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1. 1. How did you get my address?

Your address was sampled at random from a list of all addresses from the post office by ETC Institute. This is a standard service offered by the post office. It is not a city government file and no household member is named in the file.

2. 2. I received your survey, and while I own the property that it was sent to, I don’t live there. What should I do?

The resident of the property should complete the survey.

3. 3. What is the purpose of requesting the person who most recently had a birthday complete the survey?

ETC Institute randomly selected households within our jurisdiction to receive the survey. We would also like to choose, in an unbiased way, a person within each household to complete the survey. This way we ensure the results are representative of our community as a whole. While it may seem a bit strange, using the “birthday method” is a simple way to select an adult from within each household without permitting bias in our results.

4. 4. I most recently had a birthday in my household, but I am not very informed about the issues covered in the survey. Can I give the survey to someone else in my household who is more informed?

We would prefer that you complete the survey. The “birthday method” (See FAQ #3) creates the most representative sample of our jurisdiction. You’ll be surprised at how much you can contribute.

5. 5. I doubt that you are interested in my opinion, since I rarely leave my home. Should I really complete the survey?

Yes, we are here to serve all residents, and it is important to us that we get feedback from a complete cross-section of our residents. 

6. 6. If I filled out the survey when I first received it, should I fill it out again now that I have received a second copy?

No, please don’t fill it out again. The second copy is distributed as a reminder to all people selected to be sent a survey and sent again for your convenience. Thank you for completing the first survey.

7. 7. I was not sent a survey, but I would be happy to complete one, and I think you should be interested in my opinion.

The sample was designed to be as representative as possible of the population of our city, so by sending copies of the survey to people who request a copy, we would skew the sample and make the results less meaningful. However, for the 2022 survey, in order to allow all citizens to offer their input, a general public survey link will be on the city’s website, along with paper copies at designated locations, available after October 24. 

8. 8. How do you ensure the results are representative of the City?

This is the main reason ETC Institute asks demographic questions. This is how they will compare the data received to the recent Census data to ensure that it is representative and scientifically valid.

9. 9. What will be done with the results?

After survey data is compiled and analyzed by ETC Institute, City administration and staff will review your feedback carefully and make appropriate improvements in programs and services. Listening to you, our citizens, is critical to our effort of becoming a Well-Managed Government.

10. 10. Why is “Hispanic” separate from “Race”?

We want to compare the demographic profile of those responding to the demographic profile of the municipality as presented by the Census. In order to be able to do this, ETC Institute asked the race and ethnicity question the same way the Census does. The census designates Hispanic as an ethnicity, not a race.

11. 11. Are my survey answers confidential?

Yes! All individual responses to the survey are kept by ETC Institute to ensure confidentiality. ETC Institute will analyze and compile the data and present the findings to City leadership.

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1. Is there a minimum age to work with animals?

You must be at least 18 years old to work directly with animals. Volunteers often work "behind the scenes" and there is an element of risk involved. Our first priority is to keep our volunteers safe and their experience enjoyable.

2. Do you need to have prior animal experience to become a volunteer?

Prior animal experience is helpful, but not necessary to become a volunteer. You should be able to communicate well enough to follow instructions. You will also be working closely with other volunteers and staff, so you must be able to get along with others. Additionally, you should also have the ability to work independently without close supervision.

3. Do I need any particular skills to work with animals?

You should be in reasonably good physical shape to walk dogs; some are very strong and pull hard on their leash. There is a fair amount of strenuous activity involved in just about all of our animal care volunteer opportunities. If you take immunosuppressive drugs, you should speak with your physician before working with animals.

4. What's involved in the foster care program?

Foster homes are needed for many different situations. Some animals are too young for adoption, may have an injury, or may need a different environment than the Adoption Center can provide. Foster care is needed for those animals who are adoptable, but just need time away from the Adoption Center in order to grow, heal, or chill out. Foster care typically lasts anywhere from one week to a month or more. We usually try to match the needs of the foster home with the needs of the animal(s). Contact us directly if you would like to become a foster home for our animals.

5. Is there a minimum time commitment?

Yes. We ask that you commit to volunteering for a minimum of one year. We invest a lot of time and resources into training our volunteers. Having a large turnover of volunteers strains our resources and the care we can ultimately give to our animals. If you are an animal care volunteer, we ask that you be able to commit at least two hours per week, for at least one year. There are some exceptions. Please contact us with your particular concerns.

6. Am I able to drop by and work whenever I have some spare time?

We ask that you maintain a regular schedule as a volunteer. We are able to plan our day better if we know that volunteers are working at a particular time. We know that you may miss your scheduled shift due to illness, vacations, etc., but we do ask that you make an effort to follow your schedule as much as possible.

7. Are there any jobs that don't involve working directly with animals?

There is a multitude of administrative and clerical tasks that you can do. Clerical duties tend to get lowest priority in our very busy Adoption Center so help is always appreciated. There is always landscaping that needs a talented touch, as well as special events that frequently require a lot of extra hands. If you can't commit to a steady two hour per week time commitment, these opportunities might be just what you're looking for.

8. What hours are available for volunteering?

We are here from 8 a.m. to 5 p.m., Monday through Friday, with evening hours Thursdays until 7 p.m. On weekends and holidays, we are here from 8 a.m. to 4 p.m. We especially need help during morning cleaning on weekdays. If these hours don't fit your schedule, we also need help during the evenings for our off-site adoption program at area Petco stores.

9. I think I'd really like to become a volunteer. What do I do now?

Attend one of our scheduled volunteer orientations. You will learn more about us and about the volunteer opportunities we offer. We will then set up a one-on-one interview with you to discuss your availability and the volunteer areas that interest you most.

10. I'm ready to sign up! What's next?

Contact our Volunteer Coordinator. Call 757-441-5505, ext 307 or email Laurelyn Flowers.

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1. When are visiting hours?

The grounds are open everyday from sunrise to sunset.

2. What are office’s hours?

Riverside and Forest Lawn cemetery offices are open Monday-Saturday from 9:00 am to 3:30 pm.  Funeral arrangements are by appointment only. Masks are required in all cemetery offices. There are no walk-in services like grave locations. Please visit our website www.norfolk.gov/cemeteries or call us for more information.

Calvary and Elmwood cemeteries are closed to the public. Calvary funeral arrangements are by appointment only.

3. Do I need an appointment?

Yes, funeral arrangements are by appointment only. Please do not visit one of our offices without calling first. We do not accept appointments before 9:00 am or after 2 pm.

We do not offer walk-in services like grave locations. Please visit our website www.norfolk.gov/cemeteries or call us for more information.

4. I no longer want my grave; will you buy it back?

No, we do not do buy backs, sales or exchanges. Some owners have had success listing their property on Craigslist, Facebook or even local churches. Once you have a buyer, please contact us for further direction on the transfer of ownership.

5. Do you have a notary on grounds?

At this time we do not offer notary services.

6. Do you have my relative’s death certificate?

No, A death certificate may be obtained through the Department of Vital Statistics or the funeral home.

• http://www.vdh.virginia.gov/vital-records/
• General Information Number: 804-662-620

7. Where do I get a headstone?

We do not accept, sell or install headstones. We do install foundations. Contact a (licensed & insured) local monument company for assistance. 

• Dolman's Monument & Bronze, Portsmouth  757-488-0018
• ESA Monument Company, Chesapeake  757-725-0407
• Nelson Monument, Portsmouth 757-237-0735
• Norfolk Monument, Norfolk 757-853-7608
• Ogg Stoneworks, Portsmouth 757-399-4651
• Seaboard Memorials, Norfolk 757-855-3146
• Suffolk Monument, Suffolk 757-539-6845

8. Why haven’t you put down one of those little metal markers?

That is a temporary marker and are supplied by the funeral home.

We do not remove temporary markers for any reason.

9. When do I need to be in to plan a service?

Funeral arrangements are by appointment only. Masks are required in our offices. We require notice 48 hours prior to the service to better service you and the family. Please call 757-441-1752. 

NO WALK-IN SERVICES. For grave location help, call us or download our grave location app at www.norfolk.gov/cemeteries.  

To align with the governor’s estrictions for social distancing: 

•  Graveside/committal services are considered religious ceremonies for which there is no gathering limit. Masks and 6 feet of social distance are required..

• 3-person limit per family making funeral arrangements inside the cemetery office. 

• Only one family at a time will be served in cemetery offices. 

To align with the Virginia Cemetery Association, the following will become effective as of Saturday, March 28. 

• The Bureau of Cemeteries will not be use tents for services until further notice. The presence of a tent encourages people to gather under them and also provides additional surfaces where the virus may be transferred to family members as well as cemetery and funeral home staff members. 

• 3 chairs will be put out at services until further notice. Chairs encourage people to sit shoulder to shoulder which does not allow for six feet of social distancing. 

10. How many people are allowed in a grave?

There are two options: (1) Each grave may hold one full casket burial plus 2 sets of cremations or (2) Each grave may hold six set of cremations with no full casket burial.

11. Do I need a vault to be buried here?

Yes, all casket burials need them, however we do not sell them. Your funeral director will assist you.

Urns do not require an urn vault.

12. What is included in my service?

• At this time, the Bureau of Cemeteries will not use tents for services until further notice. The presence of a tent encourages people to gather under them and also provides additional surfaces where the virus may be transferred to family members as well as cemetery and funeral home staff members. 
• 3 chairs will be put out at services until further notice. Chairs encourage people to sit shoulder to shoulder which does not allow for six feet of social distancing.
• For a cremation, we provide 3 chairs, a small table that can fit the urn, flowers, pictures, etc.

13. What type of urn do I need for a cremation burial?

Any non-breakable container will do including the temporary plastic container received from funeral home. We do not require an urn vault however, we would like to know if the urn is larger than 12 x 12.

14. Do you accept credit cards?

Yes, we accept Visa and Mastercard ONLY over the phone. 757-441-1752. We do not accept any walk-in payments at the cemetery offices.

15. Are there bathrooms for public use?

One bathroom is available to the public at Forest Lawn cemetery, open 9am-3:30 pm. There are no public bathrooms available to visitors at this time at Riverside Memorial Park. Calvary and Elmwood cemeteries’ offices are closed to the public.

16. Are there services for residents of Norfolk who cannot afford burial costs?

The City of Norfolk - Human Services department may be able to help indigent residents of Norfolk with burials and cremations.

• https://www.norfolk.gov/1286/Burial-Expenses 
• Phone: 757-664-3345

17. Do you offer genealogical services?

Please use the resources listed below:

• Bureau of Cemeteries online Burial Records Search: https://www.norfolk.gov/2692/Search-Burial-Records
• Findagrave.com- Volunteer-led- Find the graves of ancestors, create virtual memorials or add photos, virtual flowers and a note to a loved one’s memorial. Search or browse cemeteries and grave records for every-day and famous people from around the world.
• Slover Library – Sergeant Memorial Collection conducts basic research to answer requests that are received via online form, email or by traditional mail correspondence. https://www.norfolkpubliclibrary.org/learning-research/local-history-genealogy/contact-us  Phone: (757) 431-7429 Email: localhistory@norfolk.gov
• USGenWeb Archives Virginia - Volunteer-led - http://www.usgwarchives.net/va/norfolkcity/cemeteries - All Norfolk cemeteries

18. How do I find a grave location?

We do not offer walk-in grave location services at this time. Please use our app which can be downloaded at https://www.norfolk.gov/cemeteries or see the maps at the front of Riverside, Calvary and Forest Lawn Cemeteries. Maps to all cemeteries can be found online at each cemeteries’ webpage at https://www.norfolk.gov/cemeteries .

19. If the owner of a grave(s) passes away, who gets ownership?

BLOODLINE HEIR OWNERSHIP

The burial rights to a lot/grave pass to all bloodline kin upon the death of the lot/grave owner.  

 Please see the following steps to determine ownership: 

1. Lot/grave owner = full ownership for burial decisions.
2. Lot/grave owner dies = equal ownership goes to the children and spouse. 
3. No children = ownership goes to the spouse.
4. No living children or spouse = ownership goes to children of the deceased children.
5. Some living children = equal ownership goes to living children of the lot/grave owner and the children of the deceased children.
6. No living spouse or children = property goes back to mother and/or father of the original lot/grave owner.
7. No mother or father = ownership goes to the siblings of original lot/grave owner.
8. No brothers or sisters = ownership goes to bloodline descendants of original lot/grave owner.
9. If original lot/grave has co-owners, ownership is shared equally with the surviving bloodline heirs of both sides.   All above rules still apply with regards to ownership.

 For burials, a bloodline heir has the right to bury someone on a first come, first served basis. The bloodline heir does not need to get permission from other bloodline heirs. 

• For transfer of ownership in the case of the sale of a grave or transfer to another person, all bloodline heirs must sign off on the transfer.

 Other ways to take over ownership of a grave/lot:

• If a person is specifically mentioned in a will, the cemetery and the location of the lot/grave must be specified. The will must be presented to cemetery manager.
•  Adopted children also count as bloodline kin, but stepchildren do not. Adoption papers must be presented to cemetery manager.

 How to make burial arrangements for a deceased who is not a bloodline heir:

• When a grave/lot owner is not able to sign for pre-need or imminent funeral arrangements, (perhaps due to a disability) an individual who has power of attorney (POA) or who is the executor for that person, can make funeral arrangements for them. POA documents and an ID must be presented to cemetery manager.

20. How do I make an installment payment toward my grave (s)? Can I walk into a cemetery office?

No, we do not accept any walk-in payments at the cemetery offices. Please send installment payments to Forest Lawn Cemetery, 100 Granby St., Norfolk, VA 23505. We also accept Visa and Mastercard over the phone.

21. Can I use a personal check to pay for a burial service?

We do not accept personal checks for burial services. We do accept money orders and cashier’s checks, (made payable to the City of Norfolk) cash and Visa and Mastercard.

22. Can I release balloons in City of Norfolk owned cemeteries?

No. A new Virginia law went into effect July 1st, 2021 that prohibits the release of balloons outdoors. The law applies to anyone aged 16 or older, who intentionally releases or discards any non-biodegradable balloons outdoors.  https://law.lis.virginia.gov/vacode/title29.1/chapter5/section29.1-556.1/

§ 29.1-556.1. Release of certain balloons prohibited; civil penalty; community service.

A. It is unlawful for any individual 16 years of age or older or other person to intentionally release, discard, or cause to be released or discarded outdoors any balloon made of a nonbiodegradable or nonphotodegradable material or any material that requires more than five minutes' contact with air or water to degrade. Any person convicted of a violation of this section is liable for a civil penalty of $25 per balloon released or discarded, which shall be paid into the Game Protection Fund established pursuant to § 29.1-101. If an individual under the age of 16 releases a balloon by arrangement with or at the instruction of an adult, the adult shall be liable for the civil penalty assessed.

B. The provisions of this section shall not apply to any (i) balloon released (a) by or on behalf of any agency of the Commonwealth or the United States or (b) pursuant to a contract with the Commonwealth, the United States, or any other state, territory, or government for scientific or meteorological purposes or (ii) hot air balloon that is recovered after launch.

1991, c. 607; 2021, Sp. Sess. I, c. 420.

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1. Question One:

Norfolk Police Department is committed to a partnership with the Center for Policing Equity and is using data driven intervention strategies and redesigning public safety systems to foster improved relations between the Department and the various constituencies within Norfolk. If you have worked with the Center in your career or have experience in implementing these strategies, provide a brief summary of the program, your role in the effort, and your evaluation of the outcome. If you have your own ideas for practical improvements in developing such efforts, set them out in your response.

Candidate A Answer:

I have not worked with the Center for Policing Equity but I have been using data driven information as part of my crime fighting strategies for a number of years.

In taking over as the police chief of [Redacted],[-] ,one of my first issues was getting control of violent crime within the city. After meeting with city officials, concerned citizens, state & local law enforcement and members of the court system it was we were all onboard to tackle this issue.

In meeting with the DA's Office and State and Federal Law Enforcement comprehensive strategy was formed. It was imperative that we worked closely with citizens and other community groups. It was a difficult task in the beginning due to lack of faith in the police department due to past bad police behavior within the community. However, I was able to get past that distrust being not from that area and being openly honest about what was needed from the community.

One of the things that we did was to identify the constant players and groups involved with the ongoing violence in the community and what factors surrounded that violence. We quickly learned from multiple present and past incident reports that a certain number of individuals were constantly suspects and or accomplices in most violent crimes within the city area. Further information linked those suspects to a particular city run by a resident within the city. Much of the street information came through concerned citizens that wanted to clean up their city. We never asked any of these citizens to appear in court or have them listed on any type of warrant.

