Prevention Week around three community impact zones strategically located throughout Hampton. Rather than asking residents to travel across the city, each zone would host activities tailored to the unique strengths and needs of its surrounding neighborhoods while maintaining a unified citywide message of hope, safety, and opportunity. In addition, the week would culminate with a dedicated community partners and service provider night and evening focused on strengthening collaboration among agencies, nonprofit organizations, faith communities, schools, behavioral health providers, and local businesses. This event would provide residents with direct access to services while giving providers an opportunity to build relationships, coordinate resources, and identify new partnerships that strengthen Hampton's violence prevention ecosystem as we continue to level up our goal is simply not to host events it is to build a city where every neighborhood has a voice every family has access to support and every young person has the opportunity to heal rebuild and thrive prevention today creates possibility tomorrow this is how we build safer neighborhoods and brighter futures together Our urgency of now center at Rip Rap Road represents far more than an opening of another city facility. It represents a new model for how Hampton serves its neighborhoods, bringing opportunity, prevention, and coordinated services directly into the community. Throughout fiscal year 26, our team has been laying the foundation for this moment. We have intentionally built the operational framework that will guide the center's work, strengthen partnerships across city departments, and community organizations and engage residents to better understand the needs, interests, and priorities of the Rip Rap Road community. It is my happy privilege to announce that we anticipate you joining us for our ribbon cutting ceremony on Wednesday, August 26th at 1 p.m. Invitations are beginning to be circulated and on your calendar as well as to the public as well as they're hearing it probably here for the first time. Hopeful Hampton, making measurable progress. Again, Hopeful Hampton was established with an ambitious vision, not simply to respond to violence, but to fundamentally change the conditions that allow violence to occur. Through a public health approach, cross-sector partnerships, focused intervention, and meaningful opportunities, We committed ourselves to creating safer neighborhoods and better outcomes for Hampton residents. Today, the data tells a compelling story. While our work is far from complete, the measurable progress we are seeing demonstrates that strategic investments, community partnerships, and intentional intervention are making a difference. Fiscal year 2026 gunshot injuries among this population of 25 and under decreased to 21 compared to a five-year average of 52.8%. That represents a 60% decrease in total gunshot injuries. Fatal shootings decreased by 69 percent from a five-year average of 13 to 4. Non-fatal shootings decreased by 58 percent from a five-year average of 39.8 to 17. These statistics focus specifically on individuals aged 25 and under and reflect data through July 30th of this year. The vulnerability list outcomes add another important dimension. During fiscal year 26, 116 individuals were removed from the list. 81 were removed for sustained positive behavior, 27 were removed for following an arrest, five were removed after relocating, and unfortunately, three were removed from being deceased. The 27 arrests should not be interpreted as 27 people who are currently incarcerated. Some may have substantially or subsequently been released. Similarly, relocation reflects the person's known status when they are removed. An individual could have later returned to Hampton without our immediate knowledge as well. Community perception matters as well. Youth Violence Prevention Week surveys results show that 80% of respondents increased their understanding of youth violence prevention, while 64% reported an improved perception of neighborhood safety. We are making progress while recognizing that continued work is needed to reach the 85% safety projection goal overall. The conclusion is clear. Hampton's investment across prevention, intervention, enforcement, opportunity, stabilization, and community partnership is working. Our next level is to deepen coordination, improve data tracking and evaluation, expand trusted partnerships, and sustain the resources that make this continuum possible. leveling up is not a single program or a single year it is the city of hampton making a long-term commitment to people investing early responding strategically measuring honestly and building a community where every young person and family has the opportunity to say it with me now heal rebuild and thrive thank you and i'll answer any questions you may have councilman harper

