City Council — Charleston, WV
Date: 2026-05-04
Time: 19:00

CHARLESTON CITY COUNCIL
 Regular Meeting
 May 4, 2026
 at 7:00 PM




 THIS MEETING WILL TAKE PLACE IN PERSON AND CAN BE VIEWED LIVE VIA
 https://charlestonwv.civicclerk.com/web/home.aspx

 Council Chambers, Third Floor
 City Hall, 501 Virginia St. E.
 Charleston, WV


 AGENDA


CALL TO ORDER BY THE MAYOR

INVOCATION AND PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC SPEAKERS AND CLAIMS

 1. INTERESTED PUBLIC SPEAKERS MUST REGISTER AT THE CLERK’S HALLWAY TABLE IN PERSON
 NO EARLIER THAN 15 MINUTES BEFORE THE MEETING STARTS. FIVE (5) SPEAKERS WILL BE
 PERMITTED (RULE NO. 22 (B)).

 2. Claims 5-4-2026

PROCLAMATIONS

 1. Proclamations 5-4-2026

COMMUNICATIONS

 1. Communications 5-4-2026

REPORTS OF STANDING COMMITTEES

FINANCE

 1. Bill No. 8076 - A BILL to amend the Code of the City of Charleston, relating to the fees, rates,
 and charges for use of City owned parks and recreational facilities.

 2. Resolution No. 26-049 – Adopting the initial rental fees for Parks and Rec pursuant to Bill No.
 8076.

 Page | 1 of 2
 3. Resolution No. 26-050 - Authorizing the Mayor to sign and submit to the U.S Department
 of Housing and Urban Development the Annual Action Plan for Program Year 2026,
 Year 2 of the Consolidated Plan.

 4. Resolution No. 26-051 - Authorizing the Mayor or Chief of Police to execute and enter into a
 Subaward Recipient Agreement with Appalachia High Intensity Drug Trafficking Area for
 funds to be awarded to the Metropolitan Drug Enforcement Network Team.

 5. Resolution No. 26-052 - Authorizing the Mayor or City Manager to enter into an agreement
 with Studimo Productions for the provision of sound, light, and audio production services for
 the 2026 Live on the Levee concert series.

 6. Resolution No. 26-053 - Approving the proposed Fiscal Year 2026-2027 Coliseum and
 Convention Center budget.

REPORTS OF OFFICERS

 1. 5-4-2026

NEW BILLS

 1. 5-4-2026

UNFINISHED BUSINESS AND/OR MISCELLANEOUS BUSINESS

REMARKS BY MEMBERS

ROLL CALL

ADJOURNMENT

THE NEXT REGULAR MEETING OF COUNCIL WILL BE MAY 18, 2026 AT 7:00 PM.



*Meetings may be recorded and broadcast via internet https://charlestonwv.civicclerk.com




 Page | 2 of 2

CHARLESTON CITY COUNCIL
 Regular Meeting
 May 4, 2026
 at 7:00 PM




 THIS MEETING WILL TAKE PLACE IN PERSON AND CAN BE VIEWED LIVE VIA
 https://charlestonwv.civicclerk.com/web/home.aspx

 Council Chambers, Third Floor
 City Hall, 501 Virginia St. E.
 Charleston, WV


 AGENDA


CALL TO ORDER BY THE MAYOR

INVOCATION AND PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC SPEAKERS AND CLAIMS

 1. INTERESTED PUBLIC SPEAKERS MUST REGISTER AT THE CLERK’S HALLWAY TABLE IN PERSON
 NO EARLIER THAN 15 MINUTES BEFORE THE MEETING STARTS. FIVE (5) SPEAKERS WILL BE
 PERMITTED (RULE NO. 22 (B)).

 2. Claims 5-4-2026

PROCLAMATIONS

 1. Proclamations 5-4-2026

COMMUNICATIONS

 1. Communications 5-4-2026

REPORTS OF STANDING COMMITTEES

FINANCE

 1. Bill No. 8076 - A BILL to amend the Code of the City of Charleston, relating to the fees, rates,
 and charges for use of City owned parks and recreational facilities.

 2. Resolution No. 26-049 – Adopting the initial rental fees for Parks and Rec pursuant to Bill No.
 8076.

 Page | 1 of 2
 Page | 1 of
 3. Resolution No. 26-050 - Authorizing the Mayor to sign and submit to the U.S Department
 of Housing and Urban Development the Annual Action Plan for Program Year 2026,
 Year 2 of the Consolidated Plan.

 4. Resolution No. 26-051 - Authorizing the Mayor or Chief of Police to execute and enter into a
 Subaward Recipient Agreement with Appalachia High Intensity Drug Trafficking Area for
 funds to be awarded to the Metropolitan Drug Enforcement Network Team.

 5. Resolution No. 26-052 - Authorizing the Mayor or City Manager to enter into an agreement
 with Studimo Productions for the provision of sound, light, and audio production services for
 the 2026 Live on the Levee concert series.