Recognizing the dangers of local citizens getting involved with a dangerous violent [-] gang was out of the question in our formula to bring them down. In working with the US Marshalls, they brought in individuals that did [-] interactions with the gang. All actions were recorded through video and/or audio. Another part of this operation was to make sure that shooting suspects bonds were greatly increased [-] to as much 1 million dollars. As the community quickly realized that the suspects could no longer just get out of jail within 24 hours, they were more encouraged to provide needed information.

In [-], the [-] Police Department's Drug Unit completed the multi-agency Drug/Violent criminal enterprise investigation. The event targeted drug operations and the suspects involved in violent crimes within the community. The criminal round up involved over 120 federal, state and local law enforcement personnel. The operation resulted in numerous arrests for state and federal charges. The operation was one of the largest of its kind in [-]. For the years of [-] and [-], [-] had a 31% drop in overall crime. Most of the information used to identify many of the suspects was gleaned from criminal incident reports and concerned citizens. 

Without community involvement and the trust of the citizens there could be no successful operation. The operation not only helped rid the community of bad violent actors but it also acted as a vehicle for the police department to regain the confidence of the community. Because prior to my arrival the police department was in a freefall and hated by the community for past and recent abuses.

Note: A similar operation was successfully completed in [-]. 

 

2. Question Two:

The Community Based Violence Intervention and Prevention Initiative (CVIPI) seeks to prevent and reduce violent crime in communities by supporting comprehensive, evidence-based violence intervention and prevention programs based on partnerships among community residents, local government agencies, victim service providers, community-based organizations, law enforcement, hospitals, researchers, and other community stakeholders. City leaders are interested in your experience in working with this initiative or initiatives with similar expectations or outcomes, specifically including your experience in urban communities if applicable. Please include your evaluation of the success of those programs and your ideas regarding improving them.

Candidate A Answer: 

I have not worked with The Community Based Violence Intervention and Prevention Initiative (CVIP) but over the years I have worked with numerous community agencies to prevent and reduce violent crimes in the community. I recognized early on that violent crime can numerous contributing factors such as substance abuse, mental health, physical health, economics, the inability to re-integrate back into society and a host of other factors. The following are groups that I was part of and partnered with to help not only help reduce violent crime but also help heal communities:

[Redacted] Mental Health [-], which is now [-] Health [-] where I served as the board [-]. I am the Chairperson for the Committee and I also sit on the [-]. [-] manages and provides integrated mental health and Substance abuse treatment for the [-] operates with a budget of approximately $[-],000,000. While working with [-] I had my officers trained in (CIT) Critical Incident Training as it pretained to dealing with the mentally ill and substance abuse. It is well known that over 50% of individuals housed in our jails suffer from mental illness and substance abuse addition if not both. We recognize that these issues in numerous situations are contributing factors in violent crime behavior. Our department even started a [-] program partnership with [-] to assist our agency with psychiatric emergencies within the city of [-].The program allows [-] Police to contact the [-] hotline when officers respond to those types of calls. A Mobile Crisis Team (MCT) of [-] can be dispatched to access the situation The MCT then could triage the needs of the patient who are experiencing a "behavioral health crisis" and make appropriate assessment. This program is geared to solving the person's issues though treatment instead of incarceration. After starting the program was saw a reduction in calls for service to certain addresses by up 30%.

[-], I am a board member for the organization [-]. [-] is a long- term program setup in several [-] prisons that engage in a long-term training program. This program, which consists of mediation and conflict resolution, is taught to inmates. Participants in the program become trainers to the other inmates. This program helps prepare inmates for the day they are released. The skills that they learn greatly help them readjust to outside life. Through [-] released inmates are welcomed back into society, given [-], temporary housing and additional training and support. The prisons that offer [-] see significant drops in violent incidents among inmates. It is highly important to re-integrate our brothers and sisters returning back to society from incarceration. We want to make sure that they are given the best possible chance to succeed and not be drawn back to a life of crime.

A few other areas programs and partnerships I was involved were:

The [-], I am a [-] for The [-] which focuses on the intersections of criminal justice transformation and poverty. I lent my voice, profession and experiences to bring awareness to this issue. Poverty plays a role in many elements of crime and must not be overlooked.

Policing [-]: a [-] series [-] that will focus on Police Transformation, Criminal Justice Reform and Poverty,

Member, [-] Council, I am an appointed council member by the Governor [-]. The work of the [-] Council was very important. It tackled the issue of sentencing and how fines were distributed which resulted in changes made to the fine structure [-]. Most people do not have any idea how burdensome fines can be especially if you are just being released from prison without a job or a very low paying job.

3. Question Three:

The Norfolk Police Department is building its future upon the following 5 Guiding Principles: Officer Wellness, being Operationally Sound, creating a Learning Organization, understanding the Strength in Diversity, and building Principle Centered Leadership.  As a professional and public servant, how do you identify with these principles and how as the Chief would you continue to emphasize them in the Department?

Candidate A Answer: 

I support those principles.

Officer Wellness covers several areas. These areas are the beginnings of the decision-making process of officers which will influence their career and how they relate to the public. Influences such as:

Physical Health are fit or over weight, this can have an affect on how they deal with suspects and physical confrontation. A physically fit, maybe more inclined to trust their physical attributes and not resort to a baton to bring a suspect under control. While someone overweight may not make any attempt to engage in a foot pursuit per say.

Operationally Sound, it is extremely important for the organization to be operationally sound. The organization must function to have any chance of success. Everyone must understand the mission and the means to accomplish the mission. You must have the right people in the right places to move an organization forward and be successful. This success also means working with other city agencies to solve problems, to include the city government. It is imperative that the chief executive have the means to put the right people in places to move the organization forward and sometimes to reach Operational Sound there may be a need to bring in outside talent for different areas to achieve the set goals.

Creating a Learning Organization, having an organization that is open to new ideas and forward thinking is a must for a progressive agency. You want to make sure that people inside the organization clearly understand that they are expected to be forward thinkers. They are to be problem solvers not whinners with no solutions. These are the attributes that your recruiters should be looking for in applicants.

Understanding Strength in Diversity, this is truly important for an organization to understand. For the community to effectively embrace the police department they must feel like they have a stake in the department. When they see officers that look like them, there is more of a comfort level where information can flow much more freely. Officers that look like the community usually relate better to the community. They have a better understanding of why people in the community have a fear about identifying violent criminals that operate and live within the community. Not only is it important to see officers that look like the community, there must be supervisors and top police executives also that look like the community.

Building Principle Centered Leadership is important as well. Leadership in the organization must have moral base. They must be seen as being trustworthy by the community. They do not have to be perfect, but the community must trust that they will handle issues and be transparent about it. It must be a top­ down approach and those found not to be working up to this standard must go. City government must have in place mechanisms to move out those that are not fully honest and trustworthy. If you as a person cannot be trusted or believed internally then how do, we ask the public to trust that person.

As chief I would continue to embrace the ideas and work closely with the community and city government to enhance the areas.

4. Question Four:

Recruitment, selection, and retention of competent and successful law enforcement officers is critical for a community to thrive and for citizens to feel safe in their City.  Further, an inclusive and diverse police department that reflects the community leads to increased trust, cooperation, and transparency. As a candidate for Norfolk Police Chief, what experience would you bring in successful recruitment, selection, and retention of police officers and what ideas would you have to build on that experience to create a successful program in Norfolk since City leaders are very interested in creative initiatives to attract qualified candidates and ensure their longevity in the Department.

Candidate A Answer: 

During tenure at the [Redacted] Police Department I served at the Training & Recruiting [-]. My staff and I were given a task to increase minority recruits to the organization. During our first year were able to increase the number by 5% percent. However, there was interruption to my assignment due to [-]events. During my time managing recruiting we embarked on the following:

Recruiting at Historically Black Colleges and Universities in different states Recruiting at women colleges/universities in different states

Recruiting and different military exit programs Recruiting at high schools

Community recruiting (reaching out to the community for applicants) Attending recruiting fairs

I had individual officers recruiting 

My sergeant and I personally recruited Holding recruiting fairs

TV and radio recruiting interviews Recruiting from the auxiliary police ranks

These are recruiting options that I utilized in [-] 

As police chief I personally lead the charge in recruiting [-]. I utilized the changing of the guard as a means to get individuals interested into joining those organizations. I represented change and a different look and vibe that some new recruits looked for in policing. As I interview some of the new recruits most let me know that they had googled and researched me. They advised that they were looking for a change agent and agency.

In the city of [-], I partnered with local faith-based organizations and businesses to establish [-] that allowed the organizations to send mostly minority officers to the police academy. The officers signed agreements to stay at the organization a certain number of years [-]. Through this effort I was able to increase the number of black officers within the organization.

In the city of [-], I worked with the city government to change the promotion policy and introduced numerous paid stipends within the police department. These stipends paid extra [-] a year for the following:

K-9 Officer 

Motor Officer 

Detective 

Crime Scene 

Bike Officer

Community Officer 

School Liaison Officer

I also changed the policy where you could test to be a sergeant and/or detective at 2 years on the department. This was attractive to young people because they wanted to go up the ladder and have an opportunity to be involved with different assignments within the police department. Plus the extra assignment pay increased their salary. We put all these changes in our recruiting brochure, and it was effective.

As the chief I will take hard review of the present recruiting and retention program of the organization. One program I would definitely take a look at is where I read that a police department is holding a police academy at a local HBCU. I love this idea. This is great opportunity to make law enforcement part of a college/university curriculum and enroll candidates just as the military.

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1. Question One:

Norfolk Police Department is committed to a partnership with the Center for Policing Equity and is using data driven intervention strategies and redesigning public safety systems to foster improved relations between the Department and the various constituencies within Norfolk. If you have worked with the Center in your career or have experience in implementing these strategies, provide a brief summary of the program, your role in the effort, and your evaluation of the outcome. If you have your own ideas for practical improvements in developing such efforts, set them out in your response.

Candidate B Answer: 

[Redacted]'s experience with the Center for Policing Equity (Center) began just prior to the announcement of the partnership between the Center and [-] Police Department [-] in [-]. [-] was the [-] and assisted in framing the press release for the partnership. [-] made the decision to partner with the Center after the release of [-]. The data produced questions from the community about the disparities within the black and brown communities with police interactions. The Center agreed to research and analyze departmental data, provide comprehensive reports, and recommendations of best practices as it relates to the use of force. The intervention strategies are geared to the eradication of bias in policing within the city.

The Center is a national non-profit organization with a team of research scientist, community trainers, data experts, and equity specialists that gather data to from law enforcement agencies to develop fair and just systems. The Center tracks national statistics to identify the sections of racial disparities that form from police officer behaviors such as stops and use of force. The data is stored in the National Justice Database which is the nation's first database.

The letter of commitment was signed for the COMPSTAT for Justice (C4J) pilot site on [-] understanding is of the C4J program is that it provides a more comprehensive dive into disparities identified in the Justice Navigator Assessment. The Center uses empirical data to identification and assistance with the reduction of racial disparities during police interactions and promoting meaningful change within the public safety realm. Specifically in [-],the C4J program is designed to assist [-] with identifying vulnerabilities within the department, lower biases and generate lasting change. The C4J program seeks to understand the systems and situations where people invest their time are better predictors of individual behaviors and attitudes. The approach to eradicate racial disparities includes identifying and removing the systems and situations that influence those behaviors. The C4J program is designed to aid [-], the community, and local government in the creation of healthy, safe, and more just public safety systems. There are three phases of the program, needs assessment, convene on-site action team, implementing a strategic plan.

In [-], [-] was introduced to the Center's team as [-] attended meetings to better understand the partnership and the department's role in the initiative. [-] has been intensely involved in the process and has served as a point of contact for the team's implementation specialist. [-] has provided guidance, assistance, and information to assist with the needs assessment including advocating for the program, scheduling information sessions for officers, attending roll calls during site visits to gain buy in from the departmental employees, providing contact information and connecting the Center to community members. [-] has assisted with troubleshooting issues that arose during the information gathering session and dedicated [-] time to clarify practices and policies through interviews and meetings. The Center released its [-] Annual Report which highlights [-] and [-] dedication to fostering positive relationships through data driven strategies with the Center in the data driven interventions spotlight [-]. 

[-] has been engaged and involved throughout the partnership with the Center. This section will highlight some of [-] involvement with the Center over the last [-] years. [-] has an alternate role of executive level liaison for the C4J initiative. [-] regularly meets with [-], [-], to coordinate meeting agenda, site visits coordination, data, and informational requests. [-] has met with [-] and [-], [-], to provide information of data systems and assist with roadblocks for data collection. [-], [-], has requested [-] meetings with [-] to obtain understanding of departmental policies and implementation processes. [-] has provided additional information to other members of the team and has been crucial player in moving the process forward.

The Center has completed the data gathering portion of the initiative. In [-] the Center will release the data to [-] executive staff along with the recommendations to address the racial disparities that occur within the communities. The report will be provided to the participating branches prior to the release to the public. [-] will be involved in reviewing the report and selecting recommendations for implementation. As a member of the executive team, [-] will communicate the plan with officers and garner support for the implementation of the recommendations. [-] has developed a trusting relationship with the members of the Center and will continue to foster the relationship to build a cohesive and collaborative police department with partnerships that break race, culture, and socio-economic barriers. 

[-] has been a member of the [-] Police Department for approximately [-] years and has first-hand knowledge of the issues and concerns that negatively impact the department. [-] involvement with the Center, [-] approachableness, respect from departmental members will assist in fostering an environment of support making the C4J program will be a game changer for the department. While the Center can provide recommendations for improvement within the department and with community members, a commitment from the executive leadership is a priority and implementation must be consistent, fair, and equitable.

Internal procedural justice, diversity, equity and inclusion, and officer wellness are factors for practical improvements that the department reap the benefits of. Internal procedural justice is an important component to incorporate to achieve sustainable results. Research data supports the correlation between perceived internal procedural justice and external procedural justice with an indirect emphasis on community trust (Van Craen & Skogan, 2017). The practice of internal procedural justice was listed in the President's Task Force on 21st Century Policing and should serve as a guide to law enforcement officers. By officers experiencing procedurally just treatment from departmental leaders, the effects will be transferred to the citizens.

Officer Wellness is another important element that must be a top priority as it was also listed in the President's Task Force on 21't Century Policing. The factors relayed by the Center that impact racial disparities include elements of the poor officer wellness practices. Sleep deprivation, shift work, abundance of overtime, and short staffing have an impact on the behaviors that influence decisions. Officer wellness must be at the top of the department's priorities. This falls in line with the adage that says, "You can't take care of others if you don't take care of yourself".

Diversity, equity, and inclusion are principles that must be incorporated within the practice on the police department. The [-] aligns under the umbrella of the [-]. The city is committed to being a diverse, equitable, and inclusive city which includes the police department. Visual reminders should be placed in police buildings to reinforce the message along with ongoing training in the areas of diversity, equity, including, implicit biases and connection before content.

References

Van Craen, M., & Skogan, W. G. (2017). Achieving fairness in policing: The link between internal and external procedural justice. Police Quarterly, 20(1), 3-23. https://doi.org/10.1177/1098611116657818

2. Question Two:

The Community Based Violence Intervention and Prevention Initiative (CVIPI) seeks to prevent and reduce violent crime in communities by supporting comprehensive, evidence-based violence intervention and prevention programs based on partnerships among community residents, local government agencies, victim service providers, community-based organizations, law enforcement, hospitals, researchers, and other community stakeholders. City leaders are interested in your experience in working with this initiative or initiatives with similar expectations or outcomes, specifically including your experience in urban communities if applicable. Please include your evaluation of the success of those programs and your ideas regarding improving them.

Candidate B Answer: 

[Redacted] has a wealth of personal and professional experience working within the urban community setting. As a resident of [-], [-] understands the culture and environment in an urban city and the necessity for intervention and violence prevention programs. [-] is a firm supporter of Community Based Violence Intervention and Prevention Initiative (CVIPI) that reduce violent crime through comprehensive evidence-based violence intervention and prevention programs that uses partnerships with outside organizations and community members. This practice resonates with a famous quote from Sir Robert Peel, "The Police are the Public; the Public are the Police."

In [-], [-] met with members of [-] to discuss the HVIP (Hospital Based Violence Intervention Program). The program is a conservative effort to address violence with medical staff and community-based partners that provide services, planning and trauma informed care to victims. The medical staff received a [-] grant and requested police participation with the [-]. [-] was present in the planning and preparation meetings. With the onset of Covid-19, police involvement in the program was limited to the [-]. The data provided by [-] highlights the connection of violence with members of impoverished communities and the need for programs with resources to impact the root causes of violence, so there can be a reduction in violent crime. There must be an emphasis on fulfilling basic needs to eliminate disparities within housing, education, and employment.

