Urban Renewal and Economic Development Committee — Charleston, WV
Date: 2020-12-03
Time: 17:00

CITY OF CHARLESTON
 West Virginia
 Council Member – 13th WARD

Brent Burton Urban Renewal and Economic Development, Chair
340 MacCorkle Ave SE Finance Committee
Charleston, WV 25314 Parking Committee
Telephone: 304.541‐0991
E‐mail: brent.burton@cityofcharleston.org




TO: Urban Renewal and Economic Development Committee
FROM: Brent Burton, Chair
RE: Committee Meeting

 UNTIL FURTER NOTICE, MEETINGS WILL BE MADE AVAILABLE TO THE PUBLIC VIA ZOOM

There will be a Committee meeting of Urban Renewal and Economic Development on December 3, 2020 at
5:00 PM.

*Join via internet:
https://us02web.zoom.us/j/86158408185?pwd=TlRlL1BvbENQWndRMjBPSkNvUGVZUT09
Passcode: 062801
*Join via Telephone: (312) 626‐6799 or (929) 436‐2866
Webinar ID: 861 5840 8185
Agenda available on CivicClerk: https://charlestonwv.civicclerk.com

 Agenda
Approval of Previous Minutes

 1. 11‐12‐2020

Wild, Wonderful, Healthy West Side Initiative ‐ Sharon Lansdale

 1. TGKVF Attachments

Administration Updates




BB/ns




 City Council | 501 Virginia Street, East | Post Office Box 2749 | Charleston, West Virginia 25330
 www.charlestonwv.gov | 304.348.8179 | 304.348.8038 fax

CITY OF CHARLESTON
 West Virginia
 Council Member – 13th WARD

Brent Burton Urban Renewal and Economic Development, Chair
340 MacCorkle Ave SE Finance Committee
Charleston, WV 25314 Parking Committee
Telephone: 304.541‐0991
E‐mail: brent.burton@cityofcharleston.org




TO: Urban Renewal and Economic Development Committee
FROM: Brent Burton, Chair
RE: Committee Meeting

 UNTIL FURTER NOTICE, MEETINGS WILL BE MADE AVAILABLE TO THE PUBLIC VIA ZOOM

There will be a Committee meeting of Urban Renewal and Economic Development on December 3, 2020 at
5:00 PM.

*Join via internet:
https://us02web.zoom.us/j/86158408185?pwd=TlRlL1BvbENQWndRMjBPSkNvUGVZUT09
Passcode: 062801
*Join via Telephone: (312) 626‐6799 or (929) 436‐2866
Webinar ID: 861 5840 8185
Agenda available on CivicClerk: https://charlestonwv.civicclerk.com

 Agenda
Approval of Previous Minutes

 1. 11‐12‐2020

Wild, Wonderful, Healthy West Side Initiative ‐ Sharon Lansdale

 1. TGKVF Attachments

Administration Updates




BB/ns




 City Council | 501 Virginia Street, East | Post Office Box 2749 | Charleston, West Virginia 25330
 www.charlestonwv.gov | 304.348.8179 | 304.348.8038 fax

 Page | 1 of
 MINUTES
 URBAN RENEWAL AND ECONOMIC DEVELOPMENT COMMITTEE MEETING

 5:00 P. M., NOVEMBER 12, 2020

 *VIA ZOOM

Brent Burton, Chair, called the meeting of the Charleston City Council Committee on
Urban Renewal and Economic Development to order at 5:00 p.m., November 12, 2020,
in the Audio/Visual Room in City Hall.

Committee Members Present:
Brent Burton, Chair
Tiffany Wesley-Plear, Vice Chair
Ben Adams (left before the vote for Bill No. 7887)
Adam Knauff
Chuck Overstreet
Jennifer Pharr




 1. Approval of Previous Minutes – Councilmember Adams moved to approve
the minutes of the previous meeting on 9-23-2020. There was no objection and the
minutes were approved.




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 2. Bill No. 7887 - A BILL to amend and reenact Sections of the Municipal Code of
 the City of Charleston all relating to updating the regulation of street vendors and
 itinerant vendors; and creating certain business and occupation tax relief for
 street vendors and itinerant vendors.

Councilmember Burton summarized that a version of the bill was discussed by the
Committee in September of 2019 and has since been changed to address concerns that
were raised by the Committee.