 6. Resolution No. 26-053 - Approving the proposed Fiscal Year 2026-2027 Coliseum and
 Convention Center budget.

REPORTS OF OFFICERS

 1. 5-4-2026

NEW BILLS

 1. 5-4-2026

UNFINISHED BUSINESS AND/OR MISCELLANEOUS BUSINESS

REMARKS BY MEMBERS

ROLL CALL

ADJOURNMENT

THE NEXT REGULAR MEETING OF COUNCIL WILL BE MAY 18, 2026 AT 7:00 PM.



*Meetings may be recorded and broadcast via internet https://charlestonwv.civicclerk.com




 Page | 2 of 2
 Page | 2 of
 Bill No. 8076

 Introduced in Council Adopted by Council:

 April 6, 2026

 Introduced by: Referred to:

 Joseph Jenkins and Parks and Recreation and

 Caitlin Cook Finance


 1 Bill No. 8076 - A BILL to amend Chapter 82, Article IV, Section 82-125 of the Code of
 2 the City of Charleston, relating to the fees, rates, and charges for use of City owned parks
 3 and recreational facilities.
 4
 5 Now, therefore, be it Ordained by the Council of the City of Charleston, West
 6 Virginia:
 7
 8 That Chapter 82, Article IV, Section 82-125 of the Code of the City of Charleston, relating
 9 to fees, rates, and charges for use of City owned parks and recreational facilities is hereby
10 amended, all to read as follows:
11
12 ARTICLE IV. PUBLIC USE OF PARKS AND RECREATIONAL FACILITIES
13
14 Sec. 82-125. – Schedule of fees.
15
16 Rental and fees schedule for the use of recreation facilities and equipment [is as follows]:
17
18 (1) For use private use, exclusive of the general public, of the North Charleston
19 Community Center, 42 Martin Luther King Jr., Community Center, Kanawha
20 City Community Center, Roosevelt 43 Neighborhood Center:
21 Gymnasium per hour $ 25.00
22 Meeting room, per hour $20.00
23
24 (2) Cato Park Golf Course:
25 Daily nine holes ..... $9.00
26 Additional nine holes ..... $4.00
27 Unlimited play ..... $12.00
28 Daily senior citizens unlimited ..... $6.00
29 Schools, practice or matches ..... $6.00




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30
31 (3) For use exclusive use of tennis courts, The Director of Parks and Recreation,
32 or his
33 designee, is authorized to reserve tennis courts for organized play, and in such
34 cases to impose fees not to exceed the allocable costs of operation and
35 maintenance of the courts as may be determined on a case by case basis. In
36 all other instances, use of the courts shall be made available to the general
37 public on a first come first served basis without the imposition of fees.
38
39 (4) Haddad Riverfront Park:
40
41 Private rental of entire park .....$100.00 per hour* (2 hr. minimum to maximum
42 charge of $800.00 for entire day. Rental time includes set-up and tear-down if
43 renter requires exclusion of general public during this time)
44
45 Damage deposit for private rental .....$250.00 (refundable if no damage occurs.
46 However, deposit is forfeited if rental is canceled less than 20 days prior to
47 rental date)
48
49 (5) Magic Island Park:
50
51 Private rental of entire park .....$100.00 per hour* (2 hr. minimum to maximum
52 charge of $800.00 for entire day. Rental time includes set-up and tear-down if
53 renter requires exclusion of general public during this time)
54
55 Damage deposit for private rental .....$250.00 (refundable if no damage occurs.
56 However, deposit is forfeited if rental is canceled less than 20 days prior to
57 rental date)
58
59 Reservation of volleyball courts .....$10.00 per court.
60
61 *Fee includes normal, daily park maintenance. Should special set-up, clean-
62 up, or other efforts be necessary, the rate will be $20.00 per hour per employee.
63 These fees will be negotiated as part of the reservation process and will be fully
64 disclosed to renters prior to completing rental agreement.
65
66 Such arrangements pertain to all rental of each park, except for the purposes
67 of commercial concert entertainment. In such cases, rental agreements shall
68 be negotiated by the parks and recreation director, with such contract
69 presented for city council’s approval prior to confirmation.




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70
71 (6) Portable Stage: The portable stage measuring 24’ x 20’ may be rented at a rate
72 of $500 per day.
73
74 (a) In addition to the requirements of this Code, the Director of the Parks and
75 Recreation Department is hereby directed to prescribe a schedule of fees, rates,
76 and charges of any kind due to the city for the use of all public grounds under the
77 Department’s authority, including but not limited to all athletic fields, parks,
78 recreation facilities, community centers and accompanying equipment. However,
79 such schedule of fees, rates, or charges, including as may be amended from time
80 to time, shall be first approved by the resolution of city council before being put into
81 effect. A true copy of the schedule of fees, rates and charges, as approved by the
82 city council, shall be maintained on file in the Offices of the City Clerk and the
83 Director of the Parks and Recreation Department and shall be available on the City
84 of Charleston’s website or made available to the public upon request.
85
86 (b) All fees, rates and charges for the use of all public grounds under the Department’s
87 authority established or approved by the city council and in effect immediately prior
88 to the effective date of this Code are continued in full force and effect until such
89 time as new fees, rates and charges are determined, prescribed and approved by
90 resolution of city council pursuant to the provisions of this section.
91
92 (c) For purposes of this section, events produced or originated by the City of
93 Charleston are specifically exempted from payment of rental fees, damage
94 deposits, or other charges listed in this amendment.
95




