HAMPTON NATIONAL HISTORIC SITE

STRATEGIC PLAN

Approved: April 14, 2000

Superintendent Date

TABLE OF CONTENTS

Approval page ii

Table of Contents iii-iv

I Introduction and Overview 1

The Hampton National Historic Site 1

II Mission Statement 3

Purpose 3

Significance 4

III Strategies: Accomplishing Goals 4

IV Key External Factors 6

V Goals 7

VI Measuring Results 18

VII Strategic Plan Preparers 18

VIII Consultations …..18

APPENDIX – Goal Accomplishment by Year …..19

I. INTRODUCTION

About This Plan

This is the Strategic Plan for Hampton National Historic Site, a unit of the National Park System, administered by the National Park Service, U.S. Department of the Interior. Our Plan includes our mission statement, derived from the legislation establishing and affecting this park. It contains our goals organized under goal categories and mission goals (the "in perpetuity" goals that encompass everything we do). It also contains long-term goals that describe in quantified, measurable ways examples of what we plan to achieve in the six-year period covered by this plan, October 1,1999 through September 30, 2005, federal fiscal years FY2000-2005.

The content and organization of this Plan relates to the process established by the National Park Service under the Government Performance and Results Act of 1993 (GPRA) [see following sections]. Additional copies of this Strategic Plan are available by visiting or writing park headquarters at 535 Hampton Lane, Towson, Maryland 21286. We welcome questions and comments, which should be addressed to the Superintendent at this address.

The Plan also contains a general section on strategies that briefly sketches the organization, facilities, and financial resources available to achieve the plan’s long-term goals. There is a brief discussion of "Key External" Factors" that could positively or negatively affect goal achievement. Each long-term goal has an explanation of background, detail, and other information useful to help the reader understand the goal as well as how the goal will be accomplished. After these goal explanations, there is an overview of how results will be measured. Finally, there is a listing of those who were consulted in the development of the plan and a list of plan preparers.

Each year that this Strategic Plan is in effect there also will be an Annual Performance Plan covering one year increments of each long-term goal. The Annual Performance Plan will be available by January 1^st each year. In addition to the Annual Performance Plan, we also use internal management documents to guide daily operations throughout the year. They detail the specific activities, services, and products that will be carried out or produced to accomplish goal results, and the dollars and people that will do it.

Hampton National Historic Site

Hampton National Historic Site is part of America’s national system of parks, monuments, battlefields, recreation areas, and other natural and cultural resources. Established by Order of Designation in 1948, and expanded by Public Law 95-625 in 1978, Hampton National Historic Site is located in Towson, Maryland. The Hampton estate, once the center of a vast Maryland landholding and a premier example of Georgian architecture and landscape design, was a remarkable commercial, industrial and agricultural estate forged with free, indentured and enslaved labor. Hampton National Historic Site preserves a significant remainder of the self-made 24,000+ acre agricultural, industrial;, and commercial "empire" begun in 1745, and maintained at least in part, by the Ridgely family for more than 200 years. The focal point of the site is the 33 room mansion, built between 1783-1790, one of the largest and most ornate Georgian houses in America. The surrounding gardens and grounds, dependencies and farm buildings, illustrate a portion of the plantation system based principally on slavery, which helped to support the affluent life style of the family. An important collection of site-related furnishings and artifacts relate Hampton’s cultural prominence. Containing just over 62 acres, the park preserves these resources in perpetuity and makes this valuable part of America’s heritage available to over 28,000 visitors each year for their experience, enjoyment, understanding, and appreciation

Hampton National Historic Site shares certain preservation maintenance and administrative functions with Fort McHenry National Monument and Historic Shrine. Information regarding those shared functions, including workplace diversity, employee safety and worker’s compensation, horticulture, and some preservation maintenance, can be found in the Strategic Plan for Fort McHenry National Monument and Historic Shrine.

As of 2000, Hampton National Historic Site is in the process of completing a new General Management Plan to guide the park’s management over the next ten to fifteen years. Decisions reached in that planning process, which includes significant public involvement, may result in adjustments in priorities and goals in the Strategic Plan.

The National Park Service

The National Park Service (NPS), established in 1916, preserves outstanding examples of the best of America’s natural, cultural, and recreational resources for the enjoyment, education, and inspiration of this and future generations. These resources of national significance constitute a significant part of America’s heritage, character, and future. The National Park System consists of 378 units park units located in nearly every state and territory of the nation. The National Park Service not only directly preserves these treasures, it also makes them available to millions of visitors from throughout the country and the world every year. NPS also has legislated responsibilities for natural and cultural resource conservation outside national parks in partnership with state and local governments, tribes, and non-profit organizations. These programs provide a variety of technical and/or financial assistance.

In consultation with Congress, the Office of Management and Budget (OMB) and other interested parties, the NPS developed its own implementation process to comply with the Government Performance and Results Act of 1993 (GPRA). Using an 8-step process, the NPS developed its first Strategic Plan in 1997. A copy of the current plan is available for review at Hampton National Historic Site. It is also available on the Internet at http://www.nps.gov/planning.

As part of its GPRA implementation process, NPS decided that each of its component parks, programs, and offices would develop and submit their own Strategic Plans, Annual Performance Plans, and Annual Performance Reports. These plans address applicable long-term goals in the NPS Strategic Plan and may add goals specific to their own legislative mandates, missions, resources, visitor services, and issues needs. The local plans are generally a blend of national and local missions and goals.

Government Performance and Results Act of 1993 (GPRA)

GPRA is one of the most recent and comprehensive of a number of laws and executive orders directing federal agencies to join the "performance management revolution" already embraced by private industry and many local, state, and national governments.

In a nutshell, performance management uses performance goals based on an organization’s primary mission to guide daily actions and expenditures. Importantly, goals must be quantifiable and measurable results or outcomes, rather than efforts or outputs such as activities, services, and products. The established and proven performance management approach is to establish goals – allocate resources to accomplish those goals – take action/do the work – measure results – evaluate and report performance – use evaluation to adjust goals and reallocate resources – and continue the loop. This process sharpens our focus on accomplishing our mission in the most efficient and effective ways, and holds managers and employees accountable on a clear and measurable basis.