City Attorney, Kevin Baker, added that the updates to the bill were delayed because of
the pandemic this year, but they took that time to reexamine it with updates that will help
to clarify and improve what is in City Code. Changes include:
  Itinerant vendors (trade shows, etc.) are clarified as to the different aspects of
 what defines an itinerant vendor, removes some exemptions about City
 sponsored events and will allow the Collector’s Office to promulgate rules to
 more clearly explain the rules to these vendors. It also sets up the ability for
 those vendors to appeal if denied a license, and requires them to enter into a
 hold harmless agreement with the City.
  Street vendors are now open to all non-residential areas, and prohibits the use of
 generators within 50 feet of an outdoor dining area. The bill also removes
 exemptions about City sponsored events, and requires them to enter into a hold
 harmless agreement with the City. Brick and mortar businesses will need to get a
 street vendor permit. Vendors cannot leave their unit unattended, must be legally
 parked, cannot sell items within 200 feet of a City event if not permitted for that
 event, cannot make excessive noise, cannot have additional items in the right-of-
 way or blocking the right-of-way(other than a trash can), cannot operate between
 the hours of 4 am- 6am and cannot use power unless given approval by the City
 Manager’s Office.
  There is a $5,000 B&O income exemption for all street and itinerant vendors. The
 bill also removes confusing language concerning itinerant vendors not having to
 pay B&O taxes when no itinerant vendor license is required. It also allows B&O
 taxes to be assessed for non-profits for business activity that is taxable by the
 IRS.

Councilmember Burton confirmed with Baker that the bill presently before the
Committee is not the bill previously put before the Committee. That bill was never
formally introduced, so Bill No. 7887 is not considered to be amended or a committee
substitute as presented.

Councilmember Pharr stated that she had questions submitted to her via
Councilmember Bays. Councilmember Bays asked if line 806 should be clarified that it
is “yearly.” Baker agreed. Concerning generators, line 526 does not specify decibel
levels or who will judge the appropriate loudness. Baker replied that there had been a
lot of discussion concerning that. Since law enforcement does not have decibel readers,
it would not be practical to put a number in the Code. The noise ordinance states it
would be a level that would be offensive to a general person in that setting. He did not




 Page | 3 of
anticipate law enforcement handing out a lot of tickets concerning this, but rather
making judgement calls and encouraging vendors to make changes. Councilmember
Pharr (via Councilmember Bays) asked if the pedestrian travel mentioned on line 555
should say “ADA compliant.” Baker replied that clarification could be added.

Councilmember Wesley-Plear asked how this bill would apply to ice cream trucks and
similar vendors as it applies to residential areas. Baker replied that the bill is written to
apply to vendors being stopped in a public right-of-way, so a short-stop vendor such as
ice cream trucks should not have a problem in terms of enforcement.

Councilmember Knauff said he had questions from the FestivAll representative, Maria
Belcher. Belcher said that the questions they had were more detailed questions about
what information to pass along to their vendors rather than questions about the bill’s
language specifically. Baker thanked Belcher for her request to have the bill written.

Councilmember Knauff asked what is “hawkers and peddlers” as referenced in line 80
and if a license is needed. Baker replied that the bill doesn’t change that language as it
currently appears in City Code, and is defined in another part of the Code as “a person
who shall carry goods, wares or merchandise place to place either in person or by agent
or employee and sell for delivery of the same time any such goods, wares or
merchandise to any purchaser at wholesale or retail, and any person who shall solicit
for the purpose of rendering any service shall be deemed a hawker or peddler…” He
added that the proposed bill states that itinerant vendors are not hawkers and peddlers.

Baker suggested that the definition of an outdoor dining area on lines 245-247 be
changed to included the phrase “public right-of-way” instead of “public sidewalk” to
compensate for the occasional closing of Capitol Street (or any other street) for outdoor
dining.

Councilmember Knauff expressed concern as to how close a street vendor could be to
a brick and mortar business as well as who would assign spots if required. Baker replied
that the only restriction mentioned is the distance from outdoor dining areas for noise
considerations. As to who can pick where vendors can go is first come first serve, and
the bill would mean that vendors cannot reserve spots in advance. Baker added that it
doesn’t prohibit or impact food tracks from being on private property. Councilmember
Knauff asked why restrictions on vendors parking near similar businesses was not
included. Councilmember Adams replied that it was because of the legalities of
determining what would be similar. Baker agreed it would be complicated to work out
those details.

Councilmember Overstreet confirmed that the vendors would have the same COVID-19
restrictions and approvals from the Health Department as brick and mortar businesses
where it applies.