The presentation was very good. I really, really enjoyed that. Y'all know that department is very close to my heart personally. But I had several things, not necessarily so many questions, but several things I wanted to say. I was glad to know that you all are doing things to assist with the families because I always have said that Yeah, when they come outside and they're with you for two or three hours, they go back home where they're there 95% of the time. So those families, I'm glad to see that you're helping everyone inside of the home to help them heal and thrive as well and rebuild. So thank you for that. One of the things I wanted to say, wanted the public to know that the violence interrupters specifically, the ones that are here along with Adrian Cook, their job is 24 seven. It is not a job that they do eight to five, you know, 10 to four, it is 24 seven. They really get ingrained into those young people, into their lives, their families, they get to know their families, their families get to know them. And to the point of they're there with them every step of the way, going different places, going to the home, you know, helping with, Mentoring them if they, you know, need some further talking to, they are there for that to help the families with that. So I just want to applaud them for a second to personally say thank y'all for what you do because being a mentor, it is a dedicated and committed. And so thank y'all so very much for the time that you've given to the Hampton youth and by the measurable progress, what you're doing is working. So thank y'all so very much. And I know you all have outside organizations and nonprofits that your sales have. So in addition to doing that and assisting with our youth, thank you so very much for that as well. And I think that's, all that I um had um I think me and you did talk one other thing Hugo about the expansion of the summer youth employment program that we're still doing that this year yes okay thank you we will still maintain our four young people moving forward into a

year-round employment experience and many of them are submitting their essay and applications today because the program the summer you can program will end on august 21st but it's not four of them will be able to continue on as long as they have met the criteria and have had a good evaluation from their current position wonderful thank you so much vice mayor brown

Yeah, thank you. You go and also to your staff. Again, this is a team effort and so I'm very impressed and not know that what we told you I like numbers and these numbers are I'm getting real excited about these the the only comment I had a question I had is when you go back to your Hopeful Hampton Divergent Program. I think you posted the 25 and 26 numbers of who were involved in the youth divergent program. And I guess my question is, 13 of them were served and went to 24 weeks of total programming. How many did we lose? yes during this uh did you lose any just one this particular year okay and um just one yes okay uh also uh for your case management one of the things that i have been impressed with i've said as many many times about how we track young people who are in these programs or in this office uh how do we know how they're doing what success rates they're having uh what notes are captured to do case management? Do you use electronic system? How do you do your case management?

Yes. So we use not represented here on this data, but I did want to, before we move to that, just highlight the Hope for Hampton Divergent Program on this dashboard, as you can see. So that spans over the total conception of the program. Since we've been doing it, we had about 40 participants, 35 successful outcomes, 13 of them are working currently, and 14 of them have graduated from high school graduations since being involved with the program. So I did want to highlight that on the dashboard as well. But in tracking, we use a system called Casebook, which is an electronic software where we capture all of our notes inside of there. Of course, we build out individualized service plans. So they first come through the portal of Opportunity Connect. So they're made a referral to the office. Families can refer themselves. We get referrals from our Hopeful Hampton Steering Committee, from court services units, schools, any counselor or anyone who comes in contact with the youth. Our violence interrupters are now referring students through that process as well through our opportunity to connect because they may be out in the community working with someone and find another participant that may need additional layers of support as well. And so from there, it turns into a meeting and a intake meeting. And so from the intake meeting, it's when your case notes will begin and your tracking system in that casebook system. So yes, we maintain the casebook system with notes and making sure that the clinical or not clinical team, but our engagement team, our community service engagement team are documenting all of their interactions with young people so we capture them while they end the program to turn the case management what about post post case management yes so they have two years that they are with us um all together um no matter what their service plan is and that we're keeping track of where they are so they'll have a 30 60 and 90 day review and then 100 uh days out review as well. And then they'll move from intensive or active referral to active monitoring. And so during the active monitoring phase, we're monitoring them based on reports that they are self-reporting as well as any follow-ups with schools or agencies that refer them.

now i know that going back to your resource center should enable the resource center i know that congressman scott um gave us four points something million i think it was to do a number of neighborhood resource centers yes uh the first one is going to open on uh you said august 26th yes okay so when when you look at going into a community is there a need assessment done when you place these centers in a particular community to see what the needs are which determines how busy or how well used that center is going to be. Do you do that?

Yes, we will do that at the opening by surveying community members and those that come to the center. They are being placed. Currently, the placement was determined by calls for service in our traffic zones where we've noticed an elevated call of services and needs in that area. While we're negotiating, spaces and look at scouting spaces, we're scouting them in specific neighborhoods that have elevated calls for service. But yes, we will do some individualized planning and needs assessments with community members as we open up the models. So some of them will look, most of them will look identical, but then they'll have specific needs that have arisen from community voices.