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 Resolution No. 26-049

 Introduced in Council: Adopted by Council:

 May 4, 2026

 Introduced by: Referred to:

 Joseph Jenkins and Caitlin Cook Parks and Recreation and
 Finance

 1 Resolution No. 26-049 - Approving, pursuant to Municipal Code §§ 82-3 and 82-125, Regulations
 2 and Schedule of Fees, Rates, and Charges for Use of City Parks and Public Grounds Facilities, as
 3 recommended by the Director of the Parks and Recreation Department, and reflected in Exhibit
 4 A attached hereto.
 5
 6 Now, therefore, be it Resolved by the Council of the City of Charleston, West Virginia:
 7
 8 That, pursuant to Municipal Code §§ 82-3 and 82-125, the Regulations and Schedule of Fees,
 9 Rates, and Charges for Use of City Parks and Public Grounds Facilities, as recommended by the
10 Director of the Parks and Recreation Department, and reflected in Exhibit A attached hereto, is
11 approved.




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 CITY OF CHARLESTON, WEST VIRGINIA
 Parks and Recreation Department

 Regulations and Schedule of Fees, Rates, and Charges for
 Use of City Parks and Public Grounds Facilities

 Submitted to City Council on _______________ __, 2026.


 Approved by City Council in Resolution No ____ on _______________ __, 2026.


§ 1. General Scope and Authority.
 The Director of the Parks and Recreation Department (hereinafter, the “Director”) is authorized
 pursuant to City Code §§ 82-43, 82-45, and 82-125 to establish, equip, maintain and operate
 recreational parks, playgrounds and other recreational facilities for public uses; set fees, rates,
 and charges for their use; and to collect revenues therefrom. Further, the Director is authorized
 pursuant to § 82-3 to promulgate such rules and regulations as he may, from time to time, deem
 appropriate to protect and preserve the parks and the right of the public to use the parks. In
 accordance with the authority granted by City Council in City Code §§ 82-3 and 82-125 to the
 Director, with the approval of the City Manager, and as approved by City Council, the
 following rules and regulations (hereinafter referred to as the “Regulations”) and schedule of
 fees, rates, and charges (hereinafter referred to as the “Fee Schedule”) for the use of City parks
 and public grounds under the Department’s authority contained herein are hereby established,
 as amended.


§ 2. Definitions.
 (a) “Artificial Turf Field” means a City-owned Athletic Field with synthetic turf surfaces,
 subject to additional restrictions to preserve turf quality and safety.

 (b) “Athletic Field” means an Athletic Field (or sports field), excluding Playing Courts and
 golf courses or frisbee golf courses, under the authority of the Department specifically
 marked and prepared for playing sports or games, or for hosting athletic events or activities,




 Page | 7 of
 including, but not limited to, baseball, softball, soccer, football, lacrosse, and other similar
 sports or activities played in or upon a field.

(c) “Concessions” means the sale or distribution of food, drinks, or merchandise at a City
 facility.

(d) “Educational Group” means any public school (e.g., Kanawha County Schools), private
 school, or home school association physically located within the City of Charleston
 boundaries.

(e) “Local Recreation Provider” means a nonprofit organization based in the City of
 Charleston that:

 (1) Is formed for the purpose of recreation and registered as a nonprofit organization
 with the West Virginia Secretary of State’s Office;

 (2) Has a governing board and bylaws specific to Charleston operations; and

 (3) Demonstrates that at least 85% of its participants are City of Charleston residents
 (residency may be verified through rosters, utility bills, or photo identification).
 Examples include volunteer youth sports leagues and senior leagues. Travel based
 teams are excluded from this designation.

(f) “Nonprofit Organization” means an organization established for charitable, educational,
 recreational, or community purposes that does not distribute profits to owners or
 shareholders. Proof of nonprofit status must be provided with an official document (such
 as a tax‑exemption determination letter or incorporation certificate) from the issuing
 authority.

(g) “Park Facility” means City Athletic Fields, Playing Courts, gymnasiums, golf courses,
 frisbee golf courses, pools, shelters, and all other park facilities or public grounds under
 the Department’s authority which are held open for public use.

(h) “Park Facility Use Agreement” means a written or digital agreement or permit issued by
 Charleston Parks and Recreation granting a User Group specific rights to use designated
 Athletic Fields, Playing Courts, or other park facilities for approved activities. The
 agreement outlines dates, times, permitted activities, and any applicable fees or conditions.

(i) “Person” means any individual, corporation, partnership, association, club and any other
 group acting as a unit.

(j) “Playing Court” means a designated indoor or outdoor court, excluding Athletic Fields
 and golf courses or frisbee golf courses, under the authority of the Department specifically




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 marked and prepared for playing sports or games, or hosting athletic events or activities,
 including, but not limited to, basketball, pickleball, tennis, or volleyball, and other similar
 sports or activities played in or upon a court.

 (k) “Resident” means any individual whose primary home address is located within the
 official boundaries of the City of Charleston.

 (l) “Tournament Coordinator” means the individual person responsible for planning,
 scheduling, and managing a tournament event, including submission of schedules,
 insurance, payment, and post-event reporting.