The approach seems so elegantly simple and logical that one is compelled to ask, "Isn’t that what everyone is already doing?" In fact, most federal agencies have not traditionally done business this way. They have been funded by programs and activities rather than by goals. Too often they have conducted business year after year based on what they have always routinely done, rather than in pursuit of mission-oriented goals. Too often they have not measured their performance in terms of results achieved, but rather in level of activities conducted, products produced, or services provided – if they have measured performance at all. And too often managers and employees have not been held accountable for their performance in achieving concrete, results-oriented goals, and have not communicated the outcomes of their work to their important constituencies – the American people, the Congress, even the President. So performance management, as embodied in GPRA, is new, revolutionary, and vitally important to a more effective, efficient, and credible federal government.

This Plan is much more than just a response to legislative mandate, however. The law was a catalyst that caused the park staff to reexamine daily activities and routine products and services, as well as funding and staffing expended to accomplish them. It motivated and energized us to make sure these things are aligned with the mission of the National Park Service and the Hampton National Historic Site, and the long-term goals established to achieve those missions. The results, we believe, will be better planning, better management, and better communication among ourselves and with all of our constituencies and stakeholders, about where we are, where we need to be, and how we are going to get there most effectively and efficiently.

II. MISSION

At Hampton National Historic Site, the National Park Service preserves an unmatched assemblage of cultural resources of this rare commercial, industrial and agricultural estate in the Chesapeake region. The park interprets these resources and the activities of the family and workers who lived and labored on the estate as it took shape and changed over the 18^th and 19^th centuries.

The mission statement of the National Park Service at Hampton National Historic Site grows from the park’s 1948 Order of Designation, supplemented by Public Law 95-625.

Our mission statement is a synthesis of our mandated purpose and the park’s primary significance.

Purpose:

• The purpose of Hampton National Historic Site is To preserve unimpaired the cultural resources of this rare, commercial, industrial and agricultural estate in the historic Chesapeake region; and
• To interpret how national events and social change are revealed in the site’s resources and the interrelationships of the family and workers who lived and labored on the estate as it took shape and changed in the 18^th and 19^th centuries.

Significance: The primary significance of Hampton National Historic Site can be summarized as:

• The 1790 mansion is one of the largest and most ornate late-Georgian houses in America: Hampton was the first national historic site recognized for its architectural significance.
• The home farm and domestic landscape are the core of what was once an immense estate, and include rare surviving examples of multiple slave quarters, representing an economic system based on slavery.
• Important and internationally recognized collections of site-related furnishings, fine and decorative arts and estate equipment represent and relate the social and economic activities of the residents.
• The 18^th and 19^th century cultural landscape surrounding Hampton Mansion is rare and exceptional, reflecting formal English landscape design principles with great integrity.
• Written, photographic and archaeological records provide comprehensive documentation of the people and activities of the estate.

Legislative Intent: Although the park’s Order of Designation cited architecture as its most significant resource, Congressional testimony from Public Law 95-625 shows a clear intent to expand the park purpose to include the people and activities of the estate.

III. STRATEGIES: Accomplishing Goals

We plan to accomplish our goals using the organization, facilities, and financial resources summarized below. These paragraphs should give our partners, stakeholders, and the public a better understanding of what the we are trying to accomplish, and how we plan to do it.

Organization

A Site Superintendent leads the Hampton National Historic Site staff, and reports to the General Superintendent of Fort McHenry National Monument and Historic Shrine. Staff is organized into four operating divisions: Museum Services, Interpretation and Visitor Services, Maintenance, and Administration. Most of Hampton Administrative Services and Maintenance are provided or funded from Fort McHenry. Staff expertise and specialties include three permanent park rangers, one curator, one part time museum technician, one secretary, and one gardener. A Horticulturist is shared with Fort McHenry. The preservation maintenance crew of one mason supervisor, one mason, and one masonry worker, is funded by Fort McHenry. There are normally two seasonal (temporary) park rangers in interpretation, and one seasonal ranger or museum technician in museum services. Approximately 65% of both visitor services and museum services are provided by volunteers

Our staff will be supplemented and/or supported by assistance or expertise from various other NPS parks and central offices, and/or and other partners or organizations. Staff from the National Park Service’s Philadelphia Support Office will work with us to assess and improve our interpretive programming for Goal IIb1. The Northeast Regional planning office will help us complete and plan implementation of a new General Management Plan. The Northeast Region Building Conservation Branch in preserving and adapting the farm house and slave quarters for educational programs to help achieve Goals IIb1 and IIa1. Historic Hampton, Incorporated, and Preservation Maryland will help us fund and complete research relevant to goals in preserving archaeological resources and cultural landscapes, and increasing visitor understanding and appreciation. In addition to helping accomplish education and visitor service goals through literature sales and donation, Historic Hampton, Inc., will operate the park interpretive shop and sponsor or conduct a series of interpretive seminars. The park will continue to consult with the State Historic Preservation Office for guidance in treatment of historic resources.

Facilities

Park facilities are housed almost exclusively in historic structures. One metal shed houses maintenance equipment storage, while maintenance offices, woodshop, and additional storage are dispersed in a number of historic structures. Most functions are housed in Hampton Mansion, with park offices in the basement, one room each on the first floor set aside for visitor contact and interpretive sales, two floors of furnished room interpretive exhibits, and one floor of museum storage. Additional museum storage is located in assorted historic outbuildings. One historic structure is used for employee housing for on-site protection and management of park resources. A 22 car parking lot and paved driveway provide access and parking, with additional parking on stabilized turf.

Financial Resources

Financial resources available to achieve the park’s goals include an annual base operating budget of approximately $628,000, which funds a work force of seven permanent positions and up to four seasonal positions. This work force will be supplemented annually by approximately 1,500 hours of Volunteers-in-Parks service, assistance from the park cooperating association and friends group Historic Hampton, Inc., and special project and program funds distributed by the National Park Service regional and Washington offices. Achieving our goal performance targets is critically dependent on our base funding and on these additional project funds, volunteers assistance, partnerships and donations. Therefore, in order to plan and organize our goals and the work to accomplish them, all funding and staffing sources and major alternative sources of support and work, have been estimated and included in developing our Plan.