Councilmember Wesley-Plear asked if there would be any additional restrictions to
groups such as churches that have booths during Multi-Fest. Baker replied that it




 Page | 4 of
shouldn’t be a huge change, and that the organizers of those events will help them
through the process, adding that B&O taxes would only be for for-profit organizations.
Councilmembers Knauff and Wesley-Plear added that they would rather the bill return to
the Committee as a Committee Substitute.

Councilmember Adams motioned moved to approve the bill with the changes to lines
806, 555 and 245-247 as discussed.
A roll call was taken:
Yeas: Burton, Pharr, Overstreet
Nays: Knauff, Wesley-Plear
With a majority of members present recorded thereon as voting in the affirmative,
Chairperson Jenkins declared Bill No. 7887 approved as a Committee Substitute.




 3. Discussion – Charleston Convention Center & Visitors Bureau “Support Small
 CWV Campaign

Burton stated that Mayor Goodwin and the City of Charleston, CVB, CAA and
Charleston Main Streets recently announced the Support Small Business Holiday
Campaign. He introduced Tim Brady, CVB CEO, to address the Committee. Brady
stated that for the first time since he has been with the organization (8 years), all the
groups mentioned are working cooperatively on one campaign, the goal of which is to
support small business in Charleston for the 4th quarter of 2020, with the idea that it will
become on overarching campaign. He added that the CVB’s primary function is to
promote tourism in the City. During the pandemic, they have shifted their focus to
support the local tourism infrastructure. Brady added that they have taken the concept
of Small Business Saturday and spread it throughout the City, focusing on each
neighborhood for a designated Saturday, crediting the genesis of that idea to
Councilmember Bays. CAA has taken their Downtown Window Decorating Contest and
expanded it throughout the City for the first time ever. They are creating a Small
Business Holiday Gift Guide to encourage online shopping with local businesses. The
CVB is creating a storytelling campaign called Charleston Needs, highlighting local
businesses that do good work in the Community.

Councilmember Knauff stated that as a member of Council, a sitting member of the
Committee and a former Vice-Chair of the Committee he hoped that he will be allotted
the time to state his questions completely and to have his questions answered
completely. He stated:
 There is an impression that the City Economic Development money has gone to
 three different entities that may have formed an exclusive alliance to exclude
 other agencies. If so, that would be bad for the City as a whole. I hope that is not
 the case here, but these questions will have to be answered to disprove that.




 Page | 5 of
Councilmember Knauf asked how did these three agencies come together to form the
campaign. Brady replied that Steve Rubin emailed him and said they were all going to
promote shopping small this holiday season and they should all work together, and he
thought it was a great idea. Mayor Goodwin confirmed that was similar to her
experience.

Councilmember Knauff asked why other agencies were excluded. When Brady asked
what agencies were excluded, Councilmember Knauff replied that the Bigley Avenue
Economic Development Foundation as well as new Downtown business group and
possibly others were excluded. Brady replied that he couldn’t say that anyone was
excluded intentionally. They have been in contact with the Downtown Merchants
Association, and Charleston Main Streets could serve to encompass the Bigley Avenue
area.

Councilmember Knauff asked why other groups were excluded from the press
conference. Brady replied that there was no attempt to exclude anyone. Councilmember
Knauff asked if the CAA, CVB and Main Streets paid into the campaign. Brady replied
that there were no fees involved, they just got together to try to do a good thing.

Councilmember Knauff asked why the East End was separated from Downtown. Brady
replied that to his knowledge the East End and West Side are designated
neighborhoods, and that he represents the entire City of Charleston and Kanawha
Valley. Councilmember Knauf asked if there was any evidence or data that the East
End deserves its own week as compare to the West Side, Kanawha City, South Hills or
Downtown. Brady replied that what they looked at in the meetings are the
neighborhoods represented by Charleston Main Streets (East End and West Side).
Councilmember Knauff added that, as a member of the URED Committee, he would like
to see the East End produce some numbers specifically about how many people work in
that business district as it relates to business revenue. He added that he asked
Charleston Main Streets for this information months ago with no response. He stated
that the West Side could easily be two to three times as big. Mayor Goodwin said she
can follow up with Ric Cavender as Brady doesn’t represent any specific neighborhood.

