V. Implementation

A. Implementation Strategies

This section sets forth strategies for phasing and implementation of proposed recommendations. The discussion provides first a summary of recommendations and then a summary of resources to implement the recommendations. The Summary of Proposed Actions section describes phasing and implementation according to a number of variables, including agreement on priorities, availability of public funding and private financing, receptivity of the marketplace, coordination of existing organizations and groups, and establishment of a new entity to guide and manage the projects described in this Plan. In general, we recommend that the project occur in three phases, with most of the public input and organization in the early phases and with increasing private investment toward the later phases over a ten to 50-year period.

Strategy 1. Establish an implementation entity to ensure the Master Plan is initiated and the recommendations are coordinated through a central and focused group that represents all the interests of the Hampton Beach area.

The most important step to making this Plan work is the establishment of a coordinating entity. The responsible entity needs to be enabled to carry out actions and programs simultaneously on multiple fronts. It must provide a central clearinghouse for seeking and funding resources necessary to implement the plan at multiple levels of the local, state, and federal agencies, and the private sector. The entity may have to be a partnership of the Town of Hampton, State of New Hampshire, and local agencies that can collaborate and focus on implementing this Plan.

The new management entity can take the form of Business Improvement District (BID), a tax increment finance (TIF) district, or it could be managed with a local "downtown" manager such as with New Hampshire’s Main Street Program. A TIF allow businesses with a designated district to be exempt from a specified percent of taxes over a specified period. The tax rate generally increases during that period until it reaches 100 percent. The City of Concord has had very good results with TIFs. The BID typically has funding and bonding authorizations over a designated district. Main Street Programs provide technical assistance and are usually structured as a non-profit corporation guided by an active board.

One possible way to jumpstart the formation of the new management entity is to reorganize the existing Hampton Beach Master Plan Advisory Committee. Although they represent many of the different topic areas and user groups, the new entity would require people who support this plan and have specific experience with implementation such as grant-writing, marketing, and consensus-building.

This Committee or other community representatives could define and assign leadership roles for the Hampton Beach area revitalization, and designate an entity to execute and implement the master plan. This effort must have continuity and authority to lead and coordinate the implementation of the Hampton Beach Master Plan over the next ten years and beyond. Furthermore, there should be separate subcommittees that can focus on specific areas, such as signs and marketing plans. Each subcommittee would report to the larger entity that would coordinate all the activities.

All parties would have essential roles to play with the implementation of the plans and programs:

The involvement of key organizations and individuals in an advisory role should be maintained throughout the implementation process. Their participation and support is fundamental to the success of the master plan initiative.

Specific responsibilities for the new management entity would include the following:

Management

• Act as principal liaison with federal, state, and local agencies in implementation of the Plan’s recommendations.
• Prepare and manage an organized strategy for all projects requiring permits and approvals.
• Ensure conformance with all state and local regulations and ordinances.
• Implement actions and coordinate programs simultaneously on multiple fronts.

Funding

• Identify and acquire public and private funding and resources at multiple levels, including the Town, State, the Federal government, regional agencies, and the private sector.
• Identify and solicit partnership agreements with businesses, non-profit corporations, academic institutions, federal, state, and local agencies, and citizen groups.
• Approve projects for funding through various funding agencies.
• Create and adopt a prioritized list of expenditures that are consistent with the Master Plan to ensure that they are for appropriate purposes and are properly sequenced.

Support

• Monitor progress, compile data narratives, and generate annual progress reports.
• Speak to various community groups on the progress of the Master Plan.
• Update the Plan every four years as a means to ensure recommendations will meet the needs of the program goals, strategies, and recommendations.
• Hold regular meetings to coordinate all elements and activities.
• Provide recommendations concerning updates and revisions to the Master Plan.

Strategy 2. Implement the project over a series of phases that have targeted measurable goals and actions over the 50-year planning period.

This Plan envisions three stages of growth over the next 50 years. Each of the stages provides a series of steps to be implemented at the most appropriate time. To achieve the Vision, the project will need to meet the following requirements:

• Reposition Hampton Beach by changing the image of the core area
• Build on existing resources.
• Identify opportunities for access and circulation.

• Businesses need support and coordination for development and marketing.
• Recreational opportunities need public support.

A managed and coordinated program of steps and actions will also be needed to revitalize the area. Specific needs to address include:

• Identify and prioritize actions that will have immediate and visible benefits.
• Match funding, staff, and other resources with program goals and plans.
• Determine gaps in funding and support to help acquire additional resources.
• Coordinate actions and needs with other agencies and support groups.

Strategy 3. Establish early success and ensure these projects are visible with positive reactions.

Early successes are important to the viability of the project. They demonstrate positive changes can happen by providing continuity and direct results after the planning process, as well as establish a foundation and support for future changes and actions. Examples of these successes include painting crosswalks, new planters, new parking signs, and posting public notices of new beach happenings and planning efforts.

Other Existing Departments and Entities

Division of Parks and Recreation, NH DRED

The role of this state office would remain the same; however, it would have a representative to the new management entity, such as a BID. The management of the State Park would be conducted by this office as it has done in the past. However, new programs and park rules may be established in concert with the new management entity.

Hampton Beach Village Precinct

The role of the Hampton Beach Village Precinct would change substantially over the long term. It would either have to become a manager for a Business Improvement District (BID) or would have to support the actions of a BID. Initially, it would have a representative within the new management entity to ensure the Precinct was represented and could work directly with the entity. Over the long term, the Precinct could take on the role and responsibility of implementing a business improvement district for the core mixed-use area of the Beach.

Town of Hampton

To conform to the intent of the Plan, the Town of Hampton would adopt the Hampton Beach Area Master Plan and make the necessary changes to town regulations, such as the zoning ordinance. Furthermore, other town departments, such as the building and planning departments, would have to support the recommendations of the Plan. The Town would also have a representative on the new management entity.