 (m)“Unauthorized Use” means claiming exclusive use of a Park Facility under the authority
 of the Department without an approved Park Facility Use Agreement, or giving, loaning,
 or transferring your reserved field time to another person or group.

 (n) “User Group” means any person that has entered into a Park Facility Use Agreement or
 has otherwise been granted permission for exclusive use Charleston Parks and Recreation
 Athletic Fields, Playing Courts, or other park facilities.

 (o) “Visitor Impact Report” means a post-event report required from Tournament
 Coordinators that documents participation numbers, visitors, and other community impacts
 resulting from the event.


§3. Park Facilities reserved for use for events; otherwise, open to the public.
 (a) These Regulations and Fee Schedule recognize that the Director is authorized to reserve
 Park Facilities exclusive of the public or other User Groups for events and organized play,
 and in such cases to impose fees and charges for such uses. In all other instances, except
 as otherwise provided herein, the use of Park Facilities which are held open for public use
 shall be made available to the general public during regular park or facility hours on a first-
 come, first-served basis without the imposition of fees.

 (b) Reservations required to reserve facilities.

 Reservations are required for exclusive use of any Park Facility to be granted.

 (1) Rental Requirements and Guidelines. All rental requests must be submitted through
 Department’s RecDesk. During the submission of a rental application, the applicant
 must provide the purpose for the use; submit proof of insurance in an amount of not
 less than $1,000,000.00 in general liability coverage naming the City as an additional
 insured; and sign appropriate agreements required by the Department. Additional
 information may be required by the Department depending on the length and purpose
 of the rental.




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 (A) Organizational Rentals. If the rental application is made by an organization or
 league, a list of all participating sports teams or organizations participating in the event
 must be provided at the time of submission.

 (B) Long-Term or Seasonal Rentals. A full and complete schedule of all scheduled
 events, games, and practices must be submitted with any rental request that extends
 beyond three (3) consecutive days or includes dates spanning across multiple weeks or
 months. If a User Group anticipates the need for additional dates due to playoffs or
 championship games, Parks and Recreation must be notified at least two (2) weeks
 prior to the potential extension dates.

 (C) Additional hours or dates requested by a User Group may be approved by the
 Director, subject to additional fees and charges as applicable in the discretion of the
 Director.

 (2) No holds on facilities prior to actual reservation. Facilities are not “held.” Reservations
 are secured only after approval of the application and payment of applicable deposits
 and fees.

 (3) The Department reserves the right to allocate Park Facilities with consideration of
 seasonal demand, wear-and-tear, and the City’s needs.

 (4) Park Facility Use Agreements are not transferable or assignable in any way; facilities
 use privileges may not be loaned, transferred, or sublet.

(c) Prioritization of User Groups.
 Park Facility rentals will generally be approved on a first-come, first-served basis.
 However, in the event of a date conflict, priority will be given in the following order:

 (1) City of Charleston – City programs, events, and co-sponsored activities.

 (2) Local Recreation Providers – Nonprofits with at least 85% Charleston residents. Proof
 of residency may be required.

 (3) Educational Groups – Schools and home school groups within Charleston.

 (4) Other Groups – Businesses, clubs, or individuals not fitting the categories above.

(d) City events exempt.
 As stated in City Code § 82-125, events produced or originated by the City of Charleston
 are specifically exempted from payment of rental fees, damage deposits, or other charges
 listed in this amendment.




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§ 4. Park Facilities rules and regulations.
 (a) General Rules. Public use of Park Facilities and all Park Facility Use Agreements shall be
 subject to the following rules and restrictions:


 (1) User Groups are only granted exclusive use of the specific Park Facility or Facilities
 designated in their Park Facility Use Agreement, and may only conduct activities listed
 in such Agreement. If requested, outdoor restrooms will be included, and will be
 unlocked by the beginning of the reservation.

 (2) All events permitted in a Park Facility Use Agreement, including matches, games, and
 practices, scheduled during the approved rental dates and times must involve the
 person, team, or organization listed on the rental agreement.

 (3) Modifications to Park Facilities, including its structures, Athletic Fields, Playing
 Courts, or temporary or permanent equipment (for example and without in any way
 providing an exclusive listing: painting, moving, removing, or modifying lines;
 installing, moving, removing or modifying nets, backstops, fences, or other equipment
 or structures; or otherwise modifying, moving, removing, or doing any other thing or
 performing any other act which causes damage to City property) by any person are
 strictly prohibited without prior written approval.

 (4) Damage caused by any person or User Group to any Park Facility, equipment, or other
 City property must be repaired at the person’s or User Group's expense.

 (5) City staff provide general maintenance and determine Athletic Field or Playing Court
 playability and Park Facility operability or usability. The City reserves the right to
 close all or any part of any Park Facilities or cancel a Park Facility Use Agreement at
 any time due to an emergency, severe weather, vandalism, poor playing conditions,
 situations that may result in damage or personal injury, or for any other reason deemed
 necessary in the interest and sole discretion of the City. It is the User Group’s and
 any Tournament Coordinator’s responsibility to obtain facility closure information.