 As a [-] assigned to the [-], [-] was the liaison for the police department on the Drug Court Program [-]. [-] responsibilities included weekly curfew checks on participants, and [-] was the eyes and ears in the streets. [-] attended weekly meetings with the drug court team which included court personnel, probation and parole, substance abuse providers and case managers. [-]'s interactions with the participants who were recovering drug addicts was respectful, courteous, supportive, and compassionate. [-] provided genuine encouragement that was appreciated and expressed during graduation ceremonies by the participants. The relationships developed in the drug court program extended to the community. Participants were not afraid or uneasy with speaking with [-] within the community. [-] continues to encourage the past participants during [-] travels with words of encouragement or just a listening ear.

The [-] Drug Court Program was [-]. In the first [-] years, [-] graduated [-] participants from the program. The program forced prosecutors and defense attorneys to become collaborators to assist with eradicating the defendant's addiction utilizing a sanctioning system in lieu of incarceration. The program offers financial savings when compared to the cost of imprisonment. The Office of Justice Programs conducted a research study of recidivism rates for drug court participants and found that approximately 16.4 % of graduates are rearrested within one year of completing the drug court program [-]. At two years, 27.5% of graduates are rearrested after graduating the program. The results indicate nearly 75% of recidivism is achieved at the two-year mark.

[-] attended the planning meeting for the [-] that was held on [-], at the [-]. This initiative was a collaborative effort between the United States Attorney's Office, [-] Police Department, [-] Sherriff's Office, [-] Probation and Parole, [-] Department of Juvenile Justice., Federal Bureau of Investigations, Drug Enforcement Agency, Alcohol, Tobacco, and Firearms, local community leaders, clergy members, and service providers. The initiative identified [-] of the individuals involved in violent crime and associated with a group involved in violent criminal activity. A letter was drafted and sent to the individuals advising of law enforcement's knowledge of involvement in criminal activity and the opportunity to attend [-]  meeting where employment opportunities, job and skill training, mental health and substance abuse treatment, counseling, housing, and other resources would be offered to effect change and stop the violent activity.

The local community members reached out to the invited individuals to encourage attendance and provide support by also attending the meeting. Although the turnout was minimal, there were individuals in attendance that met with the clergy and service providers. There was little involvement from the police department other than attending the meeting. [-] improvement to this program would be to incorporate a support system of law enforcement personnel [-]. The Chief would partner with Sherriff [-] and speak with inmates during the reentry phase of release from incarceration. The Chief can provide support and encouragement to offenders to promote change and offer inspiration to achieve successful outcomes in lieu of reincarceration.

[-] attended a meeting with [-] to discuss [-]. The program works on the premise that the public safety does not exist without public involvement. [-] creates employment opportunities for community members. The [-] program [-] increase safety and to identify individuals with hardship needs for connection to resources [-]. The [-] to develop, train, and implement the [-] program in [-]. 

As the Chief of Police, [-] would be completely dedicated and committed to this [-]. [-] understands the culture within the communities of opportunity and the benefits of positioning credible community members to assist with resolving conflict but more importantly providing resources for families.  

[-] 

[-] believes the success of a community intervention and prevention initiative is based on collaboration between partners, effective and timely communication, assessment and follow up. While working in impoverished neighborhoods in [-], [-]'s priority centered around building trust with the members of the community. [-] achieved [-] goal by being consistent, present, understanding, and available. [-] met the community members where they were and never judged for past mistakes or criminal activity. [-] respected all [-] encountered and modeled respectful behavior in the presence of other officers. In return, [-] built strong lasting relationships with community members and increased the community efficacy. Community members continual provide valuable information that impacts criminal activity, provide suggestions for improvement by law enforcement and show appreciation for law enforcement officers.

Law enforcement agencies must have a thorough understanding of the history of law enforcement and communities with little of no trust of the police. As the Chief of Police, [-] would acknowledge the history of law enforcement, incorporate opportunities for discussion with the community, ensure community engagement and relationship building are priorities for the department, support organizational partnerships and promote community involvement in solution driven responses to criminal activity.

[-] would improve these programs by implementing a mechanism to capture effectiveness of the program, include authentic community engagement for courageous conversations, afford opportunities for community members to share background stories, include media involvement to document the success of the program. [-] would be dedicated to a cohesive and collaborative relationship with the city manager with communication at the forefront for any programs or initiatives the police department commits to a partnership.

References

[-]  

Ranjan, S., Neudecker, C.H., Strange, C. C., Wojcik, M. L. T., Shah, A., & Solhkhah, R. (2022). Hospital­ based violence intervention programs (HVIPs): Making a case for qualitative evaluation designs. Crime and Delinquency, https://doi.org/10.1177/00111287221110446

Roman, J., Townsend, W., & Bhati, A. S. (2003, July). The author(s) shown below used federal funds provided by the U.S ... Recidivisim Rates for Drug Court Graduates: Nationally Based Estimates, Final Report. Retrieved December 18, 2022, from https://www.ojp.gov/pdffilesl/201229.pdf

3. Question Three:

The Norfolk Police Department is building its future upon the following 5 Guiding Principles: Officer Welfness, being Operationally Sound, creating a Learning Organization, understanding the Strength in Diversity, and building Principle Centered Leadership. As a professional and public servant, how do you identify with these principles and how as the Chief would you continue to emphasize them in the Department?

Candidate B Answer: 

The [Redacted] Police Department [-]  future will be centered around five guiding principles that will serve as the format for the department [-]. The guiding principles are Officer Wellness, Operationally Sound, creating a Learning Environment, Strength in Diversity and Principle Centered Leadership. The plan utilizes the qualitative methodology that concentrates the focus on the five-guiding principle through the use focus groups of sworn officers. The [-] team [-] consider the internal and external factors impacting law enforcement, elements of change, and the departmental mission and values. As a professional and public servant, [-] logically and familiarly identifies with the five guiding principles. [-] has incorporated the five-guiding principles within [-] leadership practices and throughout [-] career as a public servant. [-] has dedicated [-]-year career in modeling the principles that [-] is developing to shape the future of the department.[-] is dedicated and committed to accentuating the five-guiding principles as the Chief of Police. [-] behavior will demonstrate support, encouragement, opportunity, collaboration, and communication to the members of the department. As Chief, [-] will make transparency a priority not only with the departmental members but with government officials and the community members.

[-] has outlined how [-] identifies with each guiding principle and how [-] intends to amplify each principle as the Chief of Police.

Officer Wellness

As a member of the [-] staff, [-] attended a seven-day wellness retreat (Warrior Pathh) at [-]. The training consisted of wellness practices geared towards law enforcement. Policing is a stressful job and officers experience trauma and struggles and those stressors can negatively impact officers. [-] has encountered stressful situations during [-] career such as [-] and [-]. Through experience and understanding, [-] knows first-hand the effect officer wellness has on health, relationships, performance, quality of life, and the importance of coping strategies to mitigate stress. [-] assists officers with coping strategies through the peer support program. [-] received [-] certification with CISM (Crisis Intervention Stress Management) while assigned to the [-]. For [-] personal wellness, [-] is currently enrolled at [-]. 

As the Chief of Police, [-] would [-] make officer wellness a priority by ensuing officers are afforded opportunities for training in the field of human behavior, conflict resolution and communication for use in their personal and professional lives. [-] would incorporate the recommendations from the Center of Policing Equity on reducing workloads and utilizing researched data to identify best practices for overtime, provide training on healthy eating and meal preparations, and examine actual scheduling of officer personal leave for downtime and vacations. [-] is gathering information on the program Struggle Well that is geared to law enforcement wellness that can be shared with the officers.

Operationally Sound

[-] adjoins with the Operationally Sound principle with [-] philosophy of incorporating a sound strategy with operational excellence that will birth leading performance in the law enforcement industry. [-] prides [-] on being an exceptional member of the department through [-] achievements and accomplishments in reducing criminal activity, fostering positive relationships with the community, and demonstrating core values of integrity, accountability, citizenship, compassion, positive attitude, dependable and hard work. As it relates to the departmental equipment and technology, [-] continues to discover innovative and creative ways to  use technology to supplement the manpower shortages. In [-], [-] contacted [-] to inquire about Flock cameras. [-] set up a virtual meeting with [-] precinct captains to evaluate the cameras with the intention of presenting the technology to the executive staff for implementation in the [-]. [-] also shared the technology with [-] to assist with the violent crime within their properties. [-] currently has access to [-] Flock cameras around [-] properties that have assisted in the apprehension of violent individuals. [-] is in the process of procuring Flock cameras throughout the city.

As the Chief of Police, [-] would motivate departmental members to be innovative and creative with seeking technology and equipment that can assist with reduction of crime, efficient processing of data and information, and enhancing communication with outside agencies and with outside agencies and community members. [-] is involved with [-] the real time crime center [-] is currently in [-] program, and understands the benefits of incorporating evidence-based practices for decision making and policy implications. [-] would civilianize certain divisions within the department such as FOIA and the Office of Professional Standards.

Creating a Learning Environment

Life is centered on learning. Education is important but it is only a component of learning. People learn through encounters in time, place, and person. The behaviorist learning theory focuses on individual interactions within the environment. Behavior is developed over time through the process of conditioning. [-] identifies with the principle by providing opportunities for growth through accountability and learning. As a field training instructor with responsibilities of transitioning officers from the academy to patrol, [-] created near miss situations for probationary officers to enhance the knowledge. [-] provided a safe and secure environment that was conducive to constructive criticism and feedback to promote effective communication and learning.

As the Chief of Police, [-] would foster an environment of learning for officers. [-] would incorporate an "Admit it and Move On" option in the Office of Professional Standards for command handled complaints. The officer will have an opportunity to learn from their mistakes and receive discipline, training, or corrective action up to a letter of reprimand (Broward County Sheriffs Office Policy Manual, 2020). [-] would seek input from the departmental members on suggestions on where to incorporate opportunities for a learning environment. [-] would mandate regular review of body worn camera footage by departmental subject matter experts for review to enhance learning opportunities. The NPD [-] team would be the initial starting point for determining the format, as [-] recognizes the value in affording all team members an opportunity to provide innovative solutions and suggestions.

Strength in Diversity

The United States has often been referred to as the "Melting Pot" for the many cultural difference that exist within the country making it a stronger nation. [-] grew up [-] and encountered people from different cultures and backgrounds. The relationships developed has shaped [-] into the [-] is today. A [-] who accepts and respects people who are different and finds the value in diverse perspectives in decision making processes and policy formulation. [-] is cognizant of ensuring diverse departmental members are included and afforded a seat at the table. [-] incorporates the principles of equity and inclusion into leadership practices. [-] treats all people [-] encounters with dignity and respect and reveres the experiences of [-] peers. [-] has experienced the benefits of diversity in thought as it provides more creative solutions and displays strength in diversity [-] has been meeting with the [-] Diversity Equity & Inclusion (DEi) Officer to address concerns impacting diversity and morale. [-] initiated a DEi presentation for the command staff to provide education and introduce the [-] Officer to the department leadership team.

 As Chief of Police, [-] would emphasize this guiding principle by reviewing and evaluating departmental practices to ensure equity and inclusion. [-] would incorporate ongoing training for the department with DEI office and put the practices into place to foster an environment of inclusion and fair and equitable treatment. [-] would dedicate resources to recruitment of minorities to include women and African Americans and identify the barriers to success for the demographics that are not adequately represented in the department. [-] would seek to incorporate programs such as 30X30 initiative to increase the percentage of female officers nationally to 30%. The benefit of women law enforcement officers include women are less prone to use excessive force, are named in less lawsuits and complaints, seek better outcomes for victims of sex crimes, and have a reduction in discretionary arrest of minorities (https://30x30initiative.org/).

Principle Centered Leadership

Principle centered leadership identifies with servant leadership. [-] is deeply rooted in faith that is ingrained in the concept of channeling a natural feeling of being a servant and serving others before self. [-] is the definition of servant leadership by placing others well-being as a primary interest and listening to understand the needs of others. [-]  holds officers accountable for their actions but will take the time to ensure their mental well­ being is being addressed. [-] seeks to identify the root causes to rectify performance issues and concerns. [-] encourages leadership training at all ranks and meets with officers to discuss career development and opportunities for improvement.

As Chief of Police, [-] will promote, support, and encourage leadership training was recently appointed to the Advisory Committee for [-] Leadership Certificate Program. [-] membership will afford female officers under [-] recommendation an 80% discount to attend the prestigious training. [-] will ensure opportunities are present for all ranks to learn and incorporate servant leadership principles and integrate the principles into the promotional process. But most importantly as the Chief and the head of the organization, [-] will model the characteristics of principle centered leadership so that it will be obvious to all who encounter Norfolk Police Department personnel the commitment to servant leadership. The implementation of principle centered leadership will occur from the top-down approach with the executive team receiving the same training as the police recruits.

4. Question Four:

Recruitment, selection, and retention of competent and successful law enforcement officers is critical for a community to thrive and for citizens to feel safe in their city. Further, an inclusive and diverse police department that reflects the community leads to increased trust, cooperation, and transparency. As a candidate for Norfolk Police Chief, what experience would you bring in successful recruitment, selection, and retention of police officers and what ideas would you have to build on that experience to create a successful program in Norfolk since City leaders are very interested in creative initiatives to attract qualified candidates and ensure their longevity in the Department.

Candidate B Answer: 

The Norfolk Police Department (NPD) has experienced a massive reduction in manpower making recruitment, selection, and retention more critical for the safety and protection of the citizens in Norfolk. Law enforcement can increase trust, cooperation, transparency with a police department that is reflective of the community and exhibits principles of inclusivity and diversity. NPD currently employs 505 officers whose demographics do not reflect the community. NPD has approximately 67.8% of its sworn officers are Caucasian, 19.7% African American, 7.0% Hispanic, 3.9% Asian and 1% other. The demographics of the City of Norfolk according to the United States Consensus Bureau reflect 45.8% Caucasian, 40.7% African American, 8.6% Hispanic, and 3% Asian (https://www.census.gov/quickfacts/norfolkcityvirginia).

As a candidate for the Norfolk Police Chief, the experience [Redacted] would bring [-] years of experience from the [-] Police Department, [-] years of life experience, [-] years of­ experience ([-]),and  -]-year experience of residency in the [-]. Throughout [-] career, [-] has been invested in the recruitment, selection, and retention of officers on the department. [-] has been an informal recruiter from the day [-] hired on the department with the promotion of the department through word of mouth, ride along officer, and recruiting team. Every interaction is an opportunity for recruiting and it is important to model the behaviors of involvement and support during the recruiting phase.

[-] has participated in the recruitment initiatives such as being featured on the [-] recruitment website [-] inspiring a generation to join the department with the correlation of family as a branding point. [-] attends recruiting events and provide words of encouragement for the potential candidates in attendance. [-] has been involved with the oral board selection process and currently participate in the executive board selection process. [-] has volunteered for recruiting trips and provides suggestions to the team to increase recruiting efforts. [-] provides potential recruits with [-] department cell phone number along with recruitment and makes [-]self available to answer questions the applicant may have. 

Recruitment initiatives are important to attract qualified applicants especially the younger generation. The time between graduation from high school and eligibility to apply for a career in law enforcement can be injurious for a young person as adulthood emerges. It is extremely important to provide mentorship and direction for persons entering adulthood. In [-], [-] proposed an initiative called [-]. This program was geared towards high school seniors with interest in criminal justice. The student would attend a Saturday program at the Training Academy as a recruit for a day. The day would mirror a recruit class schedule including classroom instruction, physical training, lunch, scenario training and opportunity to meet officers and discuss the benefits of the job. At the end of the day, the student gains confidence in their ability and desire to do the job, relationships are formed, and the department has a potential candidate to mentor into a police recruit over the next three years. The department can employ the students upon the 18th birthday in civilian positions and assist the student with obtaining an Associates Degree in the process. The program provides educational opportunities to academically prepare the student for the vigorous classroom instruction. The State Code of Virginia under section 15.2-1705 allows for localities to hire police applicants at the age of 18 years old. This is another opportunity to bridge the gap between graduation of high school and entrance into the Basic Recruit Academy under the old regulations of 21 years of age.