So the services could be different in a neighborhood resource and it could possibly be done with that. Yes, sir. And my last question is there are a number of centers that we want to stand up have you identified of the sites already or that in the process you looking at us but the places putting centers.

we are in some negotiations right now with scouting some sites so yes we have one that's on the table that's going to follow this one immediately and then we have another one that we'll be reviewing hopefully right after this okay all right thank you good job thank you councilman

Thank you, Mr. Mayor. Mr. Morrison, I just want to applaud you for your leadership. Engaging community through impact, this group of programs under this office, it's not a nicety, it's a necessity because our children are our present and our future. And in order for our city to continue to thrive, we have to be prepared to thrive. support our communities and more importantly, the people that are going to take over our jobs and our positions. And we want to make sure that Hampton is a place of choice for our youth to want to come back to live, play, and work. I can't say enough about the emphasis that you have on capturing all the talents of all of our students and the violence of interrupters and your staff. Y'all are just phenomenal. Anything that I can do to support you, I'm here. um and i i do really appreciate the um the depth of information that you provided to um to us and and and this impact report uh also that um dovetails the report that we received last month from our police chief this partnership that we have in the city is like no other And I just can't say enough positive things about the work that's happening in this area within our city. And I want to thank our city manager and our mayor and council for your support as well. Thank you.

Thank you.

John, could you go back to your slide where you showed the reduction in shootings in the age groups? Because I didn't see that one. Okay. So looking at the trend from 21 down to, well, FY21 down to FY26 is a significant decline and you indicate, you know, the average is 60%. I was looking around and I see that our city hall reporter has left us and I don't know if he caught this particular slide because there's other communities that have been talking about significant drops in violent crime. I think this is important to see what the work in Hampton is accomplishing, the work you all are doing with reducing violent crime amongst this age group. And you know obviously we got work to do another age group that you may not be touching, but this is this is where we were focusing our attention based on our hope for Hampton and based on the work that I think our team started with Bloomberg Philanthropies under Mayor Tuck and It's now continuing. And I think this is a great accomplishment that we're achieving by creating a safer community with significant reduction in crime. So again, I want to thank all of you and your team and our violence interrupters. I heard some of the stories of some of the work that you're doing out there with young people. And it's just amazing work. And it's getting the results. So we need to hold Hampton up as a as an example of what can be done when you invest in the right people and the right resources and give them the tools they need to go out and do the work that we can get these kind of results. So thank you so much for that.

Thank you, man.

City manager. Next slide I think is a continuation of this.

It is a continuation and Hugo is going to continue but I would like to sort of segue and say you've seen what we've been able to do with the city funds that you've allocated and with some of the ARPA dollars that went to this over the you know some of that year period time there were ARPA funds involved as well. We are very pleased and grateful to the General Assembly, most especially Senator Locke, Delegate Thornton, and Delegate Ward for getting Hampton added to the Safer Communities Program. The Safer Communities Program is a program of prevention and intervention that has existed for a period of time. We were not originally included in it. Norworth, Newport News, and some other localities that were added this year, Norfolk, Portsmouth are two that were in our region that were on the the program before and Senator Locke for several years has carried the water to get us added and of course Delegate Thornton and Delegate Ward have supported her in that effort. This year we were able to be added and as a result of that we will be getting 3.1 million dollars of extra money this year to port towards these kinds of initiatives. We believe this will be largely annual recurring money unless the general assembly decides to stop the program altogether. I say largely because we were told our allocation would be 2.5 and we're presently surprised when the office communicated 3.1. We're not clear if the 3.1 is recurring or the 2.5 recurring, but we'll take it and we will do good things with it. And now that we have gotten direction from the state agency that oversees this about how the funds can be used and the process for pulling them down, we wanted to bring to you all our proposal for doing that. The item says briefing and appropriation. There is no appropriation at this point. This is just a briefing. What will happen, assuming you agree with us on our proposed use of the funds, is that we will submit this to the state We've had verbal conversations. We expect it to be approved, but there's a formal mechanism for submitting it formally after you have received it. And so we will make that submission and then hopefully in a few weeks' time be able to announce that the money is in hand and we can start to do the things that Hugo is about to present to you. And putting this proposal together, we relied, A, on the data that you've seen, what has been working, what we know to work, not only based upon our experience, but on national research. We wanted to expand programs. You'll see him talk about expanding things like our youth violence interruption programs, our community grassroots programs, our workforce development programs, and those kinds of things. But we also wanted to use some funds to do some things we haven't been able to do, like add some pro-social activity that we hear from young people that they would like to see that keeps them positively engaged in activities as opposed to doing potentially destructive kinds of behaviors. So you're going to see a mix of things here that represent a range of opportunities for us. Some of them are one-time funds and that would allow us to buffer if we really only get 2.5 next year. It will also help us to pick up the resource centers when Congressman Scott's grant does run out if those resource centers are as successful as we expect them to be. So we've put together a portfolio of a mix of recurring and one-time funds for you today. And I'm pleased to turn it back to Hugo to share what our staff proposal is for how to best use these funds.