 (6) All persons or User Groups must supply their own equipment unless they specifically
 request and receive approval to use equipment provided by the City.

 (7) Vehicles must remain in designated parking areas; no driving or parking on Athletic
 Fields, Playing Courts, grass, or turf.

 (8) Amplified music or loud noise must comply with City noise ordinances, and may be
 restricted at staff discretion in the interests of the City and the public.

 (9) All animals must be properly restrained at all times while in park areas, using a leash,




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 harness, or other safe and secure method. Animals are not permitted on Athletic Fields
 or Playing Courts.

 (10) The use or possession of smoking materials, alcohol, drugs, tobacco, or vaping
 products is strictly prohibited in all City of Charleston Parks and Recreation facilities,
 outdoor areas, and within 50 feet of any City-owned facility or recreation area.

 (11) A User Group may charge admission fees for an event. If an admission fee is
 charged for an event, signage must state that park entry for non-event purposes is free,
 as applicable.

 (12) Unless otherwise specifically permitted by the City, all events subject to a Park
 Facility Use Agreement must occur during regular park hours, and must end by:

 • 11:00 pm, Memorial Day through Labor Day; or
 • 9:00 pm, Labor Day through Memorial Day.

 (13) Reservation of Athletic Fields, Play Courts, gymnasiums, or pools for practice
 sessions will be limited to two (2) hour increments to allow fair access for all User
 Groups. Additional hours may be approved by the Director of Parks and Recreation
 and may incur additional fees.

 (14) Concessions. Park Facilities rental does not include concession rights; concessions
 may only be granted at the discretion of the Parks and Recreation Department.

 (15) All areas must be left clean. All persons and User Groups are responsible for
 removing garbage, securing restrooms, and ensuring Park Facilities (including, but not
 limited to, Athletic Fields, Playing Courts, dugouts, and surrounding areas) are left tidy.

 (16) It is the responsibility of teams and organizations to ensure all participants and
 spectators understand and follow the regulations.

(b) Rules specific to Athletic Fields and Playing Courts, generally.

 The following rules apply to all Athletic Fields and Playing Courts:

 (1) Do not use tape, chalk, or paint to mark lines without written permission.

 (2) Hitting, kicking, or throwing balls into or against fencing, backstops, dugouts or other
 structures, or in non-designated areas is strictly prohibited..

 (3) Leaning, sitting, climbing, or hanging on or from rims, goals, nets, posts, fences or
 other such equipment or fixtures is prohibited.

 (4) Do not drag nets, benches, or other heavy items across the Athletic Field or Playing




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 Court surface.

 (5) All users must respect time limits when others are waiting to use the Athletic Fields or
 Playing Courts.


(c) Rules Specific to Artificial Turf Athletic Fields.

 The following rules apply to any Athletic Field which has artificial turf installed on part or
 all of its surface:

 (1) No food, drinks (other than water in non-breakable bottles only), gum, seeds, metal
 cleats, motorized or non-motorized wheeled items, fireworks, remote-controlled
 devices, golfing, stakes, tents, inflatables, or heaters may be used on, in, or immediately
 near the artificial turf or other playing surface or dugouts.

 (2) Proper footwear must be worn at all times. Any footwear worn on the artificial turf
 must have a rubber sole or otherwise be specifically designed for use on artificial turf.

 (3) Tents, inflatables, or heaters may be used outside the fenced areas and sufficiently far
 enough away from the artificial turf so as to ensure the Athletic Field and the artificial
 turf will not in any way be damaged by them.

(d) Rules specific to outdoor Playing Courts, generally.

 (1) No food, drinks (other than in non-breakable bottles only), gum, seeds, cleats,
 motorized or non-motorized wheeled items (including, but not limited to, skateboards,
 bicycles, scooters, or other wheeled devices), golfing, or stakes may be used on or
 immediately near the playing surface.

 (2) Proper footwear (non-marking athletic shoes) must be worn at all times. Cleats, boots,
 or hard-soled shoes are prohibited.

 (3) Portable nets may only be used if approved by staff and equipped with protective feet
 or padding to prevent surface damage.

 (4) Playing Courts designated by the City as tennis and/or pickleball courts are for tennis
 and pickleball play only, unless otherwise approved by Charleston Parks and
 Recreation.


(e) Rules Specific to golf and frisbee golf courses.

 The following rules apply to all golf courses and frisbee golf courses:

 (1) Motorized golf carts are not permitted. Manual golf bag carts are permitted.




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 (2) Proper footwear must be worn at all times. No cleats or other footwear that could
 damage the greens are allowed.


§ 5. Facility fees, rates, and charges.
 (a) Except as otherwise specifically provided herein, all fees, rates, and charges provided in
 this Fee Schedule indicate rates for exclusive use by a User Group of a Park Facility,
 calculated on a on a per-Athletic Field, per-Playing Court, or per-other individual Park
 Facility basis.

 (b) Hourly and daily rates generally. Except as otherwise specifically provided herein,
 hourly rental rates apply for reservations lasting up to four (4) consecutive hours per day.
 If additional time is needed beyond four hours, the daily rate will apply.