Councilmember Knauff asked why the CVB or CAA was tagging Main Streets in
Kanawha City social media campaign posts when they don’t have a presence there.
Mayor Goodwin replied that it was probably because they wanted to promote other
areas of the City. Councilmember Knauff replied that was exclusionary, and that he has
grave concerns about how the campaign was formed and its operation. Brady replied
that he will make sure the Councilmember is included going forward as the goal is for
this to be a long-term campaign and he is representing the CVB and is just trying to
promote small business throughout the City of Charleston.

Councilmember Knauff thanked Brady for answering his questions. Brady added that
the CVB is funded by hotel/motel taxes, and what little money they are spending on this
is campaign is part of their allocated budget, and does not receive a line item from the
City of Charleston.




 Page | 6 of
Councilmember Wesley-Plear asked if they are taking nominations of businesses to
include in the publication that they are putting together to promote small businesses.
Brady replied that they are, and he can be contacted directly. Additionally, businesses
can self-submit. Councilmember Wesley-Plear confirmed that North Charleston and the
West Side were on the same day (December 12).

Councilmember Pharr confirmed with Brady that the CVB meetings are open to the
public.




 4. Administrative Updates –
Mayor Goodwin stated that the Administration had recently announced their Slack Plaza
report, and they are working on developments for Downtown housing.

Councilmember Knauff added that he specifically asked to go to the press conference
on behalf of the Bigley Avenue Economic Development Foundation and was told no by
someone.

Councilmember Pharr said she had been contacted by business owners seeing fewer
and fewer people come through their doors and are starting to become concerned. She
asked if they could make a concerted effort to spread the word about the Small
Business Campaign and to buy locally. Councilmember Burton agreed. Mayor Goodwin
added that the first round of small business grants will be going out soon.




Councilmember Knauff motioned to adjourn the meeting.

Meeting adjourned.




 Page | 7 of
 Application Summary
 The Greater Kanawha Valley
 Foundation
 July 2020


Lead Organization: The Center for Rural Health Development, Inc
 www.wvruralhealth.org

Contact: Sharon L. Lansdale, Pres/CEO
 Phone: 304-397-4071
 Mobile: 304-415-1628
 Email: sharon.lansdale@wvruralhealth.org


Center Mission/History: Since 1994, the Center has worked to create a healthy future for
WV by improving the health of West Virginians and strengthening WV’s health care delivery
systems. On the health care side of our mission, the Center’s Loan Fund provides an affordable
source of financing for health care organizations. Since 2001, the Center has leveraged over $57
million in health care infrastructure improvements throughout the state, with no losses to date.
The Center’s work in health recognizes that conditions in a community where a person lives,
i.e., Social Determinants of Health, have a greater impact on one’s health than services
provided through the health care system. Thus, through Wild, Wonderful and Healthy West
Virginia (WWHWV), the Center works with communities to strengthen their capacity to create a
community environment that supports healthy lifestyles and economic development.
The framework used by WWHWV is based on similar national models and has been customized
to be effective in communities located throughout WV and Appalachia. The planning process is
a community-driven strategic planning process that utilizes the principles and practices of
cross-sector participatory engagement, where active participation and empowerment (and the
prevention of dis-empowerment) are the basis of practice. WWHWV was launched in fall 2018
and currently has nine communities participating as part of its first cohort of counties. Over 18
communities have expressed interest in being part of WWHWV’s second cohort of
communities. However, due to COVID-19, we will not be expanding the reach of WWHWV,
except in Charleston West Side, until 2021.

Purpose of Project: Wild, Wonderful and Healthy West Virginia was developed to provide
training, tools, coaching and technical support to strengthen community capacities to address
the social determinants of health throughout West Virginia. Through, Wild, Wonderful and




 Page | 8 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 2 of 7

Healthy West Virginia, the Center will work with the West Side of Charleston community
through a process that facilitates the development of innovative, cross-sector partnerships
among health care providers, public health, businesses, schools, religious organizations,
government agencies and other organizations. The process involves engaging community
residents, along with community leaders and other stakeholders to collectively identify
priorities and take coordinated action to implement sustainable systems changes,
infrastructure improvements and/or policy-oriented long-term solutions, leading to a reduction
in health and economic disparities in a community.
Residents and leaders from multiple sectors will work together to develop a Community Health
Improvement Plan that identifies collective actions to be taken to address agreed to priority
health and economic disparities, that will over time, result in a culture of health in Charleston
West Side that is also supportive of economic prosperity. An example of work in a community
currently involved with WWHWV, is the work in Summers County to address inadequate
housing in Summers County. Wild, Wonderful and Healthy Summers County partnered with the
City of Hinton and other groups to prioritize taking action on poor housing quality in Hinton. As
a result of Wild, Wonderful and Healthy Summers County’s work, in addition to demolishing
blighted buildings, the City Attorney is taking action to file liens when property owners do not
respond to notices requiring them to "correct" their properties within a specified period of
time. Other communities involved with WWHWV are developing property to support active
living in their communities; addressing food deserts in their community, reducing sugary
beverage consumption, focusing on developing an inter-generational community, etc.