Please note that the goals in this plan assume a "flat budget." Other than increases for inflation, we assumed no major increases in funding. Where increases in appropriations were known or are likely, they were taken into account. Where other funding sources (donations, fee revenues, etc.) were "reasonably assured", they too were taken into consideration when setting performance targets. Obviously, limits on funding constrain what can be accomplished toward our goals and mission. GPRA, however, is distinctly not about discussing budget shortfalls or requesting or justifying additional funding. Rather it is about planning, managing, and communicating what we can accomplish with what we already have. Performance target numbers speak for themselves about how well funded we are to accomplish our mission, and where targets are low, additional budget discussions might be generated. But this is not the primary purpose of the plan.

We would, however, be remiss in our duties as stewards of the priceless natural and cultural resources that are in our care if we did not duly note that we sincerely believe we are under-funded and under-staffed to fully achieve our important mission and goals. We also recognize, however, that we are but one of many worthwhile federal enterprises which compete for scarce tax dollars, and we are pursuing a wide variety of alternative management, funding, and staffing scenarios to supplement our appropriations. In the meantime, we welcome the opportunity to respond to the requirements of GPRA with this Strategic Plan and its companion documents to better plan, manage, and communicate how - and how well - we are achieving our mission through performance goals supported by existing, and largely flat, levels of funding.

Program Evaluations

The strategic plan was created and evaluated with input from park staff, other National Park Service Offices, partners, volunteers, and the public. Evaluation of the previous strategic plan, and adjustment of annual goals, occurred each year in consideration of progress toward goals, staffing patterns, and availability of both NPS and partner funding. Tools for evaluation included standards from the List of Classified Structures, Museum standards, volunteer statistics, visitation figures, visitor use surveys, and comments from visitors, staff, and partners. An annual accountability review (ACT) instituted by the Northeast Regional Office provided a new framework for evaluation as well. The General Management Plan public review process also allowed significant feedback on public expectations and opinions regarding Hampton National Historic Site.

Reviews pointed out the extensive amount of effort required to maintain status quo in certain goals, such as maintaining historic structures and increasing the number of buildings on the List of Classified Structures that are in good condition. Some structures, such as the Hampton Mansion, require extensive investment in time and money to maintain good condition, leaving few resources to upgrade outbuildings to good condition. A $750,000 donation allowed re-roofing, stucco repair, woodwork repair, plastering and painting in the Hampton Mansion over an 18 month period. Yet all of this work resulted in only a one building increase in LCS structures in good condition. Annual work plans and evaluations reflected the park’s dependence on NPS project funds or donations to make progress on most resource preservation goals.

The park annual goals will continue to be evaluated and adjusted each year. Adjustments to annual goals will be made to reflect any funding increases, donations, changes in staffing patterns, or other factors affecting productivity. The Strategic Plan is evaluated every three years and adjusted based on those factors and progress made toward established goals. It is likely that Hampton National Historic Site goals will be adjusted in accordance with a new General Management Plan, scheduled for completion in fiscal 2001.

IV. KEY EXTERNAL FACTORS

Park management and staff can plan, manage, and control much of what occurs in the park. Sometimes they can influence factors external to park boundaries that affect the park. Other factors, such as natural events, are beyond managing or influencing. All of these things can negatively or positively affect goal outcomes. A few of the most important or most likely are briefly identified below. This is not an exhaustive list but simply those factors that are most likely to influence outcomes at the time this plan was written.

• The cost of maintaining and restoring natural and cultural resources are escalating.
• The implementation of new programs that emphasize wise use of limited resources and sustainable practices.
• The National Parks and Omnibus Act of 1998 (Public Law 105-391) established major new responsibilities for concessions management, employee training and career development, natural resources inventory and monitoring, and cooperative research studies.
• Assistance from Fort McHenry NMHS is required on a daily basis in the form or a preservation maintenance crew of three. Fort McHenry also provides administrative support for Hampton.

V. GOALS

Goal Categories and Mission Goals

The NPS performance management process requires all units of the NPS to organize goals and efforts under four goal categories in broad, nationwide, "in perpetuity" mission goals that state ideal future conditions. These mission goals encompass all we do and a brief explanation about each one is below.

Goal Category I Preserve Park Resources

This category addresses all goals that relate to the condition of natural and cultural resources and the acquisition of knowledge from and about them. It includes the concepts of biological and cultural diversity to ensure park resources are preserved and interpreted in relationship to the broader ecosystem and cultural context that extend beyond the park to nearby lands. Park cultural context means that park resources are managed in relation to other historical events or cultural processes.

The mission and long-term goals in Goal Category I am inclusive of the mandate regarding parks in the NPS Organic Act:

"…to conserve the scenery and the natural and historic objects and the wild life therein…"

The long-term goals related to this category are shown in the next section and include the protection, restoration, or maintenance of ecosystems, rare or endangered plant and animal populations, archeological and ethnographic resources, historic structures and cultural landscapes, museum objects, and research collections. Mission Goal IA focuses on the condition of these resources. Mission Goal IBC on obtaining and using scholarly and scientific knowledge about resources to make better informed decisions.

Goal Category II Provide for the Public Use and Enjoyment and Visitor Experience of Parks

This category includes all goals for visitor satisfaction, enjoyment, safety, appreciation, and understanding. It includes the mandate found in the NPS Organic Act "to provide for the enjoyment of the [resources] in such manner and by such means as will leave them unimpaired for the enjoyment of future generations."

The long-term goals related to this category are shown below and include programs, facilities, services, and recreational opportunities affecting the enjoyment, understanding and safety of visitors from all over the nation and the world. Mission Goal Ii covers facilities and services such as visitor centers, campgrounds, road and trails, recreational opportunities and keeping visitors safe. Mission Goal Ii is about helping visitors learn more about park resources and significance so they will enjoy their visit more, support preserving this country’s heritage, and gain a better understanding of the experiences and peoples that built this nation.

Goal Category III Strengthen and Preserve Natural and Cultural Resources and Enhance Recreational Opportunities Managed by Partners

This mission goal refers to the legislated NPS partnership programs that assist others outside of park units to preserve our natural and cultural and recreational resources. It does not apply to Hampton National Historic Site at this time.

Goal Category IV Ensure Organizational Effectiveness

This category includes all goals that support the mission of the park and the NPS, and the focus is on governmental processes rather than the results. Goals in this category measure various workplace standards and cover those things that will help us be more responsive, efficient, effective, and accountable.