 (c) Fee adjustments and exceptions. Notwithstanding any other provisions herein, the
 following adjustments and exceptions apply to the fees, rates, and charges:

 (1) Kanawha County Schools and Local Recreation Provider are exempt from all fees and
 charges related to the reservation or rental of Athletic Fields, Playing Courts and field
 equipment.

 (2) Nonprofit Organizations are responsible for 50% of all listed fees and charges for
 reserving or renting Athletic Fields.

 (3) The City of Charleston Parks and Recreation Department reserves the right to reduce
 or waive fees for any reason.

 (d) Payments and deposits.
 Except as otherwise agreed in writing by the Department in a Park Facility Use Agreement, all
 payments of required deposits and rental fees must be made in full by cash, check, certified
 check, or money order no later than two (2) weeks prior to the scheduled Athletic Field
 reservation date. Payments may be submitted at any of the City of Charleston Recreation
 Centers. The refundable deposit for golf course rentals will be returned within ten (10)
 business days following the event, after an assessment of the field’s condition has been
 completed. All or part of the deposit may be withheld if damages, excessive wear, or additional
 cleanup are required as a result of the event. If partial or full payment is permitted otherwise
 as permitted herein, the User Group will be invoiced the amounts due. In the event any invoice
 is not timely paid as required, the Department may in its discretion refuse to permit the User
 Group to reserve and rent Park Facilities in the future.


 (e) Cancellations and refunds.




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The City retains the sole authority to determine Athletic Field or Playing Court playability and
Park Facility operability or usability. The City reserves the right to close Park Facilities for
safety, weather, or maintenance reasons, or for any other reason in the interest and discretion
of the City.

 (1) If Charleston Parks and Recreation cancels or declares a safety closure or weather-
 related closure prior to the start of an event, user groups will either be refunded or not
 invoiced – whichever applies.

 (2) If Charleston Parks and Recreation cancels or declares a safety closure or weather
 related closure after the start of an event, the City will work with the user group to
 reschedule the remainder of the event to a mutually agreeable date and time when
 possible; if the City and user group are unable to agree on a new date and time for the
 event to proceed, then the City may issue a partial or pro-rated refund in the City’s
 sole discretion of any rental fees other than those applicable to initial setup and/or
 takedown of Athletic Field or Playing Court equipment rental.


 (3) User groups may receive a refund of applicable deposits and rental fees only if the
 following occurs: the user group must notify Charleston Parks and Recreation
 Athletic Field scheduler of the cancellation of the event at least 48 hours prior to the
 scheduled rental date and time. User groups that do not timely notify Charleston Parks
 and Recreation of the event cancellation as required will not be entitled to a refund
 and/or they will be billed for Athletic Field or facility use.


(f) In addition to any other fees, rates, or charges set forth specifically in these Regulations
 and Fee Schedule, the rental fees, rates, and charges schedule for the use of Park Facilities
 and equipment are as follows:

 (1) Athletic Field, Playing Court (excluding gymnasiums), and Golf Course Fees:

 Baseball / Softball $20 per hour Lights Included
 Diamond (Natural Grass) (maximum 4 hours) (where available)
 Baseball / Softball $30 per hour Lights Included
 Diamond (Artificial Turf) (maximum 4 hours) (where available)
 Baseball / Softball $200 per Athletic Field Lights Included
 Diamond (Natural Grass) (Full Day) (where available)
 Baseball / Softball $300 per Athletic Field Lights Included
 Diamond (Artificial Turf) (Full Day) (where available)
 Multipurpose Athletic $30 per hour Lights Included
 Field (Artificial Turf) (maximum 4 hours) (where available)
 Multipurpose Athletic $300 per Athletic Field Lights Included
 Field (Artificial Turf) (Full Day) (where available)
 Tennis / Pickleball Court $20 per hour per court Lights Included
 (maximum 4 hours) (where available)




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 Tennis / Pickleball Court $200 per court Lights Included
 (Full Day) (where available)
 Basketball Court $20 per hour per court Lights Included
 (Outdoor) (maximum 4 hours) (where available)
 Basketball Court $200 per court Lights Included
 (Outdoor) (Full Day) (where available)
 Golf or Frisbee Golf $2,000 Plus $500 Deposit Lights Included
 Course (Exclusive Use) (Deposit Refundable) (where available)
 Sand Volleyball Court $10.00 per hour per court
 (maximum 4 hours)
 Sand Volleyball Court $100 per court
 (Full Day)
 Golf or Frisbee Golf Free No lights available.
 Course (Individual
 Admission)


(2) Community Centers (excluding swimming pools): For private use, exclusive of the
 general public, of the North Charleston Community Center, 42 Martin Luther King Jr.,
 Community Center, Kanawha City Community Center, Roosevelt 43 Neighborhood
 Center:

 Gymnasium $50.00 per hour
 Meeting room $20.00 per hour

(3) Cato Park (excluding swimming pools):

 Shelter Free

(4) Swimming Pools:

 Adult admission Free
 Child age __ & above Free
 admission
 Children age __ or under Free
 admission
 Pool Rental Special Events Only


(5) Athletic Field, Playing Court, or Gymnasium Equipment Rental:

 If an Athletic Field or Playing Court rental requires an initial setup and/or takedown of
 any temporary fencing, portable nets, portable baseball mounds, goals, or other field or
 court equipment, it will be at the cost of the group or individual renting the Athletic
 Field(s), with a fee of $75 per Athletic Field, Playing Court, or Gymnasium.