Specific Activities that will be implemented: Wild, Wonderful and Healthy West
Virginia (WWHWV) provides training, tools, technical assistance, coaching and support to assist
communities in forming a cross-sector community health improvement committee, assessing
the community’s health needs, developing community health improvement plans, and then
implementing those plans.
The major components of Wild, Wonderful and Healthy Charleston West Side are as follows:
Core Support Team. The Core Support Team is a small group of individuals from the partner
organizations that are responsible for organizing the community health planning process and
moving it forward. Often this includes the primary individual(s) that provide staff support to the
CHI Committee and other community leaders. Typically, the Core Support Team is comprised of
3-5 individuals
CHI Committee. Communities participating in Wild, Wonderful and Healthy West Virginia form
a Community Health Improvement (CHI) Committee to guide the work in their community. The
CHI committee consists of representation from various sectors within a community including
health care, public health, schools, businesses, religious organizations, local government, and




 Page | 9 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 3 of 7

others. The CHI Committee reviews the data gathered through the Community Health Needs
Assessment, facilitates broad community engagement, identifies 1-2 high priority issues,
approves a CHIP, and develops and implements annual action plans.
Community Health Needs Assessment (CHNA). Using data collected through CHNAs conducted
by various organizations in the community and informing this data with qualitative data
provided through community forums or surveys involving residents with lived experiences, the
CHI Committee will identify 1-2 high priority health issues on which to focus the work of the
community for the next three years or so.
Community Health Improvement Plan (CHIP). Once the 1-2 high priority issues are identified,
the CHI Committee will work to develop a broad range of strategies to address each priority
issue. A CHIP is an agreed-upon, prioritized set of evidence-based, health improvement
strategies that organizations and individuals in each community will eventually use to develop
action plans to collaboratively improve health in their community.
Community health is complex, involving multiple drivers and determinants. With so many
factors influencing health, even the best efforts of a solo project or program risk having little
impact. The challenge of improving individual health and the health of the overall community
while reducing disparities is beyond the ability of any single organization or single sector in a
community. Organizations can accomplish far more together than any single one could ever do
alone. Working together, organizations can identify a few top priority focus areas. Each
organization can commit to engage in specific activities to promote better health with respect
to the priorities identified. Such an approach has the best chance to produce measurable
improvement that lasts. It also fosters a shared awareness about the importance of the
targeted priorities, whether they relate to reducing domestic violence or adverse childhood
experiences; reducing obesity; promoting stronger social and family connections that are so
important to overall well-being; improving walkability or any other priority.
Annual Action Plans. Community health improvement planning is a connected process that
relates to the findings from the CHNA, directly supports the priority focus areas, and leads to
action planning – with the collaborative planning process having the potential to result in
measurable improvement. Annual action plans state who will do what by when to move the
strategies stated in the CHIP forward during a 12-month period.
Coaching Calls. Center staff will conduct frequent coaching calls with members of the Core
Support Team to facilitate implementation of the community health improvement planning
process. In addition to the calls, staff works with the Core Team to develop community specific
tools, communications, and other resources as needed to ensure the planning process is
effective in Charleston West Side.