[-] continually conducts informal and formal brainstorming sessions with members of the [-]. During a conversation with the Assistant Training Director, the duo began to devise a program called the [-] Recruitment Unit. [-] through recruitment, information, and relationships. The [-] Unit initiative developed out of the need to take police recruitment to where the people are. The current practices set up a recruitment table at a location and wait for "viable" candidates to engage the

recruiters. The [-] Unit will travel to locations with an untapped demographic of potential candidates such as beauty salons, nail salons, fitness centers, and community centers. The recruiting truck will require to be outfitted with a television to display the recruitment videos and tablets to allow potential candidates to review the automatic disqualifiers and submit applications or contact forms. The Training Division should offer opportunities to practice the 1.5 mile run after hours on the track and to create opportunities to engage and connect with members of the department. The key to recruitment and retention is to make potential employees and current employees feel a sense of belonging and cared about like a close-knit family by enhancing the connections with senior leaders.

The retention of officers has been a topic of contention as officers are leaving the police department to work for other law enforcement agencies, private companies, or entrepreneurship. While there are some reasons that are outside of leadership's control, there are few practices that can increase retention. As the Chief of Police, [-] will be an advocate for [-] officers. Officers need a feeling of support, genuine care and to receive fair and equitable treatment. The issues impacting the NPD did not occur overnight, there are long-standing practices with perception of inequity, unfairness, and inequality have ignited a reduction in morale along with other outstanding concerns. The key is to ensure that expectations, accountability, and consequences are standard practices and discipline, transfers, promotions, and training opportunities are fair and equitable across the rank and file.

Historically, NPD found success in recruitment and retention due to word of mouth and the strong connections officers had with the department. As Chief of Police, [-] would embrace the generational differences of the current workforce and implement strategies to foster an environment of belonging, engagement and caring. Internal transparency and communication would be top priority to ensure officers receive information and are given an opportunity to provide input. Theodore Roosevelt said, "People don't care how much you know until they how much you care."

[-] has shown empathy, care, and compassion by being present with officers, engaging officers in conversations, being approachable, open, and honest, and showing up at inopportune times to support [-] team. [-] provides [-] for officers who share [-] attends community events with the officers, employee engagement events, and supports officers in team sports events outside of the city. [-] is authentic and genuine. Although these are [-] character traits, these are also tools, [-] uses to aid in the retention of employees. 

Show All Answers

1. Question One:

Norfolk Police Department is committed to a partnership with the Center for Policing Equity and is using data driven intervention strategies and redesigning public safety systems to foster improved relations between the Department and the various constituencies within Norfolk. If you have worked with the Center in your career or have experience in implementing these strategies, provide a brief summary of the program, your role in the effort, and your evaluation of the outcome. If you have your own ideas for practical improvements in developing such efforts, set them out in your response.

Candidate C Answer: 

If selected as the Police Chief, I look forward to working with CPE to review data and processes to guide initiatives, so they are effective but do not impair community relationships. The use of data to deploy resources and implement violence reduction initiatives is paramount. Using data allows NPD to focus on those individuals and locations responsible for inordinate amount of disorder and violence. Data driven strategies should be focused on quality arrests, not quantity. By focusing on quality, we will not alienate the community by making arrests or taking enforcement actions that do not reduce specific crime conditions, such as, Zero Tolerance initiatives that focuses on sheer arrests which only impairs police/community relationships. One of my first priorities as the newly selected Police Chief will be to assess NPD's data collection and analysis capabilities.

In my experiences as a commanding officer of several commands across the Police Department and now as an Executive team member, we have partnered with Dr. Lorie Fridell with Fair and Impartial Policing, LLC which focuses on implicit bias awareness training. This training is taught in the recruit academy as well as [Redacted] to the command staff. The value of this approach was the inclusion of community stakeholders such as faith-based organization, private business, and community leaders. The training can be tiered to focus on different community groups and officer ranks.

I was responsible for leading an initiative in partnership with the Department of Justice Community Relations Services (CRS) called Strengthening Police and Community Partnerships (SPCP). This program facilitated by CRS, is designed to bring diverse communities and Police Departments together to assist state and local governments, private and public organizations, educational institutions, and community groups to resolve community-based conflicts stemming from issues related to race, color, and national origin. The program starts with selected diverse community and police planning team members, led by representatives from CRS. The results of this initiative to date have been the recognized community priorities in a specific geographical location within the city, and the [-] SPCP council. The council is committed to follow-up meetings and implementation of several solutions developed by community leaders.

In my experience as a senior leader and if selected as the Police Chief, I will establish policy that clearly demonstrates the Departments commitment to equitable, compassionate, fair, and professional policing strategies. The data collection process will include an early intervention system that alerts supervisory staff on officer behaviors related to use of force, sick time, missed court, and internal and citizen complaints. Additionally, we will create internal processes that tracks officer enforcement activities and interactions with community members. This approach layered with calls for service data, citizen contacts, traffic stops, crash locations, and Part 1 crime data will provide an accurate account of our policing strategies to City Leadership and the community we serve.

2. Question Two:

The Community Based Violence Intervention and Prevention Initiative (CVIPI) seeks to prevent and reduce violent crime in communities by supporting comprehensive, evidence-based violence intervention and prevention programs based on partnerships among community residents, local government agencies, victim service providers, community-based organizations, law enforcement, hospitals, researchers, and other community stakeholders. City l aders are interested in your experience in working with this initiative or initiatives with similar expectations or outcomes, specifically including your experience in urban communities if applicable. Please include your evaluation of the success of those programs and your ideas regarding improving them.

Candidate C Answer: 

If selected as the Police Chief, I welcome the opportunity to partner with Bureau of Justice Assistance, Department of Justice in the Community Based Violence Intervention and Prevention Initiative. One of my first priorities as Chief will be to develop a data driven, intelligence led, violent crime reduction strategy. It will include focusing on all three sides of the crime triangle: victim, offender, and location. I [Redacted] lead this initiative in my role as Deputy Police Chief. While there is no one program or approach that will prevent and/or reduce violent crime, a focused and layered approach provides the most opportunities for success. Evidence-based strategies supports Dr. David Kennedy's Group Violence Intervention (GVI) strategy where the above community partners work together to provide services that offer an alternative to criminal activity. If I'm selected as Chief, these will be the individuals I will immediately reach out to and begin implementing GVI/CVIPI so that we can begin making a dent in our GVI groups prior to Summer. I believe in the strategy and with support of City Administration, this will be a top priority.

The initiative will also include teams of law enforcement, prosecutors, probation/parole, victim advocates, community advocates, and technology all supported by data. Since implementing this initiative in [-], we've seen a significant decrease in shooting victims and overall violent crime in a [-]-year period.

The purpose of the initiative is to identify, surveil, apprehend, and prosecute violent criminals in our city in fulfillment of our primary mission to provide a safe community for all. This plan accounts for the work of patrol officers, detectives, crime analysts, forensic specialists, and our law enforcement partners at the federal, state, and local level. Inter-agency and inter-group cooperation are essential elements to the successful implementation of the initiative.

The Mission of the Violent Crime Initiative is to reduce violent crime, identify those engaged in criminal activity, and increase case clearance rates through a collaborative effort between internal and external partners.

Objectives:

Operationalize the holistic violent crime initiative vision and workflow across the department.

Institutionalize Crime Gun Intelligence processes by greatly expanding access toe-Trace and entering all casings into NIBIN.

Establish and reinforce continual and collaborative communication protocols between SI/Detective Bureau/CSS to ensure deconfliction of operational objectives and investigations.

Community outreach and transparent reporting on crime statistics, arrests, and victim advocacy.

Use of technology as a force multiplier in social networking analysis supported by an analytical based weekly review and a Real Time Crime Center.

My experience in implementing violent crime reduction strategies in urban settings spans my career as a commanding officer in differing geographical locations within [-]. The following examples reflect the diverse community outreach strategies I led in various command positions.

College [-]: Department representative that led the planning and execution of the [-], and [-] operations. Included community outreach to numerous colleges/universities in [-], other [-] communities, and [-]. Hosted community meetings, partnered with the Department of Justice, NAACP, and local faith-based leaders/organizations to enhance operational effectiveness. Used [-] to foster positive relationships between police, the community, and students by recruiting potential police candidates and recruiting volunteer student ambassadors.

Homeless Initiative: Directed the implementation of a [-] program in partnership with Department of Housing, Department of Human Services, including external partners of Volunteers of America, [-], and [-]. The program hired [-] previously homeless individuals and along with police representatives, conducted outreach to the homeless population [-]. The program had an immediate positive impact and numerous homeless individuals, and families were housed and provided services. [-] fully funded the program.

[-] Initiative: Led monthly collaboration meetings with local business, hoteliers, restaurants, and ABC establishments under the umbrella of public safety. Enhanced the [-] environment through citizen engagement opportunities, aesthetic improvements, the City Ambassador Program and in concert with [-] theme of "family - friendly."

[-] Initiative: Led the Police Department efforts to work collaboratively with public and private partners specifically, [-], [-], [-], City of [-] Public Schools, City Council liaison, City of [-] Parks- Recreation and [-], to develop a long-term self-sustaining plan to effect positive change in the [-] community. Resulted in the overall reduction in crime as well as an increased perception of community, police relations.

[-] Initiative: Over the past several years the Police Department has focused on specific geographical areas within the city which includes, [-] neighborhoods, to revitalize the area by addressing both criminal activity and neighborhood degradation in the community. The identified areas known as [-] are some of the busiest zones in the city, and they are [-] of the most patrolled areas in the city. This area borders [-] and was identified by the SPCP [-] as the focus of the initiative. Our current community engagement objectives include re-establishing a civic league, providing access to [-] all youth activities, and planning community events throughout the coming year. Our policing strategy includes a data driven focus on violent crime and priority offenders, repeat locations, and victim advocacy. These efforts are supported by a gun detection technology called Shot Spotter, which alerts officers to the location of gun fire within minutes. The value of this technology allows us to respond to gun shots without a call for service being generated. Unfortunately, the data demonstrates approximately 80% of the time citizens are not calling the police when shots are fired. Needless to say, this creates a two-fold problem for the police: first, we are unaware of shots being fired and unable to investigate further, and secondly, the community perspective is that the police do not care because we do not respond.

3. Question Three:

The Norfolk Police Department is building its future upon the following 5 Guiding Principles: Officer Wellness, being Operationally Sound, creating a Learning Organization, understanding the Strength in Diversity, and building Principle Centered Leadership. As a professional and public servant, how do you identify with these principles and how as the Chief would you continue to emphasize them in the Department?

Candidate C Answer: 

The immediate challenge during any administrative transition is how the culture of the organization will accept the new leader and how I should promote my expectations. Incumbent staff, especially those in a leadership position, may find change to be challenging. Many will question; "What changes are coming?" and "How will this affect me?". My job will be to implement the necessary changes through a smooth transition process. The best means of understanding the environment and the organization is to begin to evaluate its policies, procedures, and training protocols. Equally important is to meet with and discuss the perceptions and needs of those who work in the organization.

The five guiding principles listed above provide a solid foundation to work from in re-establishing trust throughout the organization. I fully support this approach and as a new Police Chief will prioritize them in our future processes.

Officer Wellness is listed as.one of six pillars in 21st Century Policing Strategies and essential to the health and wellness of the department. Providing support and resources for our personnel is leaderships responsibility and will be a priority for NPD under my leadership. In the past [Redacted] years the Executive team of [-] have taken several steps to enhance officer wellness to include the following: hired a full time [-] Wellness Officer reporting directly to the Chiefs office, formed a partnership with [-] and [-] to share peer support resources during critical incidents, sponsored outside training conducted by O2X related to resilience, wellness, and improving sleep, provided [-] additional wellness training opportunities, purchased [-] comfort dogs, created a [-] as a one stop shop for resources and services, and have increased our peer support membership by over 50%. We will offer numerous wellness topics of instruction to police recruits and lateral transfers and conduct Trauma Behind the Badge training [-]. Under my leadership this template will be duplicated in NPD. 

Having an operationally sound Police Department is paramount to providing quality police services to the citizens of Norfolk. The NPD must be well trained and equipped to respond to and recover from critical incidents. Given the current shortage of staff with over 200 vacancies, adding key technologies such as gun detection, integrated camera systems, LPR, all supported by a Real Time Crime Center will enhance our operational capabilities. As stated earlier, I plan to assess the analytical process as a top priority. Additionally, restructuring key positions and civilianizing positions will allow sworn staff to be placed in an operational capacity.

Under my leadership, creating a learning organization will start at the recruit level upon joining the NPD and continuing through their career. As an example, [-]  the [-] announced a [-] education partnership with [-], in which, officers who have completed a [-] would be awarded [-] credits towards a bachelor's degree at [-] with the possibility of an additional [-] credits for prior credits obtained from another college or university.

In addition to the individual degree option, the partnership has established the opportunity for officers to pursue their bachelor's degree through [-]. The [-] will consist of [-], taking classes online, in-person, or a hybrid of both, to complete their degree requirements [-] is offering the [-] option to pursue a major [-] and will include an internship component based on officer's on-the-job experience.

If selected, I would seek similar partnerships with Norfolk State University, Old Dominion University, and Virginia Wesleyan University. Additionally, I will create a Professional Development Program for officers who wish to develop their skills through law enforcement training and advanced certificates for assignment to specialized positions.

As mentioned earlier the value of understanding the strength in diversity cannot be overstated. Diversity fosters innovation and problem-solving by challenging everyone to see things from other perspectives. Having a diverse Police Department also ensures that we are attracting and retaining top talent.

Fostering public trust begins with a Police Department that is reflective of the community we serve. Norfolk is one of the most diverse communities in Hampton Roads and having representation from all cultures and races will demonstrate police legitimacy within all communities. My plan to recruit, retain, and promote a diverse workforce will be a multi-pronged approach by leveraging city resources for creating targeted outreach focused on diverse communities, using targeted digital marketing, breaking down language barriers, and unintended language biases. I will establish a mentoring program, job shadowing, and leadership training to ensure equitable access to promotions and preferred assignments.

As I have prepared for this process and opportunity, the one theme that has emerged from the rank and file up and down the chain of command, has been the need to develop those seeking leadership positions by building principled centered leadership opportunities. Author Stephen Covey discusses in his book the Four Levels of Principled-Centered Leadership which are Organizational, Managerial, Interpersonal, and Personal. Police work is not getting easier, but rather more complex, and the demands from our citizens for services are increasing. Critical thinking skills are essential at all supervisory levels and the organization is responsible for educating and preparing current and future leaders. In order for the leadership team to be successful and trusted, competent supervisors must be placed in the right positions within the organization. As the Chief, I will ensure our supervisory staff, command staff, and Executive team is provided with and exposed to professional development opportunities through advanced law enforcement training opportunities such as Virginia Association of Police Chiefs - Police Executive Leadership School, FBI National Academy, Senior Management Institute for Police, IACP training courses, and internal development training.

4. Question Four:

 Recruitment, selection, and retention of competent and successful law enforcement officers is critical for a community to thrive and for citizens to feel safe in their City. Further, an inclusive and diverse police department that reflects the community leads to increased trust, cooperation, and transparency. As a candidate for Norfolk Police Chief, what experience would you bring in successful recruitment, selection, and retention of police officers and what ideas would you have to build on that experience to create a successful program in Norfolk since City leaders are very interested in creative initiatives to attract qualified candidates and ensure their longevity in the Department.

Candidate C Answer: 

Another top priority as the newly selected Police Chief, will be to stabilize the workforce by retaining our police officers. Unfortunately, staffing challenges persist throughout the nation however, some departments are having successes in retaining their staff and recruiting new police candidates. These departments have a few things in common and [RETRACTED] has also experienced some wins in our recruiting efforts. Over the pas [RETRACTED] years, city leadership has supported the implementation of a defined step pay plan, signing bonuses for new recruits and sworn later transfers, preferred assignment opportunities, and funding for the Professional Development Program. In addition to the above, I will request support from City Leadership for the following strategies to address retention and recruitment for NPD.

Streamlined application process for out-of-town candidates

Focused on Veteran recruiting with Skill Bridge through the Virginia Department of Veteran Services Referral bouses for our NPD officers

Social Media & Marketing campaigns

Advancing women in policing through the 30X30 Initiative Option 5 DCJS Academy for out of state certified officers

Incentives such as stipends for college degrees and bilingual officers

Data driven patrol shift strategy- four, 10-hour days, no rotating shift/days off for 6 mos.

Partnership with local higher education institutions for college credits upon completion of the police academy and continuing education opportunities

The value of a diverse Police Department cannot be overstated. Traditionally, police departments have struggled with recruiting minority candidates to join our profession. More recently the national environment and sentiment about law enforcement has created hesitancy on behalf of all potential candidates, but more specifically our potential minority candidates. NPD cannot let this discourage us from thinking outside of the traditional recruiting model and find ways to attract and retain officers who reflect the community we serve. The City of Norfolk's demographics are slightly different than [RETRACTED] with African Americans making up approximately 40% of the population, while the police department is comprised of approximately 19% African American police officers. It is my belief that our best recruiters are our own police officers, and we need to capitalize on their ability to influence others to join the department. In order for this to occur, officers and especially minority officers, need to know they are valued and supported by their leadership. As the Chief, I will ensure equitable opportunities for preferred assignments and promotions along with fairness in our internal processes. Additionally, I will seek support from our communities of color, business partners, faith-based organizations, and educational institutions to enhance our recruiting opportunities.