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(6) Haddad Riverfront Park, City Center Slack Plaza and Magic Island Park:
 The fees, rates, and charges for rental of Haddad Riverfront Park, City Center Slack
 Plaza, and Magic Island Park are as follows:
 (A) The rental fee for private rental of entire park is $100.00 per hour (a 2-hour
 minimum is required), up to a maximum charge of $800.00 for an entire day. Rental
 time shall include the time necessary for set-up and tear-down if the User Group
 requires exclusion of general public during this time. Stage is included in the rental
 fee for Haddad Riverfront Park and City Center Slack Plaza.

 (B) Damage deposit for private rental in the amount of $250.00 is required. The damage
 deposit is fully refundable if no damage occurs. However, the deposit is forfeited if
 the rental is canceled by the User Group less than 20 days prior to rental date).

 (C) Fees include normal, daily park maintenance. Should special set-up, clean-up, or
 other efforts be necessary, the rate will be $20.00 per hour per employee. These
 fees will be negotiated as part of the reservation process and will be fully disclosed
 to renters prior to completing rental agreement.

 (D) Portable Stage. The portable stage measuring 24’ x 20’ may be rented at a rate of
 $500 per day. Damage deposit for portable stage rental in the amount of $500.00
 is also required. The damage deposit is fully refundable if no damage occurs.

 (E) Notwithstanding any other provision in this section, the rates herein pertain to the
 rental of each park, except for the purposes of commercial concert entertainment.
 In such cases, rental agreements shall be negotiated by the Director, with such
 contract presented for City Council’s approval prior to confirmation.

(7) Skate Park of Charleston (106 Pennsylvania Avenue):

 Full Skate Park Facility $30 per hour Lights Included
 (maximum 4 hours) (where available)
 Full Skate Park Facility $300 for Full Day Lights Included
 (where available)


(8) All other Parks and Public Grounds:
 The Fees for the use of all other parks and public grounds under the Department’s
 authority shall be as follows:




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 All other Park Facilities not Fees, rates, and charges
 listed specifically herein subject to the discretion of
 the Director


 (9) Charleston Parks and Recreation staffing fees.
 In addition to any other fees, rates, and charges contained in these Regulations and Fee
 Schedule, the City of Charleston reserves the right to assign Parks and Recreation staff
 to rentals requiring additional maintenance or support, such as multi-Athletic Field, all-
 day, or multi-day events. Staffing decisions are at the discretion of the Director of Parks
 and Recreation. When required, the renter will be charged $20 per hour per staff
 member (minimum four hours). Further, the Director may charge additional incidental
 fees and charges for the use of park amenities, equipment, supplies, or additional
 services as determined by the Director.
§6. Tournament Guidelines

In addition to any other provisions herein, the following rules apply to events which are deemed
to be a tournament by the Director:

 (a) Coordinators must submit a written game or match schedule, including any playoffs or
 championship games or matches, at least five (5) business days before the event.

 (b) Coordinators reserving multiple Athletic Fields or Playing Courts must provide insurance
 and will be charged for each separate Athletic Field or Playing Court reserved.

 (c) Final payment and a Visitor Impact Report are due within ten (10) business days of invoice.

 (d) Tournament field space must be applied for annually; availability is not guaranteed.


§7. Violations. Violation of any federal laws, the laws of the State of West Virginia, City Code,
or of these Regulations and Fee Schedule may result in immediate removal from the facility of any
person or user group, and may result in the denial of future reservations.


§8. The Director may grant exceptions to these Regulations and Fee Schedule when it is deemed
in the best interest of the City.




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 Resolution No. 26-050

 Introduced in Council: Adopted by Council:

 May 4, 2026

 Introduced by: Referred to:

 Joseph Jenkins Finance Committee


 1 Resolution No. 26-050 - Authorizing the Mayor to sign and submit to the U.S Department of
 2 Housing and Urban Development the Annual Action Plan for Program Year 2026 (FY 2026 to
 3 2027), Year 2 of the Consolidated Plan and all required certifications and agreements, including
 4 Sub-recipient project contracts relating to the Annual Action Plan.
 5
 6 Be it Resolved by the Council of the City of Charleston, West Virginia:
 7
 8 That the Mayor is hereby authorized and directed to sign and submit to the U. S. Department of
 9 Housing and Urban Development the Annual Action Plan for Program Year 2026 (FY 2026 to
10 2027), Year 2 of the Consolidated Plan and all required certifications and agreements, including
11 Sub-recipient project contracts relating to the Annual Action Plan.




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 Executive Summary

AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction

The 2026 Annual Action Plan (2nd year of 2025-2029 Consolidated Plan) for the City of Charleston,
which includes the City's Community Development Block Grant (CDBG) program, outlines which
activities the City will undertake during the program year beginning July 1, 2026 and ending June 30,
2027. In addition, the plan includes the HOME funds that the City of Charleston/Kanawha County HOME
Consortium will receive in PY 2026. The City of Charleston is the lead entity and administrator for the
Consortium's HOME funds.