 Page | 10 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 4 of 7

Community Health Improvement Planning Training. Wild, Wonderful and Healthy West Virginia
will provide four fundamental trainings designed to build the capacity of community leaders to
conduct collaborative community health improvement planning. The four fundamental
trainings are as follows:
 • Training #1: Visioning and Stakeholder Engagement
 • Training #2: Assessing Community needs, Assets and Resources to Drive Decision
 Making
 • Training #3: Developing Your CHIP and Sustainability of Your Partnership
 • Training #4: What’s Next: Implementation Your CHIP and Moving Your Coalition’s Work
 Forward
Coordinator. As none of the Center’s staff currently lives in Charleston West Side, it is important
that an individual who lives and/or works in Charleston West Side serve as a community liaison
and provide day-to-day support for the community health improvement planning process.
Given the impact of COVID-19, our plans are to conduct the trainings in the Fellowship Hall at
Grace Bible Church. The room has a 125-person capacity and we anticipate having 10-20
persons at each training. This is a higher estimate of the number of persons to be trained as we
are conducting the trainings in the community rather than a central Coaching Hub location and
more than the Core Team members may want to attend. All infectious disease precautions will
be taken. Video participation will be available as needed. The only contingency we cannot plan
for is if government issues more restrictive public health orders. In that case, we will comply
with the orders which may result in having to delay one or two trainings depending on how
long the order is in place. We can adjust our process to keep things moving if a delay occurs
given that we are only working with one community.

Needs Statement: Charleston West Side’s high rates of chronic illnesses, as well as its
residents’ increased risk for adverse outcomes related to the current COVID-19 pandemic and
Opioid epidemic, are primarily the result of longstanding health and economic inequities
caused by decades of disinvestment and generational poverty

Why Project is Needed: Life expectancy varies greatly by ZIP code, as shown by the U.S.
Small-area Life Expectancy Estimates Project, a joint project from the Centers for Disease
Control and Prevention’s National Center for Health Statistics, the National Association for
Public Health Statistics and Information Systems, and the Robert Wood Johnson Foundation.
The Project analyzed death records from 2010-2015 in every state except Maine and Wisconsin,
where data was incomplete, to calculate a life expectancy for residents of every neighborhood.
The results revealed the huge discrepancy in life expectancy in different parts of the country.
While residents of Chatham, North Carolina, can expect to live to the age of 97.5, those in
Stilwell, Oklahoma, live, on average, to only 56.3 years old. Five communities in West Virginia,




 Page | 11 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 5 of 7

including Charleston West Side were shown to have a life expectancy that was at least 13 years
below the national average. According to the Project, life expectancy in Charleston West Side
was 62.3 years with the average US lifespan being 78.6 years and 75.4 years in West Virginia.
The COVID-19 pandemic has magnified the health and economic disparities that make up the
everyday experiences of many West Virginians, especially those who live in communities
suffering from generational poverty and decades of dis-investment. According to Gallup, West
Virginians were at the highest risk for death and adverse conditions due to COVID-19, especially
those that live in communities with high health and economic disparities. If we are going to
prevent the negative long-term impacts of COVID-19, opioids, or chronic diseases on our
communities, we need to work to reduce health and economic disparities across West Virginia.
If we turn our attention to working collaboratively, across sectors, and within West Virginia
communities to address these long-term challenges, the COVID-19 pandemic could be viewed
as the turning point that led to better health for West Virginians and greater prosperity for our
state.
Charleston West Side’s high rates of chronic illnesses are primarily the result of longstanding
inequities. In addition to the loss of population and industrial jobs, the history of racial
discrimination in federal housing programs, and the displacement of residents and businesses
under the urban renewal practices of the 1960s and 1970s clearly played a role in the current
blight conditions in the community. More local issues like the low initial quality of some homes,
at least two drug epidemics over the past 30 years, and the effects of poverty on the ability of
some owners to invest in the long-term maintenance has added to the complexity of challenges
for the residents living in Charleston West Side.
The Charleston Urban Renewal Authority (CURA) began a process to update its West Side
Community Renewal Plan and in doing so identified the following issues through a building
survey conducted in January/February 2018:
 • Found that 41.9% of residential structures and 19% of non-residential structures to be
 deficient.
 • Barriers to ease of movement on the West Side remain, namely railroad rights-of-way,
 pedestrian amenities, and one-way streets.
 • Public greenspace has become less available in the plan area since 2008 with need and
 demand for these amenities remaining strong.
 • Owner-occupancy has declined since 2008 while significant demolition of unsafe
 structures has continued.
 • Commercial activity has declined since 2008 with high rates of vacancy along
 Washington Street West and Central Avenue.