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1. What happened to Citizen Request Tracker?

Citizen Request Tracker has been deactivated and removed from Norfolk.gov to make way for a brand new and improved online experience. On October 1, your new best friend delivered right to your favorite device via the new Norfolk.gov, MyNorfolk mobile app and online resident portal. Mobile-friendly design, easy to navigate, track service requests in real-time. Connecting with your city just got easier!

2. So what happened to the open requests I have submitted through Citizen Request Tracker?

All of the open requests that were submitted via Citizen Request Tracker are now available via the myNorfolk website.

3. How will I receive updates on the open Request Tracker requests I had?

You will continue to receive updates on your open service requests as normal until the request is closed.

4. Will my existing user name and password work via myNorfolk?

Unfortunately, no however you can establish a new user account via myNorfolk and receive:

• Status of Service Requests (Open, In Progress, Cancelled, Completed)
• Enables you to subscribe to a Service Request that you may be interested in tracking.
• GPS tracking for specific location (where cell service is available)

Additionally, should you not wish to establish a new user account, you may also utilize your existing Facebook or Google sign in to utilize myNorfolk.

5. How can I find my existing requests in myNorfolk?

You can find your existing Citizen Request Tracker service requests in myNorfolk by typing RT-and the existing Citizen Request Tracker number. You may also type the address provided and type that address in the search bar.

6. So how will the migrated service request look like in myNorfolk?

7. I am unable to find my service request address via myNorfolk, so how do I find out what’s going on with the request?

For many service requests migrated from Request Tracker, the service request address is not in a standard format for e.g. an Address as ” 114 W Ocean Ave Top of the driveway near white fence. Norfolk VA”  as in the screenshot on the right.

For such service requests, the default address attached to the service request will be “810 Union street, Norfolk VA” .Norfolk Cares Center staff will be researching through these addresses to geographically enter the right address in myNorfolk. In the interim, contact the Norfolk Cares Center for information. 

8. I remember what form I used to fill out in Request Tracker I don’t know what request type to use in myNorfolk.

Attached is a convenient crosswalk for your reference.

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1. I saw that the City of Norfolk surveyed residents about their opinions about city services. When was this done and why wasn’t I asked my opinion?

ETC Institute administered a resident survey for the City of Norfolk, VA during the fall of 2022. The survey was mailed to households across the city using a data base to ensure the sample was representative of our diverse population. After the mailed survey was completed, the city made copies of the same survey available on-line and in locations across the city to allow every resident who wished to do so to complete the survey. This opportunity was shared with residents through  the city web site, news stories and outreach in community facilities.

2. How many residents responded? Do they really represent Norfolk’s population?

922 residents responded to the mail survey. The survey asked people to describe their demographic information. To be considered representative of our residents, a total of 750 responses were needed.  It was great that our residents responded well above the minimum needed. The demographic information which people provided was  compared to the U.S. Census information to make certain the residents answering the survey were similar to the Norfolk population as identified in the 2020 Census. 

313 responses were received in the second phase of the survey responses. Since this part of the survey could be completed by any resident, it does not reflect all the Norfolk population. While not representative, these responses were important to capture the priorities and opinions of any resident who wished to be included in the responses.

3. Why did Norfolk conduct a survey and why was it in 2022?

The purpose of the survey was to objectively assess resident satisfaction with the delivery of City services and to gather input about priorities for the City. This is the first resident survey conducted since 2014. Our plan is to conduct a survey every two years so we can measure progress on work towards what residents identified as important for focus.

4. What will be done with the results?

City administration and staff will review the feedback and make appropriate improvements in programs and services.  While not every need may be addressed immediately, the priorities will help identify what residents think is most important to work on in the next two years. Listening to you, our citizens, is critical to our effort of becoming a Well-Managed Government.

5. The results talk about statistical significance and MOE. What does all that mean?

A randomized sample survey is one in which the people responding are chosen at random by the organization conducting the survey. The respondents don’t sign up to participate. 

Every randomized sample survey attempts to estimate a measurement for the full population being studied by measuring a small sample. There will always be some difference between the sample and the population.  Researchers estimate how much this difference is by using two related statistics: the MOE (Margin of Error) and the confidence interval. The 2022 resident survey has an MOE of  +/- 3.2% with a confidence interval of 95%. This means that the true population measurement for the questions on this survey would fall within 3.2% of the sample measurement 95% of the time. In only 5% (100% - 95%) of the possible measures would the population measure more than 3.2% difference.

6. Where can I get a copy of the survey results?

The survey results are available on the City of Norfolk Open Data Portal.

dataset link: https://data.norfolk.gov/Government/Resident-Survey-2022/qure-5p8r 

Also available on the City webpage is a data Dashboard which can help you explore results by specific questions, demographic, ward, and other parameters.

7. Where can I get a printed copy of the survey results?

Due to the length (over 250 pages) of the survey report, we are not providing printed copies.

We will be making printed copies of the report available at libraries and will add that information when they are in place.

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1. What else is prohibited in the courts buildings?

You may not carry a weapon of any kind (including small pocket knives) or food into any of the court buildings.

2. Where can I park?

Parking is available at MacArthur South and 999 Main Avenue (across the street from the Civic Plaza). Overflow parking is available at the Harbor Park surface lot, 101 Park Avenue. Additional Parking Information

3. Does public transportation serve the courts buildings?

There is a Tide light rail station (Civic Plaza) adjacent to the Circuit and General District Courts and one block from the Juvenile and Domestic Relations Court. HRT buses also serve the Civic Plaza.

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1. Will there be a choice of which COVID vaccine I get?

Yes. While there is currently more than one vaccine brand available to Americans, local health departments, healthcare providers, pharmacies, and clinics may have the Moderna, Pfizer, or Johnson and Johnson vaccine. Talk to your healthcare provider about which vaccine is right for you. In general, side effects and effectiveness for the currently available vaccines are very similar.

2. Does the vaccine give me full protection from COVID-19?

The COVID-19 vaccines from Pfizer-BioNTec and from Moderna that are now being used are expected to protect more than 90% of people who get both doses.

We do not yet know how long the protection lasts after a two-dose series. With other vaccines, most people do not get the disease at all and those who do, have only mild cases. It is possible that you might need to get a booster dose of this vaccine at some time in the future. More information on the COVID-19 vaccine will be made available as scientists learn more about the long-term protective effects.

And finally, a single dose of one of the current two-dose COVID-19 vaccines will not provide the vaccine’s full protection. 

3. How long will it take for me to receive a vaccine?

Vaccine is in short supply throughout the state.  We do not currently have a timeline but we encourage you to register so you will be in the vaccine appointment database for notification when it is available.

4. Can unemployed, retired/essential workers receive a vaccine?

Unemployed individuals are not eligible at this time. Phase 1b includes front line essential workers in sectors essential to the functioning of society and are at substantially higher risk of exposure to COVID-19 through their current employment. However, retired or unemployed essential workers 65 years or above can obtain vaccination.

5. Will I still need to wear a mask and socially distance after I receive vaccine?

It is important to remain vigilant in COVID-19 prevention. Continue to protect yourself and others: wear a mask, wash your hands, stay at least six feet away from others, and avoid gatherings with anyone who is not a member of your household. For more information on masking, please visit: https://www.vdh.virginia.gov/coronavirus/protect-yourself/mask-requirements-and-recommendation/

6. Do I need to get the vaccine if I have already recovered from COVID 19?

It is recommended to receive the COVID-19 vaccine if you had COVID-19 and recovered. Studies have shown that COVID-19 reinfection is uncommon in the 90 days after initial infection, but likely immunity decreases after 90 days. However, If you have not completely recovered or are still experiencing COVID-19 symptoms, you should talk to your healthcare provider about vaccination.

7. Should I be getting the COVID-19 vaccine if I have other medical conditions?

If you have an underlying medical condition such as diabetes, asthma or obesity, you may be at higher risk for severe COVID-19 disease. When COVID-19 vaccine is made available to you, you are encouraged to get vaccinated to protect yourself from serious COVID-19 illness.

8. What if I have had allergic reactions to vaccine in the past, should I get the COVID 19 vaccine?

If you have had a severe allergic reaction in the past to other vaccines or injectable therapies, you should ask your doctor if you should get a COVID-19 vaccine. Your doctor will help you decide if it is safe for you to get vaccinated.

9. Is the COVID-19 vaccine effective?

Both Pfizer and Moderna vaccines went through extensive clinical trials. In fact, Pfizer is 95% effective and Moderna is 94% effective against COVID-19. While no vaccine has a 100% guarantee, the COVID-19 vaccine lessens the chance of illness, hospitalization and death.

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1. Is preregistration the same thing as scheduling a vaccine appointment?

Preregistration does not schedule you for an appointment. Preregistration process puts you on a vaccine appointment waitlist. Vaccine supply is limited.  A health care professional will contact you to schedule an appointment. This process can take four to eight weeks.

2. I just preregistered, why hasn't anyone contacted me?

Priority is given to individuals in phases 1a and 1b.  Due to limited vaccine supply, it may take 4 to 8 weeks for a health care professional to contact you to schedule an appointment. 

3. I do not have an email, should I still complete the online form?

Yes. Please make sure you have a good working phone number so a health care professional can call you at a later date to schedule a vaccine appointment.

4. When I preregister, does that confirm my vaccine dose?

No. Preregistration is not an appointment. You will be contacted at a later date with information on how to schedule your vaccination appointment.

5. I'm a business owner. How can I assist my employees with preregistration?

Norfolk Health Department staff are reaching out directly to employers whose businesses are identified as essential according to the VDH Phase 1b guidelines. Health Department staff are working with these employers to facilitate the preregistration of their employees for COVID vaccinations.

Information on these essential Phase 1b business groups can be found at https://www.vdh.virginia.gov/covid-19-vaccine/#phase1b. This is a helpful resource for employers to determine where they fall within the overall vaccination framework.

Employers identified as Phase 1b essential per the above guidance can also reach out directly to the health department to begin the preregistration process for their employees. If you are an employer wishing to register your employees, please email Norman.Grefe@vdh.virginia.gov. For general questions about the COVID vaccination, please contact the Norfolk COVID hotline at 757-683-2745.

Please note that preregistration does not schedule an appointment. Employees will be notified via email when appointments are available.

We appreciate your patience and understanding as we work though the priority groups and build our capacity as vaccines become available.

6. How do I remove myself from the pre-registration list if I no longer need to be on it?

If you receive the COVID-19 vaccine in Virginia, you will be automatically removed from the pre-registration list. If you receive the vaccine outside of Virginia or wish to be removed from the pre-registration list for any other reason, please call the Vaccination Call Center at 1-877-VAX-INVA (1-877-829-4682) to remove you from the VDH list.

7. I recently got an email from someone NOT from the health department telling me that, for a fee, I could get an early appointment to get COVID-19 vaccine. Is this a scam?

There is no charge to any U.S. resident for COVID-19 vaccine or for the vaccination appointment itself. The Virginia Attorney General has recently provided a warning and detailed advice for avoiding COVID-19 vaccine scams or other COVID-19 scams here.

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1. What phase is Norfolk in?

Norfolk is in Phase 2.  Eligible residents in this phase include: anyone ages 5 and up.

2. I’m in phase 1a. Did I miss my chance to register for a vaccine?

No.  Residents in 1a should register for an opportunity to receive the vaccine.  

3. What if I do not know what phase I’m in?

The Virginia Department of Health and the Norfolk Health Department have online tools to help you determine your vaccine eligibility.  Please note that this is just a tool and does not serve as any type of registration.

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1. I’m interested in volunteering with vaccination efforts, what do I do?

The best option for volunteer opportunities is through the Medical Reserve Corps. To learn more, please visit https://www.vdh.virginia.gov/mrc/about/ or call 757-683-2760.

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1. What should I expect to be asked when I call 911?

You will be asked the address where you need an officer, fire or rescue to respond. You will also be asked who, what, when, where, why and weapons along with any description of the person or cars. You will also be asked for some pre-arrival medical information. We will dispatch medical response as soon as possible, but will stay on the phone so we can obtain further information.

2. Why are so many questions asked before an officer, firefighter or medic is dispatched?

Our Telecommunicators are trained to get as much information as possible regarding the situation to ensure the proper resources are sent and bring the proper equipment. It is also to protect the responding units and other citizens in the area. Please try to be patient and answer the questions as quickly as possible.

3. What is considered an emergency call and what isn't?

It is always best to be safe, if you are in doubt, call 911. If you are in immediate danger or have a health risk, smell or see smoke, dial 911.

4. What if I don’t know where I’m at when I call 911?

Look for landmarks, large buildings, street signs or paperwork nearby that may contain address information. Think back to the main street or highway you were near when your emergency occurred. If others are around, ask them where you are. Do not depend on your cell phone to tell us where you are!

5. Does the 911 call taker know my location when I am using a cell phone?

Assume the call taker does not know your location. Even if your cell phone is able to provide location information, you may still need to provide the call taker with additional information to determine your exact location. Remember, the approximate location the communication center receives could be as large as 3 football fields or more. Be prepared to give specific directions to your location.

6. What number should I call? The non-emergency number or 911?

Any time there is an immediate threat to life and/or property call 911. For all other calls, please call the non-emergency number 757-441-5610.

7. If the phone rings several times, should I hang up & call again?

Please do not hang up the phone. When you hang up the phone, a Telecommunicator will have to call you back. Valuable time is lost in returning calls and entering 911 hang-up incidents.

8. Does the 911 call taker know my phone number when I call 911 on a cell phone?

That is dependent upon your cell phone and your wireless carrier (Sprint, Verizon, etc.). The safest way is to be prepared to provide them with that information.

9. Other 911 centers put me on hold or I get an answer machine. Is that the case in Norfolk?

In the event of a significant or overwhelming event there is a remote possibility of a call going into a queue. Do not hang up! The call will be answered in the order it is received.

10. I called a half-hour ago & haven't seen an officer yet?

Calls for service are prioritized based on the urgency of the situation. The call will be dispatched as soon as an officer is available. Sometimes what may seem like a long time, is just a few minutes.

11. I just want to talk to a police officer. How do I do that?

We may refer you to one of the patrol divisions or another part of the Police Department depending on the circumstances.

12. Would it be easier if I just went into my local precinct to make a report?

Many times an officer would have to be called in off the street to take your report, especially if it is after 5pm. In 2006, the police department started closing the precincts a 5pm in order to provide more officers to respond to calls for service. Our officers still "make house calls."

13. I want to report drug activity on the corner but don't want anyone to know I called.

We will always ask your name, however, you are not required to give your name, address or phone number. Even though it appears on our 911 system, just let the call taker know you would prefer to be anonymous.

14. Can a car be parked in front of my front door on the city street?

Yes, as long as the car is legally parked and the car is up to date with registration, tags and inspection stickers.

15. I need to report my neighbor's high grass and the car that is parked in it.

You can go to the City of Norfolk's Cares Assistance Center page. Follow the links to the proper on-line complaint form. It may also be completed anonymously.

Norfolk's Cares Assistance Center

16. Officers came to my house and I want to get a copy of the call. How do I get it?

You can file a Freedom of Information Act (FOIA) form through the City Attorney's office who will help you complete it. They can be reached at 664-4529. You will need to include the date, approximate time, location, and type of call. Please indicate if you want a print out or audio tape.

17. Should I program 911 or turn on my auto 911 feature on my cellular phone?

NO, please do not program 911 or use the auto 911 feature. There are numerous accidental calls to 911 from cell phones due to this feature. Mishaps occur, use your key lock to avoid our Telecommunicators from calling you back.

18. How do cell phones purchased out of town reach Norfolk 911?

Just dial 911. You will always get the nearest 911 center regardless of your location, dependent on the cell tower. Even though you purchased your phone in KS, if you are in the City of Norfolk, you will reach Norfolk 911.

19. Why does the dispatcher transfer my call to another agency?

Your call to 911 may need to be transferred to another agency because cell phone calls are sent to a 911 answering point based on cell tower coverage. Cell coverage areas do not always match political boundaries, so most calls are routed to a 911 answering point that serves the majority of the area. Your call may need to be transferred to the appropriate agency for the area.