Long Term Goals for Hampton National Historic Site

Long-term goals are examples of how we will make progress toward the mission goals above, and how we will contribute to nationwide NPS goals during the period of this Plan. The numbering sequence for long-term goals follows that of the NPS Service-wide plan so that our contributions can "roll up nationally" into NPS accomplishments. Goal numbers may not be consecutive - where numbers are left out, an NPS goal does not apply to Hampton National Historic Site. Associated goals that are similar to NPS goals but not identical with NPS criteria, optional goals, and goals specific to this park contain a zero (0) or an X in the number. Goal categories and mission goals are in regular type. Long-term goals are italicized. Each year, by January 1^st we will also produce an Annual Performance Plan that shows how much of each long-term goal we intend to accomplish during that fiscal year. We will assess what we actually accomplished in an Annual Performance Report at the end of each fiscal year.

Goal Category I – PRESERVE PARK RESOURCES

MISSION GOAL: Cultural and natural resources at Hampton National Historic Site are protected, preserved and maintained in good condition.

Ia5 Historic Structures – By September 30, 2005, 17 structures (38%) of Hampton National Historic Site’s 45 historic structures on the 1999 List of Classified Structures are in good condition.

The park had a total of 45 structures on the List of Classified Structures, the NPS official inventory and database of importance historic structures, as of the end of 1999, the baseline year for this goal. Fifteen of those structures were already determined to be in good condition, i.e. requiring only routine and cyclic maintenance, but no major repair or rehabilitation. Structures include everything from paths and walkways to small outbuildings to the Hampton Mansion. Planned work will include all routine maintenance to keep the 45 structures in good condition, with emphasis on maintaining the most significant structures, such as mansion, slave quarters, and farm house, in good condition. Additional work will be performed to restore two structures: the farm house and slave quarters three, using funding from a Maryland State Bond, a Department of the Interior Save America’s Treasures Grant, and funds donated by Historic Hampton, Inc.

Measuring goal achievement and verification of measures will be by one-the-ground inspection, photo documentation, completion reports, and inspection by park staff, a Historic Architect from the NPS Boston Support Office, and a representative from the New Hampshire Historic Preservation Office.

Measurements will report structure condition as good, fair, or poor, based on criteria established in the List of Classified Structures, which reads as follows:

Fair: The structure is in fair condition if either of the following conditions is present:

b) There is failure of a significant feature of the structure.

Poor: The structure is in poor condition if any of the following conditions ispresent:

a) The significant features are no longer performing their intended purpose; OR

b) Significant features are missing; OR

c) Deterioration or damage affects more than 25% of the structure; OR

d) The structure or significant features show signs of imminent failure or break-down.

Ia6. Museum Collections: By September 30, 2005, 48% of preservation and protection standards for park museum collections are met.

Hampton has a total of 983 applicable collection standards to measure on the NPS Checklist for Preservation and Protection of Museum Collections. This checklist is the official NPS measure of the environmental, security, and fire protection conditions needed to preserve and protect museum objects. As of the end of 1999, the baseline year for this goal, the park met 507 of the 1082 standards then being considered, or 45%. Upon eliminating standards that were not directly applicable to Hampton in FY2000, applicable standards changed to 932, and standards met to 461, with the same percentage being met. Hampton has a large number of standards to meet because its collections are stored in a large number of historic structures, each of which must be rated separately for all applicable standards. Hampton’s ability to meet standards is hindered by the need to store collections objects in a variety of historic structures lacking appropriate climate control, fire suppression, and security systems.

Annually, work will include all routine housekeeping, maintenance, cataloging, and inventory control to continue the conditions currently meeting standards. Additional work will be performed annually to meet additional standards of the checklist as allowed by donation or project funding. Goal accomplishment will be affected by completion of and priorities set by General Management Plan. Measuring goal achievement will be through the completion an annual evaluation of goals meeting the standards established on the NPS Checklist for Preservation and Protection of Museum Collections by the park management team including the park superintendent, chief of area services, chief of visitor services, and park curator.

Ia07- Cultural Landscapes - By September 30, 2005, the elements of Hampton’s cultural landscape are routinely maintained and protected in good condition while the site is evaluated through a Cultural Landscape Report.

The cultural landscapes of our national parks provide the physical environment associated with historical events and reveal aspects of our country’s origins and development through their form, features, and use. They also illustrate the relationship among the park’s cultural and natural resources. The Cultural Landscapes Inventory (CLI) is an agency-wide database, which will comprise an inventory of all park landscapes having historical significance when it is fully completed. The current condition of a cultural landscape is based on criteria from the Resource Management Plan Guideline and Software Manual (1994).

Good Condition - Indicates the landscape shows no clear evidence of major negative disturbance and deterioration by natural and/or human forces. The landscape's cultural and natural values are as well preserved as can be expected under the given environmental conditions. No immediate corrective action is required to maintain its current condition.

Annually, the park will manage the landscape to maintain its existing condition through the completion of basic maintenance and preservation work, repairs from storm damage and construction, and resource protection patrols. Measuring goal achievement will be through the completion of an annual evaluation of landscape condition by the park management team including the park superintendent, chief of area services, horticulturist, and cultural resource specialist. Without a professional evaluation, but based on the professional knowledge of park staff including the staff horticulturist, park management estimates that 40% of the one landscape at Hampton is in good condition.

Mission Goal IBC - Hampton NHS contributes to knowledge about natural and cultural resources and their associated values; management decisions about resources and visitors are based on adequate scholarly and scientific information.

IB2a - Archeological Baseline – By September 30, 2005, Hampton’s archeological sites inventoried, evaluated and listed in the National Park Service ASMIS is increased from 0 listed in FY 1999.

Knowledge about archeological sites and their conditions is crucial to managing them well. This goal is about inventorying and evaluating archeological sites not previously inventoried and evaluated and is measured by the number of sites added to ASMIS after FY 1999. Hampton is beginning an archaeological survey in 2000 which may result in the discovery of sites and sub-sites to add to the ASMIS.

IB2b. Cultural Landscapes. By September 30, 2005, Hampton’s Cultural Landscape Report will be completed, and a landscape treatment plan will be in effect to maintain the landscape. [By direction of regional office, achievement of this goal is not projected during the life of this plan.]