 Page | 12 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 6 of 7

 • The fabric of residential development patterns has deteriorated on some blocks with
 demand for housing still strong there are many instances of residents living in structures
 that need significant repair.
 • Poverty and dependence on public assistance has increased since 2008 given local
 economic conditions and the ripple effects of the national economic crisis over the last
 decade.
Based on these findings, CURA affirmed the declaration of blight for Charleston West Side. The
DRAFT Plan further states that “the link between blight and determinants to health is well
established in the law and research. The combination of dilapidation and vacancy typical of
blight and a high rate of poverty make for difficult challenges in addressing the broad scope of
issues experienced by residents. Residents of low wealth communities that are also
experiencing blight have negative effects on the mental and physical health of residents and a
recent report by the Robert Wood Johnson Foundation points to lower life expectancy in poor
blighted communities. The physical state of the neighborhood is reflected into the lives of its
people. Physical dilapidation of the neighborhood is what this plan most primarily is meant to
address. While this plan is designed to be much broader than just a CURA strategic plan, and
given there are nearly countless issues that arise from or are the cause of blight, poverty, and
disinvestment, the charge made to CURA is to deal with blighted structures and the public
realm to combat the negative effects the built environment has on public health.”
As a minority and economically distressed community, the impact of COVID-19 on the health
and economic disparities in Charleston West Side are even more evident. Yet, while the impacts
of COVID-19 are significant, COVID-19 did not hasten the longstanding health and economic
disparities. Generations of poverty and decades of disinvestment have left many Charleston
West Side residents in vulnerable positions when it comes to their health. Many of the
conversations in West Virginia right now center around how we will contain, mitigate and
suppress the effects of the current crisis. While this is a valuable use of time, we also need to
ensure that as we emerge from this crisis, we create local community environments in which
West Virginians do not continue to suffer disproportionately from future pandemics, epidemics,
chronic diseases and public health emergencies. This is the kind of long-term thinking that will
ensure health, well-being, and prosperity for West Virginia communities, including Charleston
West Side.
The work needed to reduce health and economic disparities will take time, but it can be carried
out by the residents living in Charleston West Side today. Working across sectors, residents and
community leaders will identify the collective actions that need to be taken to address these
challenges and build a culture of health that is also supportive of economic prosperity.




 Page | 13 of
 Application Summary
 The Greater Kanawha Valley Foundation
 July 2020
 Page 7 of 7

Budget Summary:
 TGKVF
 Line Item Center Totals
 funds
Center Technical Support 0 10,240 10,240
Contractual Local Coordinator 22,500 0 22,500
Meeting Supports 5,100 0 5,100
Community Scholarships to Appalachian Health
 1,800 0 1,800
Leadership Forum
Printing: Training Materials 450 0 450
Total Direct Costs 29,850 0 29,850
Indirect Costs 4,477 0 4,477
TOTAL 34,327 10,240 44,567




 Page | 14 of
The Greater Kanawha Valley Foundation
 Interview
 August 19, 2020




 Page | 15 of
OUR TEAM TODAY
  Pastor Matthew Watts
  Dr. Norman Mantalto
  Chuck Overstreet
  Matt Sutton
  John Butterworth

  Sharon Lansdale
  Elaine Darling



 Page | 16 of
Why Now?


 Page | 17 of
Health Expenditures and Life Expectancy,
 1970 - 2014


 Why the
 difference?




 Page | 18 of
 FOCUS ON SOCIAL DETERMINANTS
 OF HEALTH
Health is impacted by


 Your Zip Code
 has a greater
 impact on your
 health than your
 Genetic Code


 Page | 19 of
 THE LINK BETWEEN HEALTH AND
 ECONOMIC DISPARITIES AND THE
 RISK FOR COVID-19 IN WEST VIRGINIA
The COVID-19 pandemic has magnified the health and economic disparities that
make up the everyday experiences of many West Virginians. This is particularly
evident among our minority, rural, and economically distressed communities.

While the impacts of COVID-19 are significant, COVID-19 did not hasten the
longstanding health and economic disparities. Generations of poverty and
decades of disinvestment have left many of our residents in vulnerable positions
when it comes to their health.

The work needed to reduce health and economic disparities will take time, but it
can be carried out by the residents living in West Virginia’s communities today.




 Page | 20 of
  Community Health
Improvement Planning
 Process



 Page | 21 of
 WILD, WONDERFUL & HEALTHY
 WEST VIRGINIA’S PROCESSES
 Action Plan

 Community
Cross-Sector Health
Partnership CHNA Improvement Action Plan
 Plan (CHIP)


 Action Plan


 Page | 22 of
 WHAT IS A CHIP?
After assessing the community’s needs and resources
and identifying high priority issues, your community
will be ready to develop its Community Health
Improvement Plan (CHIP).
➢ CHIPs involve multiple partners aligning to accomplish a
  common goal, while giving everyone an opportunity for
  shared decision-making to ensure buy-in.
➢ CHIPs bring together individuals and organizations who
  have been working on individual projects with others to
  develop a shared plan for health improvement.
➢ The CHIP provides a map for moving from a community’s
  vision to making data-driven decisions about strategic
  improvements that can result in long-term, community-
  level outcomes.