20. How do you determine the priority of a call?

Based on the nature of the call, the CAD system will assign a priority number to the call and the call in turn is dispatched accordingly. Typically, all calls that are medical or fire related have are dispatched immediately; calls that are an immediate threat to life or property will get an immediate dispatch for a police officer. Calls that have to do with reports or traffic situations that do not block the flow of traffic may get a lower priority assigned to them. The priorities are set by the Police and Fire Departments, not Emergency Communications.

21. Is the Emergency Communications Center under the Police or Fire Department?

The City of Norfolk's Division Emergency Communications works closely with the Norfolk Police and Fire Department; however we are not under them. We are unique in that we are directly under the Department of Emergency Preparedness and Response which also oversees all natural and man-made disasters

22. What is the "CAD"?

The CAD or Computer Aided Dispatch system is a computer program utilized by the Telecommunicators for processing incoming and dispatching calls for service. It is used to assign the closest police, fire or medic to you based on their location.

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1. How long do I have before my landlord can evict me?

The only way for a tenant to be evicted is through the court process. A landlord does not have the right to discard your possessions or illegal lock you out without first taking you to court.

The first step in the process is notification. Your landlord must notify you in writing of any breach in your lease.

1. Fourteen Day Notice: Your landlord or property management company must first issue you a 14-day notice if you are behind in rent. If you are not able to pay rent within the 14-day notification period, your landlord can start the eviction process (Va. Code Ann. § 55.1-1245F)  
2. Thirty Day Notice to Cure or Quit: If you have committed a lease violation that is remediable such as having an unauthorized pet, the landlord may issue you a 21/30 notice to mitigate and cure the offense. If the tenant has not mitigated the violation within the 21 days, the landlord can then move forward with filing the eviction lawsuit at the end of 30 days. Va. Code Ann. § 55.1-1245A .
3. Thirty Day Unconditional Quit Notice: If you violate a lease or rental agreement and the violation cannot be remedied (such as causing major damage to the rental unit), then the landlord can give you a 30-day unconditional quit notice. The notice must specify the breach and state that you (tenant) must move at the end of the 30-day period, or the landlord will file an eviction lawsuit against you. Va. Code Ann. § 55.1-1245C .
4. No Notice Necessary: The landlord is not required to give the tenant any kind of notice, if you commit a criminal or willful act that is not remediable and poses a threat to health or safety. This includes any illegal drug activity. The landlord can go straight to court and file an eviction lawsuit against you. Va. Code Ann. § 55.1-1245C

2. What are my rights as a renter?

Starting July 1, 2021, all landlords must provide tenants with a Statement of Tenant Right and Responsibilities developed by the Virginia Department of Housing and Community Development and posted on its website (dhcd.virginia.gov/landlord-tenant-resources) pursuant to Section §36-139 Code of Virginia

1. Tenant Rights Applications: Tenants may be charged a nonrefundable application fee of no more than $50 (not including third party costs for a background check) and a refundable application deposit. If the tenant does not rent the unit, the application deposit must be returned, minus any actual costs or damages. (§55.1-1203)
2. Written Lease: Under the VRLTA, a landlord is required to provide a tenant a written lease. If a landlord fails to do so, the VRLTA still protects a tenant by establishing a statutory lease between landlord and tenant for 12 months not subject to automatic renewal. (§55.1-1204) 
3. Disclosure: A landlord must reveal certain information to the tenant, including any visible evidence of mold (§55.1-1215), the name and address of the owner or property manager (§55.1-1216) and notice of sale or foreclosure of the property. (§§55.1-1216, 1237). 
4. Security Deposit: A landlord may require a security deposit of up to two month’s rent. Within five days of move-in, the tenant has a right to object to anything in the move-in report. The tenant also has a right to be present at a move-out inspection, which must be made within 72 hours of delivery of possession. (§§55.1-1214, 1226) 
5. Receipts: Upon request, a tenant is entitled to a written receipt of rent paid by cash or money order. Upon request, a tenant is entitled to a written statement of all charges and payments over the past 12 months. (§55.1-1204(D), (I)) 
6. Privacy: A landlord may not release information about a tenant without consent, except under certain conditions, which are generally when tenant information is already public. (§55.1-1209)
7. Fit and Habitable Premises: A tenant has the right to a fit and habitable rental unit in accordance with the Uniform Statewide Building Code. The landlord must make all repairs needed to keep premises fit and habitable. (§55.1-1220) To enforce the right to get repairs, a tenant must be current in rent, give the landlord written notice and wait a reasonable period. If repairs are not made, a tenant can file a Tenant’s Assertion in General District Court. This must be filed no later than five days after rent is due. There is no rent withholding in Virginia, except under repair and deduct. (§55.1-1244) 
8. Repair and Deduct: If an issue on the property affects life, health, safety, or seriously affects habitability, and a landlord has not begun to address it within 14 days after written notice from the tenant, the tenant may contract to have the repair done by a licensed contractor at a cost of not more than $1,500, or one month’s rent, whichever is more. The tenant may deduct the actual cost of the repair from the rent. The tenant must send the landlord an itemized invoice and a receipt for payment to the contractor for the work, along with any payment of remaining rent owed. (§55.1-1244.1) 
9. Eviction: A landlord may not evict a tenant without following the court eviction process. The landlord first sends a written notice and next the landlord files an unlawful detainer lawsuit. The landlord must get a court order of possession, followed by a Writ of Eviction that is served by the Sheriff. (§§55.1-1245, 1252). A tenant not getting paid due to a federal shutdown of 14 or more days can get an eviction lawsuit for nonpayment of rent postponed for 60 days. (§44-209) 
10. Redemption (Pay & Stay): After an unlawful detainer lawsuit for nonpayment of rent is filed, a tenant has the right to pay to a zero balance on or before the court date and have the lawsuit dismissed. After a court issues a judgment of possession, a tenant has the right to pay to a zero balance up to two business days before the Sheriff’s eviction and have the eviction cancelled. A tenant may use one of these rights only once in a 12-month period. (§55.1-1250) 
11. Fair Housing: The tenant may have a right to file a fair housing complaint if the landlord or property manager violates the Virginia Fair Housing Act. (§36-96.1 et seq)
12. COVID-19 Relief: A tenant not getting paid due to the state of emergency declared by the Governor for the COVID-19 virus can get an eviction lawsuit for nonpayment of rent postponed for 60 days by showing up on their court date and providing written proof within 90 days after the Governor’s ends the declaration of emergency. (§44-209) 

3. Can my landlord just kick me out now?

Currently, the CDC has extended the Eviction Moratorium until October 3, 2021, for those areas with a high risk of transmission. However, the eviction moratorium is only in regard to individuals and families who are unable to pay rent due to COVID-19 related reasons. Landlords can still move forward with filing evictions if a tenant has committed non-remediable lease violations. If you are unable to pay your rent and live in a high COVID-19 transmission rate, please download the CDC Eviction Moratorium Declaration form and submit it to your landlord or property management company right away.  Landlords can also issue notices of non-renewal before your lease is set to expire. The timeframe for non-renewal notification is contingent upon your lease. However, your landlord cannot arbitrarily “kick” you out without going through the legal process.

4. What should I do if my landlord tries to illegally lock me out of my rental?

It is against the law for your landlord to illegally lock you out of your home, turn off vital utility services, or deny or restrict access to services on the premises such as the pool, workout room, laundry room, etc. If your landlord conducts any of these “self-help eviction” practices, please go to the General District Court (1250 St. Paul’s Blvd, Norfolk, VA) and file the following petition at the clerk’s office: Tenant's remedies for exclusion from dwelling unit, interruption of services, or actions taken to make premises unsafe VA Code 55.1-1243.1. The tenant must have the name and the physical address, not a P.O. Box or Route Number, of the landlord or property manager for a warrant to appear in court is served upon the offending party. This petition is usually placed on the court docket within five (5) days.    

5. Can I negotiate with my landlord to avoid eviction and catch up on the past-due rent?

Yes! Renters should always communicate with their landlord or property management company if they are faced with the inability to pay rent. Landlords and property management companies that own more than four (4) rental properties cannot move forward with an eviction without offering up to 6 months for a repayment plan. Also, while the CDC Eviction Moratorium is still in effect, download the CDC Eviction Moratorium Declaration Form and submit it to your landlord or property manager without delay. For complete details of your protections and responsibilities of you and your landlord, visit the Virginia Department of Housing and Community Development at www.dhcd.virginia.gov.

6. What bills should I pay if I can’t afford all my expenses?

Residents who are experiencing financial and/ or employment hardships may contact community resources for free budget and financial counseling such as BankOn Hampton Roads via email info@bankonhr.org or 757.943.9652; Norfolk Works Program at 757.763.6064 for employment and job readiness opportunities; Rent Ready Norfolk Renting Smart Academy to enroll in Renters Education Classes via email Rentready@norfolk.gov or 757.664.RENT(7368); or Resources757.Org to receive assistance for additional services.

7. I need help, but don’t know where to go. Where do I start?

• Regional Housing Crisis Hotline: 757.587. 4202. Call if you are experiencing homelessness or received an Unlawful Detainer or Eviction Notice
• Eviction Prevention Assistance: 757.664.RENT (7368). Press # 2. This program provides rental and utilities assistance to low-income families with dependent children.
• Simply dial 211 on your phone and ask for a listing of community resources.     

8. What additional resources are available?

• Legal Aid of Southeastern Virginia : 757.627.5423 
• The Virginia Fair Housing Office:(804) 367-8530 Toll Free: (888) 551-3247 TDD: 711 (Virginia Relay) Email: FairHousing@dpor.virginia.gov http://www.dpor.virginia.gov
• The Virginia Poverty Law Center: 804-782-9430
• Eviction Legal Helpline: 1-833-NoEvict. This hotline provides services for tenants in the process of being evicted or at risk of eviction. 
• Stay Home Virginia: Stay Home Virginia is a site supported by Virginia Housing and provides information and resources for landlords, tenants, and homeowners impacted by the COVID-19 pandemic
• Virginia Rent Relief Program: Designed to support and ensure housing stability across the commonwealth during the coronavirus pandemic

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1. Where can I get a copy of the City's most recent Annual Comprehensive Financial Report (ACFR)?

The City’s ACFR is available for viewing online. If you would like a hard copy of the document from the most recent year Click Here

2. Who can I contact regarding jury payments?

Questions or inquiries regarding the status of jury payments should be directed to the Treasurer's office at 757-664-7800.

3. Who can I call about my taxes?

Questions about payment of property taxes should be directed to the City Treasurer’s office 757-664-7800. Questions regarding the assessment of Personal Property taxes should be directed to the Commissioner of the Revenue, at 757-664-7884, and regarding the assessment of Real Estate taxes should be directed to the City Assessor’s office at 757-664-4732.  Additional information may be found on the City Treasurer’s page.

4. What is an official statement?

An official statement is a document published by the city that discloses key information regarding a new municipal bond issue. The information includes items such as the purpose of the issue, the structure and repayment of the debt, and the financial and economic characteristics of Norfolk. Investors may use this information to evaluate the credit quality of the bond, but the official statement should not be construed as an offer to sell or the solicitation of an offer to buy any of the city’s bonds.

5. How do I buy bonds that are issued by the City of Norfolk?

The city does not sell bonds directly from City Hall. Typically, bonds issued by the city are sold through a competitive or negotiated sale process. In either case, the bonds are purchased by a bank or investment firm and then re-marketed (re-sold) to institutional investors and/or to private individuals. You would need to contact a local bank or investment firm to find out details of how to purchase the city’s bonds.

6. What is risk management?

Risk management pertains to how the City addresses the loss of the City's human, material, and monetary resources and involves the systematic and continuous identification of loss exposures, an analysis of exposures in terms of frequency and severity probabilities, an application of sound risk control and safety procedures, and financing/handling of risk mitigation strategies consistent with the City's financial resources.  Risk Management includes a variety of operations: Non-litigated tort claims, claims administration, employee safety, auto liability, and all property and casualty programs (both insured and self-insured).  The Risk Management Division supports two key business functions focused on risk financing:  These include internal management consulting regarding insurance, risk analysis, and risk financing alternatives and administrative oversight of liability claims.  The Risk Manager oversees these operations and handles the negotiation and acquisition of insurance.

7. How do I report injuries I’ve received from an accident involving a city vehicle or from being injured on city property?

To file a report or make a claim, contact:

City Attorney’s Office

810 Union St., Ste. 900

Norfolk, VA 23510

Phone: (757) 664-4529

Fax: (757) 664-4201

Email: claims@norfolk.gov

8. How do I report or make a claim to the city for damages to my property only?

For damages due to conditions of public rights of way (i.e., streets / sidewalk / drainage lines) and sewer / utility lines / potholes / fallen trees contact the City Attorney’s Office via email at claims@norfolk.gov.

9. What constitutes reasonable mitigation and why do I have to do that?

Reasonable Mitigation will be determined by the facts and circumstances of your claim. You should take steps to minimize the extent of loss, where possible, as to not create additional damages. This may include filing a claim with your insurance company or paying for some repairs out-of-pocket while the investigation is ongoing.  You should retain photographs, estimates, and receipts related to any mitigation efforts.

10. How do I resolve a claim or insurance issue involving the Norfolk Public Schools?

Norfolk Public Schools maintains a risk management division separate from the city.  Contact their office:

Norfolk Public Schools

Director, Risk Management

800 E. City Hall Avenue

Norfolk, VA 23510

Phone: (757) 628-3856

Fax: (757) 628-3817

11. Who do I contact regarding Occupational Safety matters?

The City’s occupational safety and industrial hygiene functions are administered by the Human Resources Department.  Contact the City Safety Office:

City Safety Officer

City of Norfolk

Human Resources Department

800 East City Hall Avenue

Norfolk, VA 23510

Ph: (757) 664-4495

Fax: (757) 664-4078

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1. When is Norfolk Fire-Rescue (NFR) going to start another hiring process?

NFR will start a hiring process when we have positions to fill. Please email NFR at NFR Recruitment for details.

2. When does Norfolk Fire-Rescue (NFR) take applications?

Norfolk Fire-Rescue will accept applications once we have establish positions to be filled. Until that time, online interest cards are accepted.

3. How do I find out about the status of my application?

The status of the application can be answered by contacting Captain Langley at 757-664-6667.

4. How many fire academies does NFR run per year?

NFR has one recruit academy per year and runs consecutively for nine months. After graduation as a Firefighter / EMT-Advance, each recruit has the option to continue their education as an EMT-Intermediate.

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1. I have information about a crime of arson. Is there a number I can call and remain anonymous?

Yes. You can call and leave as much detailed information that you can to our Arson Tip Line at 823-INFO (4636).

2. Why do some fire marshals carry weapons?

The Fire Marshals that carry weapons have successfully completed the Virginia Fire Marshal Academy or a Department of Criminal Justice Service approved police academy thus giving them full law enforcement powers. They are also responsible for investigating arson and environmental crimes, as well as enforcing the Statewide Fire Prevention Code and City Ordinances to ensure each business is a safe environment for our citizens and visitors.

3. How do I legally burn waste and debris in the City of Norfolk?

Article VI Fire Prevention Code Sec. 17.1-44. Amendments and Supplements 14 - Burning of rubbish and yard waste: The burning of rubbish, yard waste, leaves and wire insulation is prohibited, except for operations conducted under permit by the State Department of Environmental Quality (DEQ).

Any further questions please call 664-6604 to speak with an representative in the Fire Marshal's Office.

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1. How often will I be inspected?

Each business has an identified business classification and is subject to an inspection within a range of every one to five years. Depending upon this business classification, or if there are identified fire and/or life safety hazards, your business may be inspected more frequently than others.

2. What is the penalty for non-compliance of correcting violations that were found during an inspection?

If our inspectors find any violations a re-inspection will be scheduled at no charge. If the found violations are not corrected by the re-inspection date, a second re-inspection will be scheduled and an additional $50 fee will be incurred. Failure to comply with these requirements shall lead to legal action. Violation of the Fire Code is a Class 1 Misdemeanor punishable by not more than $2,500 or imprisonment in jail not to exceed 12 months or both. Each day of non-compliance shall constitute a separate offense.

3. What is the difference between a permit fee and a fire inspection fee?

There are two separate fees required by the Fire Marshal’s Office. A fire inspection fee is billed for the fire inspection of your business. A permit fee is billed for each permit your business requires.

4. When are fire inspections done?

Our inspectors conduct fire inspections during normal business hours with limited disruptions to your business.

5. The inspector informed me that I am going to need a permit for my business. How do I get a permit?

If it has been identified by the inspector that you need a permit, they can assist you with filling out the permit application. If you have any questions please call 757-664-6604.