The cultural landscapes of our national parks provide the physical environment associated with historical events and reveal aspects of our country’s origins and development through their form, features, and use. They also illustrate the relationship among the park’s cultural and natural resources. The Cultural Landscapes Inventory (CLI) is an agency-wide database, which will comprise an inventory of all park landscapes having historical significance when it is fully completed.

Hampton is in the process of completing a Cultural Landscape Report to document the cultural landscape and to provide a tool for its long term management. In addition, a Cultural Landscape Inventory will be completed that will provide information including a description of the location, historical development, landscape characteristics and associated features for an agency wide database. The Cultural Landscape Report and Landscape Treatment Plan are scheduled for completion before the end of 2001. The Cultural Landscape Inventory will contain information on the location, historical development, and current condition of landscape features. The criteria for determining condition, (good, fair, poor), is consistent with Resource Management Plan Guideline definitions. The Level 0 Cultural Landscape Inventory is scheduled for completion in 2001 and will include basic information (name, location, and brief description). The Level II Cultural Landscape Inventory is scheduled for completion in 2002 and will include a condition assessment.

Ib2c- Historic Structures Baseline – By September 30, 2005, 100% of Hampton’s historic structures included on the FY 1999 List of Classified Structures (LCS) have updated information in their LCS records.

The List of Classified Structures (LCS) is the primary computerized national database containing inventory and condition information on the estimated 45 park historic and prehistoric structures at Hampton. Structures on the LCS are on, or eligible for, the National Register of Historic Places, or are otherwise treated as cultural resources. The LCS data, particularly condition and impact data, needs to be updated at regular intervals.

At of the end of FY 1999, data on 45 structures in the parks were in the database; all of the data needs to be updated over the five-year period, FY 2000-2005. That is, by September 30, 2005, data elements of all LCS records will be current to the reporting period FY 2000 to FY 2005.

Ib2F. 30% of parks have historical research that is current and completed to professional standards [from FY99 baseline of 27 parks to 117].

The park does not anticipate progress on this goal this period, but will continue to add to our existing research files. The goal will be measured through completion of historic resource study. Pending funding or contracting of full studies, Hampton’s historical research baseline will be increased through grant-funded oral history, archaeology, and archival work, and historic furnishing plans. Each historic room furnished exhibit requires extensive research into both library, collections, and archives at Hampton, the Maryland Historical Society, Winterthur, and other locations to explore objects, inventories, correspondence, photographic collections, diaries, etc. The information gained documents accurate furnishing plans and adds significantly to our knowledge of the people and activities of the mansion as well as the objects. The plans for the Drawing Room and the Parlor will be completed during the life of this strategic plan.

Goal Category II – PROVIDE FOR PUBLIC ENJOYMENT AND VISITOR EXPERIENCE OF PARKS

Mission Goal IIa - At Hampton visitors safely enjoy and are satisfied with the availability, accessibility, diversity, and quality of park facilities, services, and appropriate recreational opportunities.

IIa1 – Visitor Satisfaction - By September 30 2005, 95% of visitors to Hampton, who use the park for more than recreational opportunities, are satisfied with appropriate park facilities and services.

For the past several years approximately 25,000 people have visited the park annually. This goal works to ensure visitor satisfaction with the facilities and services available to them. The mission of Hampton focuses on history and cultural resources. Located within the suburban environment of Baltimore County, the 63 acres of the park grounds are also used by visitors for recreational purposes. Based on the park mission only limited, non-intrusive recreational activities are permitted. These include walking and jogging on the park roads and trails. Organized sporting activities, golf, soccer, etc., are not permitted. The park is not managed for visitor satisfaction with recreational opportunities, as those are outside the mission.

This goal measures visitor satisfaction with facilities including the visitor reception areas, exhibits, restrooms, walkways and roads. It measures visitor satisfaction with services such as assistance from park employees, park brochure, ranger programs, and bookstore, as well as opportunities such as sightseeing and learning about history and culture. A visitor survey designed by the NPS and conducted at Hampton in 1998 established the initial baseline for visitor satisfaction with facilities and services. The questionnaire distributed to the public included an overall quality question used as the primary measure of visitor satisfaction. A visitor is "satisfied" if the response to the question is either "very good" or "good". That survey showed an 88% satisfaction rate. Measuring goal achievement will again be through the completion an annual visitor survey.

IIa 2 – Visitor Safety - By September 30, 2005, the number of Hampton visitor accident/incidents is reduced 10% from the FY 1992- FY1996 five- year annual average of 6.96 to 6.22 per 100,000 visitor days, or one incident or less.

Hampton has approximately 25,000 visitors annually. There was only one visitor accident during the base year period of 1992-1996, and none during the period from 1997 through 1999. A serious accident is defined as an accidental event that results in serious injury or illness requiring medical treatment; a death, or involves direct use of, or interaction with, park facilities, roads, waters or resources. Serious injuries and deaths resulting from operating a motor vehicle or vessel under the influence of alcohol or drugs are also reported. To be able to equally compare parks nationally the visitor safety incident rate was developed (at a low baseline of X per 100,000 visitor days).

The Hampton five-year goal is to have one or fewer accidents, reducing the visitor safety incident rate per 100,000 visitor days by at least 10%. Because of the site’s relatively low visitation, statistical changes based on 100,000 visitor days are reflected very slowly. This will be accomplished by working to maintain safe facilities, dispensing safety information through printed and verbal means to visitors, and contacts with visitors involved in unsafe activities. Analysis of case incident report files will identify the primary sources of accidents and where the greatest improvements can be made. Measurement of this goal will be through applying the visitor safety incident formula to total annual accidents. Because Hampton has only approximately 2,873 visitor days per year, it will take years for any noticeable change to occur in the rate, even if no accidents occur during the entire period of the plan.

Mission Goal IIb – At Hampton, visitors and the general public understand and appreciate the preservation of the park and its resources for this and future generations.

IIb1 – Visitor Understanding and Appreciation - By September 30, 2005, 70% of Hampton’s visitors, who use the park for more than recreational opportunities, understand and appreciate the significance of the park.