 Page | 23 of
 WILD, WONDERFUL & HEALTHY
 WEST VIRGINIA’S PROCESSES
 Key Components

• Engagement of residents, especially those with
  lived experiences, in the planning process

• Focus on sustainable changes through Policy,
  Systems and Environmental (PSEs) changes, not
  program development

• Use of Evidence-Based Strategies



 Page | 24 of
Community Capacity Building




 Page | 25 of
 Community Capacity
 Building
Four Capacity Building Trainings
Training #1: Visioning and Stakeholder Engagement

Training #2: Assessing Community Needs, Assets and Resources
 to Drive Decision-Making

Training #3: Developing Your CHIP and Sustainability of
 Your Partnership

Training #4: What’s Next: Implementing Your CHIP and
 Moving Your Coalition’s Work Forward


 Page | 26 of
Page | 27 of
Comments from our
 team


 Page | 28 of
Page | 29 of

MINUTES
 URBAN RENEWAL AND ECONOMIC DEVELOPMENT COMMITTEE MEETING

 5:00 P. M., DECEMBER 3, 2020

 *VIA ZOOM

Brent Burton, Chair, called the meeting of the Charleston City Council Committee on
Urban Renewal and Economic Development to order at 5:00 p.m., December 3, 2020,
over Zoom.

Committee Members Present:
Brent Burton, Chair
Tiffany Wesley-Plear, Vice Chair
Ben Adams
Brady Campbell (arrived about 15 minutes after the start)
Adam Knauff
Chuck Overstreet
Jennifer Pharr




Councilmember Burton asked for a moment of silence for Patrolman Cassie Johnson.
 1. Approval of Previous Minutes –
At the request of Councilmember Knauff, the approval of the previous minutes was
deferred until the next meeting. There were no objections.



 2. Wild, Wonderful, Healthy West Side Initiative -

Councilmember Burton introduced Sharon Landsdale, the President and CEO of the
Center for Rural Health Development, to speak on the Wild, Wonderful, Heathy West
Side Initiative. Highlights of the presentation include:
  The project was made possible with funds from the Greater Kanawha Valley
 Foundation.
  The Center is the only private organization in the state the works across the full
 continuum of healthcare. Their mission is to create a healthy future for West
 Virginia by improving the health of the residents and the strength of West
 Virginia’s health care delivery system, especially in rural and underserved
 communities.
  There is a clear link between healthcare and economic development. West
 Virginia has consistently been one of the top 10 unhealthiest states in the nation.
 In fact, a person’s zip code is a primary predictor of their health.
  Their work focuses on community health improvement. A “healthy place” are
 those communities that are designed and built to improve the quality of life for all
 people to make choices, and to have access to a variety of healthy, available,
 accessible and affordable options.
  One of their goals is to use health as an economic driver for the local community.
  Cross-sector collaborations are essential.
  After assessing the community’s needs and resources and identifying high
 priority issues, a Community Health Improvement Plan (CHIP) will be developed.
 This will involve multiple partners with shared decision-making to provide a map
 of data-driven decisions and strategic improvements that can result in ling-term,
 community-level outcomes.
  They will focus on policy and system changes and infrastructure, not program
 development as well as using evidence-based strategies.
  They have developed numerous training sessions and webinar learning series.
  Creating statewide movement is a cultural shift that will take time, determination,
 and the input of many. The goal is lasting change.

Councilmember Knauff thanked Landsdale, and requested a copy of the presentation.
Councilmember Wesley-Plear also thanked her for the presentation. Landsdale
encouraged the members/City to find a way to become engaged. Councilmember
Knauff asked if there was a baseline for how bad the situation is on the West Side and
how much room there is for improvement. Landsdale replied that they look at the life
expectancy data, adding that it is about creating sustainable changes in the community
environment. She added that one community got their Council to adopt their CHIP to
help with funds and enacting the plan.



 3. Administrative Updates –

The Committee agreed to set a regular meeting schedule for the first Thursday of the
month.




Councilmember Knauff motioned to adjourn the meeting. Councilmember Overstreet
seconded.

Meeting adjourned.