Thank you, Mary. I will skip some of the preliminary because our city managers gave us a great overview. So as we've heard already, we have been allotted or aligned with 3.12 million around five eligible pillars. And so I do want to highlight the state's pillars. around after school programs and mentorships, education and economic opportunity, trauma informed mental health care, credible messengers, violence interrupters, and then trust between law enforcement and community stakeholders. And while we have received the appropriate receive their appropriation in the state's or Commonwealth's budget. We do have to submit an application and apply by August 31st, as you see is the application deadline. So we're working in a compressed timeline. And so today what we're asking for is probably uh some feedback from our council on the proposal that we will review in just one moment to determine direction if you agree with staffing direction in this overall proposal then we will move to the completion of our application and finalizing the scope of eligible programs and activities what you'll see next is that we have coordinated these uh this investment around six investment areas that directly align with the five pillars of the state's eligibility criteria. But Hampton has six investments that we would like to lift up before you today. And so the first one being prevention and youth opportunities, which will build protective factors before crisis by connecting youth and families to education, employment, mentorship, leadership and safer structure and safe structured opportunities. And some of the representative activities there of how we plan to spend the 600 and 12,000 in this area is to increase our year-round workforce development and career pathways, have a coordinated resource navigation and opportunity connect, and then some youth leadership, family strengthened, and safe out-of-school timing program. What's already included in this uh what's already been approved in fiscal year 27's budget includes economic empowerment and family resilience resilience training and employment funds there that we might spend as well so Our next one is Safe Neighborhoods and Stabilization. The proposed investment in Safe Neighborhoods and Stabilization is $927,200. This area addresses the physical and social conditions that shape neighborhood safety, including housing stability, inclusive public spaces, environmental design, security infrastructure, and positive community gathering opportunities. This category preserves support for the Riverside hand-in-hand housing program, which is included in the fiscal year 27 budget, while also creating room for strategic capital investments proposed in coordination with other departments as well. Representative capital concepts include a portable skating rink, a portable basketball court, inclusive recreation and sensory environments across community centers, community gathering spaces, and security and environmental safety improvements as well.

Vice Mayor Brown.

Hugo, help me with inclusive public spaces. yes so at our community centers and recreation centers we want to look at the spaces there to make them more accessible and inclusive of all uh people especially ada accommodations and things of that nature so that we'll have some different recreation programming that we may be able to offer okay and as well as those that are just choose to gather and participate in non-recreational activities is this tied to your neighborhood resource centers uh this particular uh segment is not okay and the other thing riverside hand-in-hand housing program yes so there is a proposal that we're considering with riverside hand-in-hand uh hospital based violence intervention program to provide them some support of making sure that when those residents from our city have been uh A victim of crime or have been a victim of gunshots or trauma that we have ability to house them for whatever the case may be, whether it's relocation for protective to collect cooling heads prevail. So there is not a reaction or retaliation in the community. We want to be able to support that effort. And there's a proposal that we're currently considering. Okay.