As explained above, measurement of this goal will also not be applied to recreational visitors. The purpose of this goal is to ensure that visitors leave the park with more than satisfaction with facilities and services. The park will work to ensure that visitors have a learning experience to appreciate why Hampton is important. Visitor understanding is defined as "to grasp meaning." Measurement of this goal is through survey of visitors and measures their ability to identify elements of park significance. In a survey conducted during July of 1998, 62% of visitors reported an understanding of park significance by mentioning at least one of the elements listed above. A number of additional respondents indicated that Hampton was significant in learning about our history in general.

Annually, an increased emphasis on these elements will be incorporated into ranger interpretive programs to the public to increase understanding of significance. Measuring goal achievement will be through the completion an annual visitor survey.

Goal Category IV – ENSURE ORGANIZATIONAL EFFECTIVENESS

Workforce Development and Performance

IVa3A: 100% of employee performance agreements are linked to appropriate strategic and annual performance goals and position competencies;

IVa3a - Workforce Development and Performance - By September 30, 2005, 100% of Hampton’s employee performance plans are linked to appropriate strategic and annual performance goals and position competencies.

Baseline for this goal is the total number of employees, permanent and term, who have their annual performance standards linked to appropriate strategic and annual park performance goals. This goal directly ties individual performance goals to organizational outcomes. Hampton has 7 employees on the permanent and term roles as of April, 2000, and all have their standards and professional competencies linked to goals.

Annually, all permanent and term employees will have their annual performance standards linked to appropriate strategic and annual park performance goals and professional competencies. Measurement of goal achievement will be through an annual employee performance plan report produced by the park administrative officer to the superintendent indicating the number of employees having performance standards and competencies linked to goals.

Mission Goal IVa4: Workforce Diversity: The representation of underrepresented EEO groups is increased by 25% service-wide in the targeted occupational series, and the overall representation of persons with disabilities is increased by 10% service-wide from the 1998 baseline in the workforce.

IVa4a –Underrepresented Groups in the Permanent Workforce –By September 30, 2005, the number of Hampton NHS permanent positions in the targeted occupational series filled by employees from underrepresented groups is maintained at three or more. (33%).

In FY00 four of Hampton’s nine employees were members of under-represented groups in their job series: Three in the 025 Series for Park Management/Park Ranger and one in the 1015 Series for Museum Curator. One in the 025 series left the park in fall of FY01. This goal reflects the parks’ efforts to maintain or increase the representation of underrepresented groups in its workforce. The five-year goal is to show an increase of in underrepresented groups Service-wide. To achieve the goal staff filling positions will conduct targeted recruiting to reach underrepresented candidates. Staff making selections will prioritize affirmative action. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating workforce composition as it relates to underrepresented groups.

IVa4b –Underrepresented Groups in the Temporary Workforce –By September 30, 2005, the number of Hampton NHS seasonal/temporary positions in the targeted occupational series filled by employees from underrepresented groups is maintained at two.

The National Park Service workforce does not reflect the diversity of minorities, women, and individuals with disabilities identified in civilian labor force figures in certain occupational series. In FY1999 there were 2 women (one minority) in the temporary and seasonal workforce at Hampton. The park will continue to recruit and hire qualified minorities, women, and individuals with disabilities in all occupational series, but particularly in those targeted occupations and grade levels where they are underrepresented to achieve consistency with their percentages of representation in the civilian labor force. To achieve the goal, staff filling positions will conduct targeted recruiting to reach underrepresented candidates. Staff making selections will prioritize affirmative action. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating workforce composition as it relates to underrepresented groups.

IVa4c- Individuals with Disabilities in the Permanent Workforce - By September 30, 2005, the total number of Fort McHenry/Hampton permanent positions filled by employees with disabilities is increased from 1 in FY 1999 to 2 in FY.

This goal reflects the park’s efforts to increase the representation of employees with disabilities in its workforce. The administrative offices are combined for Fort McHenry and Hampton, and are located at Fort McHenry. Due to the limited size of the Hampton staff and nature of work to be performed at the site, it was unrealistic to set a specific numerical goal for this annual plan. The park is committed to increasing diversity in the workforce, and will recruit and hire qualified individuals with disabilities in occupational series where reasonable accommodation can be made. An individual with a disability is defined as a person who has a physical or mental impairment that substantially limits one or more major activities, has a record of such impairment or is regarded as having such an impairment. The five-year goal is to show an increase to one individual with disabilities in the permanent workforce between Fort McHenry and Hampton. To achieve the goal staff filling positions will conduct targeted recruiting to reach underrepresented candidates. Staff making selections will prioritize affirmative action. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating workforce composition as it relates to underrepresented groups.

IVa4d- Individuals with Disabilities in the Temporary and Seasonal Workforce - By September 30, 2005, the total number of Fort McHenry/Hampton seasonal and temporary positions filled by employees with disabilities is increased from 0 in FY 1999 to 1 in FY 2005.

This goal reflects the parks’ efforts to increase the representation of employees with disabilities in its workforce. An individual with a disability is defined as a person who has a physical or mental impairment that substantially limits one or more major activities, has a record of such impairment or is regarded as having such an impairment. The five-year goal is to show an increase of 0 to 1 individuals with disabilities in the seasonal and temporary workforce of Fort McHenry/Hampton. To achieve the goal staff filling positions will conduct targeted recruiting to reach underrepresented candidates. Staff making selections will prioritize affirmative action. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating workforce composition as it relates to underrepresented groups.

IVa6a – Employee Safety -- By September 30, 2001, the number of Hampton’s employee lost time injuries is maintained or reduced from the FY 1992-1996 five-year annual average of 1 lost time injury.

This goal directs a park focus on employee safety and measures the number of employee work-related injuries and illnesses that take employees off the job for more than one day (the lost-time injury rate). The National Park Service has made safety a major priority. Hampton will focus on ensuring that employees think safety and work in a safe environment. The Hampton baseline of lost-time accidents is 1 (an average of accidents from 1992-1996).

The Hampton goal is to reduce the lost-time accidents to an average of less than one annually. This will be accomplished by an active safety program that supports a collateral duty safety officer (in partnership with Fort McHenry), maintaining safe facilities and equipment, training employees training, and encouraging all staff to take responsibility to advise coworkers of unsafe work practices. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating the annual lost-time accidents. Results of this goal will reduce the employee lost-time injuries.