There are three payment options:
1. Mail in the application and the payment (check or money order made payable to Norfolk City Treasurer) to Norfolk Fire-Rescue, 100 Brooke Avenue, Suite 400, Norfolk, VA 23510
2. Bring the application and the payment (check or money order made payable to Norfolk City Treasurer or bring exact cash) directly to the Fire Marshal’s Office at 100 Brooke Avenue, Suite 400
3. Bring the application and the payment (check or money order made payable to Norfolk City Treasurer or bring exact cash) directly to Permitting Services located at City Hall, 810 Union Street, 4th floor
Inspections & Permit website

6. Do I have to wait for the inspector to come out to inspect my business or can I schedule one myself?

Call our office at 757-664-6604 to schedule an appointment.

7. I have a question about an inspection I received. How do I contact the inspector?

Call our office at 757-664-6604 and provide your business address to the receptionist or ask to speak with the inspector who inspected your business.

8. How do I get another copy of my inspection report?

Call our office at 757-664-6604 and ask for the receptionist, she can email it to you.

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1. What can you do about street flooding?

• Keep your curb lines clear of debris, leaves and waste so storm waters can flow freely.
• Keep trash from entering the storm drains.
• Give water a clear path to leave your property
• Report flooded streets to the IMPACT call Center at 664-6510.
  This the information generates a report which is reflected in iView, an application that maps events reported to the city during a weather event. Users can view all events or select a specific event, such as flooded streets, to display on the map.

2. Do I need flood insurance?

Even if you have taken steps to protect your home from flooding, you still need flood insurance if you live in a floodplain. Homeowners' policies do not cover flood damage, so you will probably need to purchase a separate policy under the National Flood Insurance Program (NFIP).


It takes 30 days for a flood policy to take effect. This is why you need to purchase flood insurance before flooding occurs. If your insurance agent is unable to write a flood policy, call 1-800-638-6620 for information.

3. What is the difference between a firm map and a surge map?

The surge maps give a general indication of the extent of flooding that might be experienced from various category hurricanes.

FIRM Maps (flood insurance rate maps) show flood risk areas that outline your community's different flood risk areas.

4. What is my flood zone?

Use Norfolk Air and type in your address to see if your property falls within a flood zone.

5. Are there grant programs available to assist with flood mitigation (elevation, flood proofing, etc.)?

Yes, The Hazard Mitigation Assistance Grant Program provides an opportunity to take critical mitigation steps to reduce the loss of life and property when authorized under a Presidential major disaster declaration. If your property qualifies, FEMA may provide funds to assist in preventing future flooding. If you have questions about flood mitigation grant programs contact Emergency Preparedness and Response at (757) 441-5598. You may also want to discuss flood mitigation options with your flood insurance agent.

6. What are my responsibilities as a homeowner?

Drainage systems on private property are the owner's responsibility. Be sure to maintain your gutters and downspouts. It's also important to remove root blockages and fix damaged pipes on your property. Rake up leaves so they don't clog the storm drain in the street this includes the verge and curb line in front of your property. And remember "Only Rain Down the Storm Drain".

7. What does the city's storm water system consist of?

The city maintains more than 350 miles of storm water pipe, 27,000 catch basins, over 1,100 outfalls, over 49 miles of ditches, 13 storm water ponds as well as 11 pump stations and the flood wall system downtown. Norfolk also provides monthly street sweeping for every roadway with curb and gutters throughout the city. The Division of Storm Water Management repairs and cleans these structures as needed. When excessive rain causes flooding, the city responds to flooding complaints and cleans out clogged storm drains during the precipitation event.

8. Are the washer, dryer, furnace and water heater above potential flood levels?

For protection against shallow flood waters, the washer and dryer can sometimes be elevated on masonry or pressure-treated lumber at least 12" above the projected flood elevation. Other options are moving the washer and dryer to a higher floor, or building a floodwall around the appliances.

9. Is the main electric Switchbox located above potential flood levels?

Consider elevating all electric outlets, switches, light sockets, baseboard heaters and wiring at least 12" above the projected flood elevation for your home. You may also want to elevate electric service lines (at the point they enter your home) at least 12" above the projected flood elevations.

10. How should I clean up after a flood?

• Dry all affected areas and items quickly and thoroughly.
• Wash and dry all clothing and other washable items, using detergent.
• Clean floors, furniture and other surfaces with detergent and water.
• Protect yourself from germs by disinfecting all contaminated items if the flood waters contain sewage.

11. What do I do with my storm debris?

After storm events the city will temporary collection site and/or make exceptions for debris set-out. This information is specific to each storm event and will be posted on the city's Waste Management's website and sent to various media outlets for distribution. If you have questions about debris collection please contact, Waste Management at 757-664-6510.
Waste Management

12. What if my car gets towed during a storm event?

Vehicles are tagged for towing during sever storm events and towed after all weather threats have passed. If your vehicle was left in the right-of-way it will be towed by the city's Towing and Recovery Division. Please contact this department at 757-441-1062 to make arrangement to retrieve your vehicle. If your vehicle was left on private property, please contact them to locate and retrieve your vehicle.

13. How can I prevent mold growth?

• Dry all affected areas and items quickly and thoroughly.
• 
  Open windows to let in fresh air (if it is not raining).
• 
  Use fans to help dry out your home and reduce odors.
• 
  Warning: Do not run any electrical equipment or appliances near standing water.
• 
  Use a dehumidifier to help dry out enclosed spaces.
• 
  Bring in professionals to clean and restore your home if there is extensive flood damage (you may not be able to do it all yourself).

14. What if the flood water contains sewage?

Take extra steps to protect your health if the flood water contains sewage. Sewage contains germs that may cause stomach or intestinal infections if swallowed. Contact with sewage may also cause infections in cuts, scrapes and eyes.

To prevent infection you should:

• Keep children, pets and people with compromised immune systems away until the area has been cleaned and disinfected.
• 
  Throw away any food (including packaged food) that was touched by flood water.
• 
  Call the Department of Utilities at 757-823-1000.

15. What is the best way to clean floors, wooden furniture, and other surfaces contaminated with flood waters?

• Remove visible contamination with detergent and water.
• Disinfect by wiping surface with a bleach solution. Use a half cup of household bleach in a gallon of water. Non-bleach sanitizers can also be used. Warning: Bleach may damage some materials.
• Test a small area first or call a professional to help with this cleaning.
• Dry surfaces thoroughly to avoid mold growth.

16. How should I clean clothing, bedding, other fabrics and paper items contaminated with flood waters?

• Pre-rinse fabrics with cold water to help prevent staining.
• 
  Launder with detergent. This will disinfect most items.
• 
  Dry thoroughly.
• 
  Dry clean items that cannot be laundered. This process will generally disinfect clothing.
• 
  Throw out soaked leather shoes, as it may be very difficult to disinfect them.
• 
  Speak to a professional trained in conservation methods about cleaning valuable papers and photographs.

17. What is a 100 year flood?

The phrase "100-year flood" has caused much confusion over the years. Many mistakenly believe that it is a flood that occurs every 100 years. However, the phrase really means a flood that has a 1- percent chance of occurring in any given year.

18. What is a 2 year storm? A ten year storm?

What is a 2-year storm?

A 2-year storm has a 50 percent chance of occurring or being exceeded in any given year. Norfolk's Storm water drainage system was originally designed for this type of storm event.


A 10 year storm?

A 10-year storm has a 10 percent chance of occurring or being exceeded in any given year. Norfolk's new storm water drainage systems are being designed for this type of storm event.

Show All Answers

1. What are my Freedom of Information Act Rights

1. You have the right to request to inspect or receive copies of public records, or both.

2. You have the right to request that any charges for the requested records be estimated in advance.

3. If you believe that your Freedom of Information Act rights have been violated, you may file a petition in district or circuit court to compel compliance with FOIA.

2. Is there a cost to obtain records?

You may have to pay for the records that you request from the City. FOIA allows us to charge for the actual costs of responding to FOIA requests. This would include items like staff time spent searching for the requested records, copying costs, or any other costs directly related to supplying the requested records. It cannot include general overhead costs.

If we estimate that it will cost more than $200 to respond to your request, we may require you to pay a deposit, not to exceed the amount of the estimate, before proceeding with your request. The five days that we have to respond to your request does not include the time between when we ask for a deposit and when you respond.

You may request that we estimate in advance the charges for supplying the records that you have requested. This will allow you to know about any costs upfront, or give you the opportunity to modify your request in an attempt to lower the estimated costs.

If you owe us money from a previous FOIA request that has remained unpaid for more than 30 days, the City may require payment of the past-due bill before it will respond to your new FOIA request.

3. How quickly will the City respond to my request?

The City must respond to your request within five working days of receiving it. "Day One" is considered the day after your request is received. The five-day period does not include weekends or holidays.

FOIA requires that the City make one of the following responses to your request within the five-day time period:

1. We provide you with the records that you have requested in their entirety.

2. We withhold all of the records that you have requested, because all of the records are subject to a specific statutory exemption. If all of the records are being withheld, we must send you a response in writing. That writing must identify the volume and subject matter of the records being withheld, and state the specific section of the Code of Virginia that allows us to withhold the records.

3. We provide some of the records that you have requested, but withhold other records. We cannot withhold an entire record if only a portion of it is subject to an exemption. In that instance, we may redact the portion of the record that may be withheld, and must provide you with the remainder of the record. We must provide you with a written response stating the specific section of the Code of Virginia that allows portions of the requested records to be withheld.

4. We inform you in writing that the requested records cannot be found or do not exist (we do not have the records you want). However, if we know that another public body has the requested records, we must include contact information for the other public body in our response to you.

5. If it is practically impossible for the City to respond to your request within the five-day period, we must state this in writing, explaining the conditions that make the response impossible. This will allow us seven additional working days to respond to your request, giving us a total of 12 working days to respond to your request.

6. If you make a request for a very large number of records, and we feel that we cannot provide the records to you within 12 working days without disrupting our other organizational responsibilities, we may petition the court for additional time to respond to your request. However, FOIA requires that we make a reasonable effort to reach an agreement with you concerning the production or the records before we go to court to ask for more time.

4. What are the rights of requesters & responsibilities of the City?

The Virginia Freedom of Information Act (FOIA), located § 2.2-3700 et seq. of the Code of Virginia, guarantees citizens of the Commonwealth and representatives of the media access to public records held by public bodies, public officials, and public employees.

A public record is any writing or recording - regardless of whether it is a paper record, an electronic file, an audio or video recording, or any other format - that is prepared or owned by, or in the possession of a public body or its officers, employees or agents in the transaction of public business. All public records are presumed to be open, and may only be withheld if a specific, statutory exemption applies.

The policy of FOIA states that the purpose of FOIA is to promote an increased awareness by all persons of governmental activities. In furthering this policy, FOIA requires that the law be interpreted liberally, in favor of access, and that any exemption allowing public records to be withheld must be interpreted narrowly.

5. How do I make a request for records?

The easiest and most efficient way to request public records is through the City of Norfolk online FOIA Records Center. You may request, track and receive your records online. The FOIA Records Center provides handy FAQs on the request process along with links to sources of readily available City of Norfolk data that can be quickly accessed without waiting for a records request.

You may also request records by U.S. Mail, fax, email, in person, or over the phone. FOIA does not require that your request be in writing, nor do you need to specifically state that you are requesting records under the Freedom of Information Act. From a practical perspective, it may be helpful to both you and the person receiving your request to put your request in writing. This allows you to create a record of your request. It also gives us a clear statement of what records you are requesting, so that there is no misunderstanding over a verbal request. However, we cannot refuse to respond to your FOIA request if you elect not to put it in writing.

1. Your request must identify the records you are seeking with "reasonable specificity." This is a common-sense standard. It does not refer to or limit the volume or number of records that you are requesting; instead, it requires that you be specific enough so that we can identify and locate the records that you are seeking. 
2. Your request must ask for existing records or documents. FOIA gives you a right to inspect or copy records; it does not apply to a situation where you are asking general questions about the work of the City or any department, nor does it require the City to create a record that does not exist.
3. You may choose to receive electronic records in any format used by the City in the regular course of business. For example, if you are requesting records maintained in an Excel database, you may elect to receive those records electronically, via e-mail or on a computer disk, or to receive a printed copy of those records If we have questions about your request, please cooperate with staff’s efforts to clarify the type of records that you are seeking, or to attempt to reach a reasonable agreement about a response to a large request. Making a FOIA request is not an adversarial process, but we may need to discuss your request with you to ensure that we understand what records you are seeking. You may also mail or email your request for records from the city. Direct your request online here (click on “Submit FOIA Request” at the far left) or to Heather Tierney  Amanda Littlefield or Jasmin Lane at 810 Union Street Room 409 Norfolk, VA 23510.

FOIA Request Site

6. Does it matter why I am requesting the records? Does it matter if I live outside Virginia?

The reason behind your request for public records from the City is irrelevant, and you do not have to state why you want the records before we respond to your request. FOIA does, however, allow the City to ask you to provide your name and legal address.

Agencies are under no obligation to extend benefits of FOIA to requests to individuals and media bodies residing outside of Virginia.

7. What records are not available through FOIA

The Code of Virginia allows any public body to withhold certain records from public disclosure.
The City commonly withholds records subject to the following exemptions:

Personnel records (§ 2.2-3705.1 (1) of the Code of Virginia)

Records subject to attorney-client privilege (§ 2.2-3705.1 (2)) or attorney work product (§ 2.2-3705.1 (3))

Vendor proprietary information (§ 2.2-3705.1 (6))
Records relating to the negotiation and award of a contract, prior to a contract being awarded (§ 2.2-3705.1 (12))

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1. What is GIS?

Geographic information system (GIS) is a system designed to capture, store, manipulate, analyze, manage, and present all types of geographical data. The acronym GIS is sometimes used for geographical information science or geospatial information studies to refer to the academic discipline or career of working with geographic information systems.[1] In the simplest terms, GIS is the merging of cartography, statistical analysis, and database technology.

A GIS can be thought of as a system—it digitally creates and "manipulates" spatial areas that may be jurisdictional, purpose, or application-oriented. Generally, a GIS is custom-designed for an organization. Hence, a GIS developed for an application, jurisdiction, enterprise, or purpose may not be necessarily interoperable or compatible with a GIS that has been developed for some other application, jurisdiction, enterprise, or purpose. What goes beyond a GIS is a spatial data infrastructure, a concept that has no such restrictive boundaries.

In a general sense, the term describes any information system that integrates, stores, edits, analyzes, shares, and displays geographic information for informing decision making. GIS applications are tools that allow users to create interactive queries (user-created searches), analyze spatial information, edit data in maps, and present the results of all these operations.[2] Geographic information science is the science underlying geographic concepts, applications, and systems.[3]

2. How does GIS work?

It is estimated that approximately 80% of all information has a "spatial" or geographic component. In other words, most information is tied to a place. So when making decisions about siting new facilities, creating hiking trails, protecting wetlands, directing emergency response vehicles, designating historic neighborhoods or redrawing legislative districts, geography plays a significant role.

This is where GIS comes in. Geographic Information Systems (GIS) technology is a computer-based data collection, storage, and analysis tool that combines previously unrelated information into easily understood maps. But GIS is much more than maps. A GIS can perform complicated analytical functions and then present the results visually as maps, tables or graphs, allowing decision-makers to virtually see the issues before them and then select the best course of action.

Add the Internet, and GIS offers a consistent and cost-effective means for the sharing and analysis of geographic data among government agencies, private industry, non-profit organizations, and the general public.

3. What can GIS be used for?

There are numerous ways in which this technology can be used. The most common ones are:

1. Management of resources

2. Investigations of the earth’s surface that is scientific in nature

3. Archeological uses

4. Planning of locations and management of assets

5. Urban & regional planning

6. Criminology matters

7. An Impact assessment of the environment

8. The assessment and eventual development of infrastructure

9. Studies of the demographics of an area plus its population

10. Analysis with regards to engineering

4. Is there a GIS Wiki?

http://en.wikipedia.org/wiki/Geographic_information_system

5. Are there any GIS User Groups?

GIS Lounge is an information portal primarily relating to the field of geographic information systems. The purpose of this site is to provide introductory text for issues relating to GIS as well as interesting news items, tips, and resources for the geospatial field. http://www.gislounge.com/

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1. How far is 5k?

5k is 5,000 metres, or 3.1 miles. It takes most people between 25 and 45 minutes to run. A car or bus travelling at 30mph would travel 5k in 6 minutes 15 seconds (yes - both would be cheating). Some more fun ways to think of your 5k run are that you’ll be running the equivalent of the length of (about)…

25,000 guinea pigs
8,547 Labradors
167 blue whales
52 Big Bens
47 giant redwood trees
18.5 cruise ships
16 Eiffel Towers
13 Empire State Buildings
1/8th of a Marathon

2. Can anyone do the Desk to 5k program?

Unfortunately not - but the good news is - most people can! Whether you have never run before, or haven’t run for a while but want to get back into it, Desk to 5k might well be the perfect place to start. However, everybody (and every body!) is different. As the plan contains generic advice, you would always be better off getting advice and training plans from your doctor or exercise professional. If this is something you are interested in, we can help - just contact Norfolk Fitness and Wellness Center for information on group and personal training sessions.