we had just as a reminder we had that in the budget in the current fiscal year well the last fiscal year and the current fiscal year um really to help be a conduit entity for some of the things that will help stabilize situations that are not as easy for us to do directly do um and so in in this particular case we're picking that up so it doesn't remain uh you know our growing needs there don't put a burden on the general fund budget

I also want to have some while we have done some of this in the past, we want to look at different areas through our crime prevention, through environmental design, take care of some security technology and environmental safety improvements within neighborhoods and different areas throughout the city and making sure that we offer that as well as a possibility. Our next investment, it would be our violence interruption and community safety. It has our largest proposed area with $978,000. And those representative activities do include credible messenger and violence interruption teams as well, so some increase there, as well as our Hopeful Hampton Divergent Program and structured intervention. And then reentry crisis response and emergency stabilization. As you can see, they're also included in fiscal year approved budget. It's a love, let our voices empower. Hopeful Hampton Divergent Program, Star Reentry Center we want to work with. And then increasing our credible messenger capacity as well. I thought you had a question, Mayor.

If I may, just again to clarify, you was referencing the 27 budget. You may recollect that during the budget, took a chance that we were going to get this. I say take a chance because remember the state budget had not been finalized. But we were pushing to make sure that we could pick up one-time monies that we had used for some of these programs like the Riverside Helping Hand or some of the money for the Divergent Programs and things like that were from prior grants that were running out. We wanted to continue those. We were believing we would get the state grant. we took a million of the 2.5 to be able to continue things that we had started with one-time money and that those were the ones we put in the budget we didn't because we didn't know if the state budget would include us in the end we didn't push it all the way to the 2.5 or the 3.1 so when he's making callbacks to what the 27 budget includes he's making reference to that first million dollars we had pre-allocated basically So I just saw some confused expressions as Hugo was referencing 27. So he's trying to make the link back for you all with what you did in the budget by using $1 million of grant funds that we anticipated getting for the predefined programs. And these other things he's talking about, either expansions or new things, are using the differential between the money we're getting and the $1 million we already preallocated. Does that help?

Our next investment area we're going to look at is healing and recovering. Treat violence as a public health challenge by expanding trauma-informed care. Healing supports recovery services and school-connected prevention. In this area, we've proposed $225,000. This proposed investment in healing and recovery recognize violence as both a public safety issue and a public health awareness issue. The effects of violence do not end when the incident report is completed. Trauma can affect a victim, a family, a peer group, a school, and an entire neighborhood. Representative activities include trauma-informed behavioral health services and clinical screenings, screenings victim family peer and community healing supports a safe passage program connected with our schools and school connected prevention and workforce training that strengthens the capacity of staff and partners to respond effectively so doing some additional training around roco trainings and cbts to ensure that staff have the capacity to respond as well this proposal is not intended to duplicate existing behavioral health services Instead, it creates opportunities to close gaps, improve referrals, support trauma-informed responses, and connect residents to help through trusted city and community partners. Our next area would be community partnerships and capacity building. It's proposed for $215,000 to extend Hampton's reach by investing in community organizations, resident-led solutions, technical assistance, and trusted collaborative networks. so representative activities include competitive grants for community-based organizations faith and community collaboration technical assistance in a flexible structure for emerging community initiatives community organizations often have relationships and access that government cannot reproduce they may be the first to recognize a developing developing conflict the first place a family turns for help or trusted voice that encourages a young person to accept rapport And so we envision having the opportunity much like our mini grant process to go through a competitive process where grassroots organizations would come alongside of us that fall in that category of intervention, prevention or awareness to do some of this work alongside of us.

question right there regarding the to 15 for community partnerships which includes the competitive many grants is with this be to 15. In addition to what we're already spending so we're able to offer more many grants so okay, yes, thank you no problem.