IVa6b – Employee Compensation - By September 30, 2005, the number of Hampton’s hours of Continuation of Pay will be at or below 2.

Continuation-of-Pay (COP) hours are the result of employees missing work due to on the job injuries or illnesses and are coded as COP on the timekeeping records. Data pertaining to the COP hours are provided to the park by the Risk Management Program. Hampton’s baseline of hours is an annual average of .2 hours established from cases between 1992-1996. Over the course of the upcoming five-year period, the number of COP hours will be at or below 2.

The goal will be accomplished by an active safety program and the development of alternative work plans (light duty) for employees who are able to work in some limited capacity while injured. Measurement of goal achievement will be through an annual report produced by the park administrative officer for the superintendent indicating the Continuation of Pay hours for new workers’ compensation cases for the year. This information is compiled and reported to the National Park Service Risk Management Program.

Mission Goal IVb: The park increases its managerial capabilities through initiatives and support from other agencies, organizations, and individuals.

IVb1 Volunteer Hours. By September 30, 2005, the number of Hampton’s volunteer hours will increase from 14,000 in FY 1997 to 15,400 (10%).

This goal reports the total number of hours contributed to the park volunteer program. The National Park Service Volunteers in Parks (VIP) program, authorized in 1970, allows the National Park Service to accept and use volunteer help in ways mutually beneficial to the parks and the volunteers. Park volunteers provide a diverse range of assistance to Hampton to maintenance, visitor services, and administration. The 14,000 donated hours provided in the base year of 1997 translate to almost seven additional full-time employees on the staff. Measurement of goal achievement will be through an annual report produced by the park volunteer coordinator, to the superintendent indicating the volunteer hours contributed for the year.

IVb2A – Cash Donations - By September 30, 2005, cash donations to Hampton from a variety of non-profit, state and local agencies and friends groups annually reach $5,000 to support the mission of Hampton and the National Park Service.

This goal tracks the dollar amount of support received by the park in donations and grants from the National Park Foundation, friends groups, cooperating associations, and other public and private sources. The park maintains a donation box in the visitor reception area in the mansion. Donations and grants that are deposited in government accounts fall under this goal. In-kind donations of services, objects, contracts, studies, etc. fall under goal IVb2b. The two goals were split in FY2000, causing a change in baseline data.

IVb2B – Donations In-kind –By September 2005, in-kind grants and donations to Hampton from a variety of non-profit, state and local agencies and friends groups will be maintained at $50,000.

The park friends group, Historic Hampton, Inc., provides consistent financial assistance to the park, particularly to support special interpretive events, exhibits, and museum services. The five-year goal is to maintain a $50,000 level of donations to the park. This will be accomplished through support by park management to the Historic Hampton, Inc. for its fund raising activities, and through application for appropriate grants. Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating the dollar amount of park donations and grants for the year.

IVb4 – Fee Receipts - By September 30, 2005, the Hampton receipts from park entrance, recreation and other fees are increased from $9,300 in FY 1997 to $12,400 (33% increase).

[Hampton NHS received approval to withdraw from the demonstration fee program, which was costing more than was collected. This goal was retired.]

This goal reports the amount of receipts from all fee sources. The park began participation in the Recreation Fee Demonstration Program midway through FY97. An interpretive fee was established for mansion tours at $5.00 per person based on a comparability study of other local museums and tourist attractions. In that baseline year of FY97, the park collected $9,300 in entrance fee receipts. Under guidelines established by the Recreation Fee Demonstration Program the park is able to keep 80% of those fees to invest in backlogged resource preservation and visitor education facilities.

The five-year goal is to increase the receipts from fee collection activities by 33% over the FY97 baseline year, in increments each year. This increase will be accomplished by continuing the park’s involvement in the recreation fee demonstration program. Measurement of goal achievement will be through an annual report. The WASO Ranger Activities Division, National Fee Program will report service-wide information based on data received through the accounting system in the Park Fee Receipt Reports.

VI. MEASURING RESULTS

Progress in goals established for Hampton National Historic Site’s Strategic Plan can be measured and verified. Evaluations will be accomplished in a variety of ways, including inspection, completion reports, and user surveys. Most goals in category I, Resource Preservation, will be evaluated through site inspections or project completion reports. For example, Historic Structures will be evaluated by inspection using criteria established for the List of Classified Structures, and Collections must meet standards set forth in the NPS Manual for Museums. For goals in Category II, a survey will be used for both IIa1-Visitor Satisfaction and IIb1-Visitor Understanding. or that site inspections or completion reports is the method used on several other goals. Goals in Category IV will be verified through existence of reports, training records, position descriptions or other administrative records which document completion of projects or training.

VII. STRATEGIC PLAN PREPARERS

The following park staff members were involved in preparing this Strategic Plan:

Laura Joss General Superintendent, Fort McHenry NM&HS & Hampton NHS

Laurie Coughlan Superintendent, Hampton

Debra Sturm Chief, Visitor Services

Lynne Hastings Curator

Paul Bitzel Horticulturist

William Curtis Park Ranger

Greg McGuire Facilities Manager, Hampton NHS and Fort McHenry NM&HS

Jack Harthousen Mason Supervisor

Denise Colbert Secretary

The Superintendent is the park GPRA coordinator. She may be reached at 410 823-1309, extension 223, or through the internet at laurie_coughlan@nps.gov.

VIII. CONSULTATIONS

We consulted directly and indirectly with a variety of individuals and organizations in developing our original plan and this revision, including Historic Hampton, Inc., Preservation Maryland, and the State Historic Preservation Office. Much indirect but highly germane consultation was provided by partners and the general public through a series of public meetings and briefings for the General Management Plan. All comments were carefully considered. Comments received during the consultation process encouraged us to place emphasis on the preservation of our cultural resources and to broaden our interpretive program themes. As a result, we are continuing emphasis on preservation maintenance, and shifting emphasis and making scheduling adjustments within existing interpretive programs to increase program diversity. NPS also consulted with Congress, the Office of Management and Budget (OMB), and the Department of the Interior in the development of the NPS plan.

APPENDIX - MEASURING ACCOMPLISHMENT OF GOALS

This appendix provides a more detailed evaluation of the resources and services to be evaluated through the life of this plan. Annual performance targets are identified as steps to reach the five-year goal. Staffs responsible for evaluation and reporting are identified. A performance plan will be developed for each year that identifies the work necessary and the staff responsible to reach the annual increments of each goal.