Before starting Desk to 5k make sure you have had a health check with your GP and that they are happy for you to start the plan. It is intended as a challenge but within sensible parameters, and as generic advice the Desk to 5k is limited in the situations and people it can cover.

3. What does Desk to 5k involve?

The plan is 6 weeks long and includes 3 runs each week, starting with lots of walking breaks to get your body used to moving more. ‘Runs’ include sections of walking and gentle running, with faster running included as the plan progresses. Where runs include sections of walking or different speeds of running, the Desk to 5k plan also gives the total time each run will take. Moving at different speeds allows your body to get used to running gradually. Activity levels need to be increased steadily to avoid injury and allow the body to adapt to the training you are doing.

A ‘walk’ is a brisk walk, keeping your breathing under control

A ‘gentle run’ is anything more than a walk, which may involve being out of breath.

A ‘faster run’ is faster than a gentle run, which is likely to leave you out of breath and feeling like you are working hard.

4. Do I need to warm up and cool down?

Yes – warming up and cooling down are important to get your body ready to exercise and to help you recover properly. Before each run, spend at least 3 minutes warming up and at the end of each run spend at least 3 minutes cooling down. If you do not feel warm at the end of 3 minutes, repeat the warm up until you do. In the first few weeks of Desk to 5k your warm up can be a brisk walk. Once you have been running for a few weeks you can replace this with a gentle run. Do the same for a cool down to bring your heart rate down gently and help your body begin recovering. As your warm up might vary depending on how you are feeling the timings in Desk to 5k do not include warm up or cool down time, but both should be factored in to all your runs.

5. What can I do on non-running days?

Desk to 5k is different from other 5k plans, because it includes non-running elements which work together to improve your running. On non-running days you will either be stretching or doing your weekly ‘strength for running’. Guidance for both is included in the Desk to 5k plan. Working on strength and stretching will support your running and minimize risk of injury, as well as helping you feel fitter in everyday life, climbing stairs or walking the dog.

6. What should I wear?

For running, ‘strength for running’ and stretching you should wear comfortable clothing that you can move in. Remember you will get warmer during runs – layers are great for making sure you don’t get too hot or cold. Although shopping for running clothing and accessories can be fun, you really don’t need anything technical to get started, other than a pair of running trainers, and perhaps a sports bra, which offers more support than a normal bra.

7. How do I know if I am running correctly?

Good running technique will mean you avoid injury and your body adapts more easily to running and Desk to 5k. Stay relaxed, look straight ahead of you and relax your shoulders and hands. Breathe deeply through your mouth or nose. Breathing in time with your steps can help with this – aim for 1 breath to every 2 steps you take. Swing your arms forward and backwards, not across your body, and lean slightly forward when you are running. There is lots of debate about which part of your foot you should land on. Aim to land on the mid point of the bottom of your foot with short light steps.

8. Where should I run?

Desk to 5k is designed to get you outside and enjoying the fresh air. Stick to well lit and populated areas where you can be seen clearly. Watch out for any traffic or trip hazards and always take your mobile with you. A lot of people listen to music while running, but make sure you stay aware of your surroundings to stay safe.

If you would like specific routs check out the Norfolk Running Routes page for ideas.

9. What if I miss a session?

Try not to miss any runs, ‘strength for running’ or stretching days. All elements of the Desk to 5k work together for your body and mind to adapt to the training. If you do need to miss a session, do your best to avoid missing 2 in a row. If you do miss 2 in a row, repeat that week of the plan. This will add a week to the total length of the Desk to 5k but will make sure you stay on track. Desk to 5k is carefully planned to include a sensible amount of activity and rest, so days shouldn't be swapped around. If you miss a session don't be tempted to try and catch up with yourself - just repeat a week.

10. What if I get injured or if I am ill?

With any exercise, injuries can and will happen. Don’t run through pain or illness – respect how your body feels. You should see a GP for a health check before you start Desk to 5k and if you have any concerns at all during the plan, see your GP to get the all clear before continuing Desk to 5k, for example if you feel pain or are ill. Your body can handle a lot, and will get stronger throughout the Desk to 5k, but there may be times when you need to think about what else is going on in your life that your body is managing. Repeating a week of Desk to 5k is much better than getting injured and will help you stay motivated to reach your goal.

11. Should I eat or drink before a run or strength workout?

Your body will need energy to run but a large meal or drinking a lot of liquid before you run, or before ‘strength for running’ might not be helpful. Digesting food draws blood away from your muscles to your digestive system, and a lot of liquid can make running uncomfortable. Make sure you drink enough during the day (1-2 litres – water is best) and avoid eating a big meal less than 2 hours before a run or ‘strength for running’. If you are thirsty while running, take a bottle of water with you. Drink small amounts to stay hydrated. As long as you have taken in a sensible amount of water throughout the day you should not need to drink while running, although some people prefer to have water with them.

12. Can I do other types of exercise on rest days?

Rest is an important part of Desk to 5k. The rest days are the days when your body repairs itself and adapts to the training. Desk to 5k is planned carefully to give you all you need to go from your desk to running 5k in 8 weeks. If you enjoy going to other exercise classes such as zumba or like to go swimming, there is no reason you should stop these types of exercise. Keep the total amount of training in mind though, to make sure you are not overdoing it and giving your body too much to deal with.

13. How do I share my success story?

Contact us at HealthyNorfolk@norfolk.gov. We would love to hear what has worked for you. Healthy Norfolk success stories feature people who have made meaningful lifestyle changes toward better health and well-being. Do you have a story to tell?

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1. How do I get a Healthwise Handbook?

To receive a Healthwise Handbook call or E-mail Norfolk Consortium Wellness.

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1. What disease management programs are part of MyLife MyPlan Rewards?

MyLife MyPlan Rewards includes Respiratory Disease Management (Asthma and
Chronic Obstructive Pulmonary Disease), Cardiovascular Disease Management
(Coronary Artery Disease and Congestive Heart Failure), Diabetes, and the
Partners in Pregnancy Program.

2. Am I eligible to participate in this program?

The MyLife MyPlan Rewards program is available to all Norfolk employees who are
the primary health plan subscriber on a Norfolk Optima Health plan.

3. How do these programs work?

Eligible employees who participate and complete the program requirements will be
eligible to receive incentive dollars on a healthcare debit card. Spouses and
dependents are also encouraged to participate in these programs, however, only
eligible employees can earn incentive payments.

If an employee has any of the conditions included in the program, they should
contact the Optima Health Care Coordination Line at (757) 687-6340, or toll free at
(877) 817-3037. It is the responsibility of the employee to reach out to Optima
Health and enroll in the program in order to meet the requirements for the incentive.

4. Will my employer be able to access my records or personal information from this

Your employer will not have any access to your personal or participation information
from the MyLife MyPlan Rewards Program. This is offered as a service of Optima
Health, and all information will be kept confidential.

5. I am currently in the Diabetes program, what do I need to do?

If you are currently enrolled in the Optima Health Diabetes Management program,
please call the Optima Health Care Coordination Line listed on the back of your
member ID card or toll free at (877) 817-3037. You may also send an email to
mylifemyplanrewards@sentara.com in order to confirm that you wish to enroll in the
Rewards Diabetes program.

6. Are my spouse and dependents eligible for this program?

Spouses and dependents are eligible to participate in the disease management and
Partners in Pregnancy programs to improve their management of these conditions.
However, only eligible employees can earn the incentive payments.

7. What do I need to do to earn the incentives?

The first thing to do is to make contact with the Optima Health program staff through
the Care Coordination telephone numbers, listed on the back of your member ID
card. Tell them that you have one of the eligible conditions, and would like to
participate in the program. They will assess your condition to determine how often
you need to have contact with your program Health Coach. You will need to have
contact with your Coach either by telephone or by email according to the schedule
explained to you by your Health Coach.

In addition to the contacts with your Health Coach, there are other requirements that
must be met to achieve the incentive. Your Health Coach will give you all of the
program details, however some of the requirements follow:

Respiratory Disease Management:

1. Physician follow up for asthma or Chronic Obstructive Pulmonary Disease
(COPD) at least once a year.

2. Development of an asthma/COPD management plan.

3. Development of an appropriate nutrition and activity plan.

8. Do I still have to see my doctor?

Contacts with your Health Coach do not replace your doctor visits. We want to
provide encouragement and incentives for you to follow your own doctor’s treatment
plan, which may include; scheduled follow-up visits, medication schedule, lab and
other testing, nutrition, and activity advice. We are here to support you, not replace
your physician.

9. If I meet some of the requirements, but not all, are the incentive payments prorated?

No, all requirements must be met prior to the account funding date in order to
receive incentive payments.

10. Are there any other requirements?

You must be actively employed by one of the entities of Norfolk, and covered by
Optima Health Insurance as a primary subscriber at the time of payment. You must
provide or verify your Social Security Number as a way for Optima Health to confirm
your incentive payment into a healthcare debit card.

11. What if I have multiple conditions, such as diabetes and asthma. Will I earn double

If you have multiple conditions, you may enroll in the disease management program
for each condition. Your Health Coach will help you with any and all disease-states
that you have, however, you can only earn incentives for one disease management
program.

If you are, or become, pregnant during this program, you may be eligible to receive
incentives for both the disease management program you are enrolled in and the
Partners in Pregnancy Program.

12. Who do I contact if I have more questions?

If you have any questions, you may contact Optima Health at the Care Coordination
Line at (757) 687-6340, or toll free at (877) 817-3037, or your Benefits Team.

13. What if I have a Flexible Spending Account (FSA)? How does that work with this?

If you have a flexible spending account, this program does not replace your FSA but
rather the incentives that you earn will supplement your FSA. Incentive dollars
earned may be used towards Copayments, Coinsurance, and Deductibles, if
applicable, for covered prescriptions, services, and condition related medical
supplies. Your FSA allows you to use pre-tax dollars towards payment on a much
larger variety of supplies and services.

For specific questions, contact your FSA coordinator or your Benefits Team.

14. Who will issue and administer the healthcare debit card?

Optima Health has partnered with Choice Care Card (CCC), an industry leader in
wellness program incentive administration. CCC will issue your healthcare debit
card, add earned incentives to your card, and notify you of when funds are
available. Additional information will be provided once incentive payouts begin.

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1. What is a Wellness Champion?

A Wellness Champion is an employee who works with the City Wellness Coordinator to plan, promote and implement a variety of wellness programs at their work place for all employees of their bureau or division.

2. What are the Qualities of a Wellness Champion?

Any employee who has a genuine interest in wellness, is actively working at living a healthy lifestyle, enjoys working and contributing to a team effort, is well respected, is a risk taker willing to try something new, and desires to promote healthy living and a balanced lifestyle to fellow employees.

Communicate effectively and work with division management to establish wellness programs, can motivate fellow employees to participate in wellness programs, and is willing to take on the leadership responsibilities required for the success of the wellness program at their worksite.

3. What are the duties and responsibilities of a Wellness Champion?

Being a Wellness Champion is easy and only takes a few hours a month. Wellness Champions meet with the City Wellness Coordinator once per year to develop an annual wellness plan for their worksite and attend one annual meeting per year with all City Wellness Champions to share ideas and celebrate successes.

Other duties include working with their division management to schedule, arrange, coordinate, and plan wellness programs at their worksite, distribute information about city-wide wellness programs to employees, and maintain a wellness poster series and brochure rack at their worksite provided by the City Wellness Coordinator.

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1. How do I check the status of my application?

You can check your application status by logging into your account at https://www.governmentjobs.com/js_login.cfm

2. I forgot my username/ password, how do I reset it?

The City of Norfolk does not retain applicant username/password information, please contact NEOGOV customer service at 877-204-4442.

3. How do I attach my resume or other documents to my application?

use the attach documents section and follow the instructions

4. Can I make changes to my application after submittal?

Unfortunately, once an application is submitted changes cannot be made

5. What if I have questions about a job posting?

You can contact HR staff at 757-664-4486 or email recruit@norfolk.gov

6. How will I know if I've been selected for an interview?

You will be contacted by a department representative to schedule the date and time.

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1. Adult Foster Care Provides Services for Whom?

• Older Adults
• Young adults with lifelong disabilities who were former foster care children
• Adults who have mental health needs
• Adults with intellectual delay
Website

2. What are the Responsibilities of an Adult Foster Care Provider?

• Supervise adults in the home 24 hours daily
• Prepare meals
• Coordinate physician appointments and transportation arrangements
• Maintain comfortable living environment
Website

3. What Requirements must I meet in order to be an Adult Foster Care Provider?

• a city of Norfolk resident
• Submit an application
• Consent to a Home and Fire Inspection
• Participate in Criminal Background check
• Participate in a Child Protective Services/Adult Protective Services Background check
• Provide Personal References
• Complete a TB test
Learn More

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1. Can your program be reimbursed for staff time/costs?

Staff salaries and documented benefits related to the delivery of the project’s direct client services are eligible for reimbursement. In-direct or administrative expenses are ineligible.

2. How do Cash and In-kind columns differ?

A cash contribution to an expense consists of funds taken from an organization’s budget which were applied to meet a total cost. (Example: If a staff person was paid $100 in salaries and $50 was reimbursed through HSG, the remaining $50 would be considered to be a cash contribution. However, if a person volunteered their services or donated goods to meet the needs of the project without reimbursement, the value of the goods or services would be an in-kind contribution.  

3. Attachment C Budget - only need to list those expenses requested by the city, correct?

Only expenses which are directly related to the project should be included in Attachment C. Expenses not included in the budget cannot be reimbursed if the project is funded.

4. What do you require for back up of fringe benefit costs?

All personnel expenses (salary & benefits) must be documented to be considered for reimbursement. Salaries can be documented using timesheets and payroll checks/records. Fringe benefits can be documented using invoices and cancelled checks showing the payment. The documentation for fringe benefits must show that the employee received the benefits and the cost which the employer paid.

5. Can one organization apply for two grants for two separate programs? If yes, is the limit $50,000 for each proposal, or $50,000 for both?

The FY22 HSG RFP states, “Applications are limited to $50,000 per proposal.”

6. Is there a way to fill the application online?

No. The application must be downloaded and completed, and then submitted electronically. However, no online, fillable form exists for the FY22 HSG program.

7. For an organization that has been operating for 5 years, but is a recent new 501(c)(3), should we submit the previous audit and taxes from the previous organization that covered our budget.

Yes, presuming the organization acting as the fiscal agent clearly demonstrated the sections which applied to the now independent organization. Otherwise, the organization should submit the audit/taxes they prepared and submitted to the IRS.

8. Please clarify, are organizations formed in 2020 or later eligible? In Part A of Eligibility, it states a minimum of three (3) years of service and be 501c3 approved.

An organization founded on or after 2020 could not have recorded three years of service.

9. Must the application be emailed as a single PDF? Our financial information is a large file and will make this problematic. This also creates a challenge as our network tends to block large files.

"If you need to submit your attachments using multiple emails, please mark each email in the following manner. ‘Part one of three. Then, part two of three. Then part three of three.” This information will allow us to verify that we have received your entire application and attachments.

10. Budget Section - Do we submit supporting documents and audits from FY2020 and FY2021 or do we only submit FY2020 audits as we were last recipients of the HSG during FY2020?

Since your fiscal year ends after the application deadline, you will need to submit the FY20 audit document. Also, since the HSG application is for FY22, please submit your operating budget for FY21.

* Please confirm that you only require one prior year operating budget (FY2021). 

(Please note that our audits FY period is July 1-June 30 and overlaps the HSG Period of October 1-September 30.) 

11. For the 6-page limit this is only for questions 1 through 8. The first page with general information and the Budget and financial information is not included in the 6-page limit?

This is one area where the RFP is very specific. My suggestion is to check the check list for your answers. Please know that the items under “Additional attachments as needed” are also excluded from the page count.

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1. Can I move a family child care home to another location in Norfolk?

You must notify the Home-Based Childcare Network Office 30-days prior to your move. You will need to provide the new address as well as the tentative moving date. If the date changes, you should keep your specialist up to date so that your current license is not terminated too soon. As you move into your new location you need to make sure that all family child care home requirements are met so that when a visit is made to assess it, there will be no delays in processing your license. If you have questions about certain aspects of the new location, ask your specialist prior to your move.