And lastly, it would be our strategy, innovation and sustainability, right? We want to continue the work that has already been started. But as we start new work, we want to be able to look at how do we sustain this and what is the data telling us? And so we propose another $158, $513 in this investment strategy. This category supports the staffing, data, evaluation, communication, and continuous improvement functions needed to administer the award and demonstrate results. The safer community guidelines requires a full-time coordinator dedicated to the planning, implementation, and coordination of community violence restructuring strategies. That position will help align departments and partners, track implementation, manage grant requirements, and pursue opportunities to sustain effective work beyond the award period. This category also includes evaluation and performance measurement, a community safety data dashboard, strategic communications, and sustainability planning. These are not add-ons, they are the infrastructure that allows council, staff, partners, and residents to understand where funds were invested, what activities occurred, who was served, and whether the strategy is producing the intended results. Because this is a one-year award, Discipline implementation and regular monitoring will be essential. We must be able to identify delays early, adjust responsibly, document expenditures and ensure the full investment is used for eligible and impactful purposes. And that's why you see that investment at that level. So today we're asking council for feedback on the proposed categories, priorities, and overall investment direction. Specifically, we would like to know whether this framework reflects the community safety priorities council wants Hampton to advance, whether the proposed balance among direct programming, neighborhood investments, community partnerships, healing services, and accountability is appropriate, and whether there are concerns or adjustments staff should address before the application is finalized. Following council's feedback, staff will refine category totals as necessary, verify project calls, confirm allowable expenses, complete the supporting narratives and approvals, and prepare the application for the submission by August 31st. And then again, this proposal is not a collection of disconnected programs. It is investment in our ecosystem and what we've already began with Hopeful Hampton. We want to further advance the work, close the gaps, continue making sure that we provide opportunities and results as well so questions i'm sorry councilman margaret thank you mr mayor

And thank you, Hugo. This is a good presentation and a very thoughtful proposal. So I am impressed with you have a lot of money to spend. And so you've been very thoughtful about how you can direct this money. The only area I think I would see a challenge is in your violence interrupters and and that is only that we it's hard to find them right and so that's where the challenge will be i think is to find good folks like the ones we already have participating with us but we know that that's been a tremendously successful part of your work and so i hope we we can

you know use every penny of that to to expand that and make and make it work for young people um but yeah i think this is a very thoughtful proposal thank you and some of our team members have additional referrals and recommendations they would want to make as well and so we will be open to their feedback for the current team that's serving and then how do we expand on on what we have right now and then possibly making some additions to that team

You've got your work cut out for you, especially between now and August 31st, right?

Yes, but I have great support and multiple departments as well. So it's not while we are coordinating the effort, there's great support around the city and we're doing this collaboratively together. So great to know that. Thank you.

Any other questions, comments? Okay. All right. Well, thank you, Hugo. A lot of presentations today, a lot of good information. And I think we're excited about the good work that you're going to do going forward, taking full advantage of the Safer Communities grants.

All right. Thank you, Mayor. And thank you, members of council.

So it sounds like you're comfortable generally with us submitting this. And... We we plan to bring back even better numbers than the ones he gave you in the earlier presentation after we're able to do these additional things smear that completes this prepared staff presentations for today.

Okay, all right so with that are there any regional issues. Any items of new business. All right that being number I'm going to ask the clerk to read the motion required to close session.

The motion required today is to convene a closed session pursuant to Virginia Code Section 2.2-3711A6 to discuss the investment of public funds in the LaSalle corridor where bargaining is involved in discussion in public would adversely affect the city's financial interest. pursuant to virginia code section 2.2-3711 3 and 6 for discussion of a potential mixed-use project in coliseum central that may involve the disposition of public land and the investment of public funds where bargaining is involved and public discussion would adversely impact the city's negotiating position and financial interest pursuant to 2.2-3711 a3 to discuss the disposition of publicly held real property in the downtown hampton area where discussion in an open meeting would adversely affect the negotiation strategy of the city, pursuant to Virginia Code Section 2.2-3711 to discuss the acquisition of real property for a public purpose in Hampton Road Center North, where discussion in an open meeting would adversely affect the negotiating strategy of the city, and Virginia Code Section 2.2-3711 to discuss appointments as listed on your agenda.

All right. We need a motion and a second.

So moved. Second.

Call the roll, please.

Councilman Bowman are vice mayor Brown I Councilwoman Campbell I Councilman therapy I Councilwoman Harper I Councilman muddler I may regret.

All right we will convene in closed session at a 3.15 in the loss in conference room and following the closed session Council will reconvene in the open meeting in the same location in order to certify the closed session and then proceed to adjourn the meeting. We are adjourned.