Ia5 – Historic Structures -

Measuring goal achievement will be by on-the-ground inspection by the park management team including the Park superintendent, chief of area services, and curator. Measurements will be documented on the table below reporting structure condition as good, fair, or poor, based on criteria established in the List of Classified Structures.

LCS CONDITION DEFINITIONS:

GOOD: The structure and significant features are intact, structurally sound, and performing their intended purpose. There are no cosmetic imperfections. The structure and significant features need no repair or rehabilitation, and only routine or preventative maintenance.

FAIR: The structure is in fair condition if either of the following conditions is present: There are early signs of wear, failure , or deterioration, though the structure and its features are generally structurally sound and performing their intended purpose; OR there is failure of a significant feature of the structure.

POOR: The structure is in poor condition if any of the following conditions is present: the significant features are no longer performing their intended purpose; OR significant features are missing; OR deterioration or damage affects more than 25% of the structure; OR the structure or significant features show signs of imminent failure or breakdown.

UNKNOWN: - Not enough information available to make an evaluation.

The following table presents a list of historic structures at Hampton and their assessments:

HAMPTON HISTORIC STRUCTURES – ANNUAL CONDITION ASSESSMENT:

Ia6 – Museum Collections –

Measuring goal achievement will be through the completion an annual evaluation of deficiencies not meeting the standards established on the NPS Checklist for Preservation and Protection of Museum Collections by the park management team including the park superintendent, chief of area services, chief of visitor services, and curator. The baseline deficiencies are listed in the table below. The Checklist is maintained on a database by the cultural resource specialist.

Note: Number of applicable standards was revised in FY2000 through 80-1 report.

Ia07 – Cultural Landscape. Goal measured by maintaining existing conditions.

Ib2a – Archaeological Baseline. Goal measured by entry of archaeological site in ASMIS.

Ib2b – Cultural Resources Baseline: Cultural Landscapes. Goal measured by completion of cultural landscape inventory.

Ib2c – Cultural Resources Baseline: Historic Structures. Goal measured by number of LCS structures with updated file information. Park has 45 LCS structures

Ib2f– Historical Research Baseline

Goal will be measured by completion of historic resource study. Pending funding and completion of that study, progress to expand resource base will be through oral history, archaeological survey, archival work, and research for furnished room exhibits for the Hampton Mansion Drawing Room and Parlor.

HISTORICAL RESEARCH BASELINE:

[NOTE: On recommendation of regional office, this goal was abandoned in 2002 because no historic resource study was scheduled for Hampton during the life of the plan.]

IIa1 – Visitor Satisfaction -

Measuring goal achievement will be through the completion of an annual visitor survey with the assistance of the CPSU at the University of Idaho.

[Goals for 2004 and 2005 were adjusted in the PMDS on-line program to reflect anticipated decreased satisfaction during temporary closing of mansion to install fire suppression and environmental controls.]

IIa 2 – Visitor Safety –

A serious accident is defined as an accidental event that results in serious injury or illness requiring medical treatment; a death, or involves direct use of, or interaction with, park facilities, roads, waters or resources. Serious injuries and deaths resulting from operating a motor vehicle or vessel under the influence of alcohol or drugs are also reported. To be able to equally compare parks nationally the visitor safety incidents calculation was developed (at a low baseline of X per 100,000 visitor days). Measurement of this goal will be through recording total annual accidents. Because Hampton has only approximately 2,873 visitor days per year, it will take years for any noticeable change to occur in the rate, even if no accidents occur during the entire period of the plan.

IIb1 – Visitor Understanding and Appreciation

Measuring goal achievement will be through the completion an annual visitor survey with the assistance of the CPSU in Idaho. Achievement will be based on visitor’s ability to express knowledge of one element of the park significance:

IVa3a - Workforce Development and Performance

Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating the number of employees having performance standards and competencies linked to goals.

# of Employees with Performance Standards and Competencies Linked to Goals

* position vacant for extended period

IVa4 – Workforce Diversity. Goal is measured by number of employees from under represented groups employed in targeted job series. Targeted job series in the park include Park Ranger/Management GS-0025 and Museum Curator GS-110

IVa6A – Employee Safety. Goal is measured based on 5 year average employee injury rate.

IVa6B – Employee Safety (Worker Compensation). Goal measured by annual hours of Compensated Pay.

Ivb1 – Volunteer Hours

Measurement of goal achievement will be through an annual report produced by the park volunteer coordinator, through the chief of visitor services, to the superintendent indicating the volunteer hours contributed for the year.

[Projected decrease projected for VIP hours in 04 and 05 due to planned closing of Hampton Mansion, a major volunteer activity center, for installation of environmental controls and fire suppression systems.]

IVb2 Donations.

Prior to this strategic plan, all donations were reported under a single goal. The charts below reflect a splitting of donations between cash and in-kind. No 1998 baseline exists for the goals as they now exist.

Measurement of goal achievement will be through an annual report produced by the park administrative officer to the superintendent indicating the dollar amount of park donations and grants for the year.

IVb2a - CASH DONATIONS

IVb2b - IN-KIND DONATIONS

[* Starred donations were grants received by HHI for the park from foundations requesting no publicity. They are recorded separately here for our reference, but are reported as HHI donations in the annual cooperating association report.]

The park attempted unsuccessfully to retire this goal in FY01, to combine Ivb2a and Ivb2b to more accurately reflect the pattern of donations to the park.

IVb4 – FEE RECEIPTS

NOTE: As of the date this plan was amended, the fee demonstration program is only authorized through FY 2002. Demonstration program fees for the mansion interpretive tour are not collected during periods of construction or exhibit work which might diminish the visitor experience. Due to cyclic maintenance and exhibit work planned during the life of this plan, we anticipate receipts will vary from year to year.

ADDITIONAL NOTE: Hampton NHS withdrew from the fee demonstration program in 2002, rendering this goal obsolete from 2002 through the life of the plan.

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Last Modified: Wednesday, 22-Dec-2004 09:39:26 Eastern Standard Time
http://www.nps.gov/archive/hamp/fy01strategicplan.htm
Author: William Blair Curtis
E-mail: The park's Superintendent