2. Summarize the objectives and outcomes identified in the Plan

This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.

The CDBG programs and activities outlined in this Annual Action Plan will principally benefit low- and
moderate-income persons. Funding has been targeted to neighborhoods where there is the highest
percentage of low- and moderate-income residents. CDBG funds also are directed to where Charleston
has high concentrations of distressed or abandoned houses. The HOME funds will be distributed based
on the preference of the qualified client or approval of a development project in the HOME Consortium
area. This includes ten member jurisdictions of the City of Charleston/Kanawha County HOME
Consortium.

3. Evaluation of past performance

This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.

The City is in compliance with HUD regulations on timeliness of expenditures and there are no
outstanding monitoring or audit findings against the City of Charleston or the City of
Charleston/Kanawha County HOME Consortium. The City’s previous performance under the CDBG and
HOME Program is discussed during a public meeting process. This process includes a brief overview and
disclosure of our current programs and processes. Project status updates and proposed program
changes are presented. Each participant is allowed to ask questions, make suggestion, or present new
recommendations. These comments are evaluated and incorporated into new program decisions.

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MOECD staff and City administration also review programs at least once annually. The goal is to
ensure the processes and outcomes are in line with the needs of the clients. The city also participates
with a number of partner organizations and is always noting areas of concerns where the program funds
may be of assistance.

4. Summary of Citizen Participation Process and consultation process

Summary from citizen participation section of plan.

The Annual Action Plan was developed in accordance with the City’s Citizen Participation Plan.
Stakeholders including social service agencies, housing providers, and community and economic
development agencies were notified on November 19, 2025 of the availability of funds. Applications
were made available on December 1, 2025 and an application workshop was held on December 17,
2025. Completed applications for CDBG funding were due by February 2, 2026. On December 4, 2025,
the City held an in-person public meeting to discuss the needs of the City with input from the residents
of Charleston. Housing programs are retained or adjusted based on public input. The Draft PY 2026
Annual Action Plan was on display for a 30-day period beginning April 1, 2026 and was presented to the
Charleston City Council prior to submitting to HUD. The availability for review of the Draft Action Plan
was advertised in the local newspaper and the plan was on display on the City of Charleston’s website
www.Charlestonwv.gov.

MOECD offered technical assistance to private non-profit organizations on how to fill out the CDBG
applications to apply for CDBG funds for the PY 2026 year which begins on July 1, 2026. Applications, as
well as the Citizen’s Participation Plan, were also available on the city’s website. The second public
meeting was held on April 15, 2026 via Teams, to discuss eligible activities and solicit citizen
participation and comments. No citizen comments or concerns were received.

MOECD staff reaches out to the past stakeholders and continues to include any new contacts made
throughout the year. Besides putting information out via newspaper and website, staff members
network at public and neighborhood meetings to garner interest in the development of the action plan.
Additionally, the City of Charleston has a page on social media and posted information regarding the
development of the action plan.

5. Summary of public comments

This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.

The City of Charleston did not receive any written comments regarding the 2026 Annual Action Plan. The
PY 2026 Annual Action Plan was approved by City Council, with no changes to the proposed activities at
the May 4, 2026 council meeting.


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6. Summary of comments or views not accepted and the reasons for not accepting them

No comments were received.

7. Summary

Ensuring an availability of safe, affordable housing in Charleston continues to be a problem for low-
income families and individuals. Therefore, maintaining and developing affordable housing remains a
key priority. Demolition of abandoned or unsafe houses continues to be another priority. To help in this,
the City will continue to offer owner-occupied rehabilitation and first-time home buyers assistance to
eligible candidates. The City of Charleston also supports programs that target homelessness and work
collaboratively with the Kanawha Valley Collective, the local Continuum of Care. Additionally, the
MOECD staff works with a variety of social service non-profits and stakeholders to keep them informed
of other potential funding programs and collaborations.




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PR-05 Lead & Responsible Agencies - 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of
each grant program and funding source.

 Agency Role Name Department/Agency


 Table 1 – Responsible Agencies

Narrative

The Mayor's Office of Economic and Community Development will be responsible for the administration of both CDBG and HOME programs and
for the preparation of the Consolidated Plan and Annual Action Plan.

Consolidated Plan Public Contact Information

Andrew Backus, the Director of the Mayor's Office of Economic and Community Development, is the primary contact and receives all inquiries
and comments from the public or any stakeholders regarding the plan. Written comments may be sent to Andrew.Backus@cityofcharleston.org,
or mailed to Andrew Backus, Director c/o The Mayor's Office of Economic and Community Development at 105 McFarland Street, Charleston,
WV 25301.




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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction

The administering lead agency is the City of Charleston's Mayor's Office of Economic & Community
Development (MOECD) for the Community Development Block Grant (CDBG) and the HOME Investment
Partnership (HOME). The City consults with many types of agencies/organizations through public
meetings and participation in community groups.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l)).

The City of Charleston Mayor’s Office of Economic and Community Development (MOECD) interacts
regularly with the Charleston-Kanawha Housing Authority, non-profits, local housing providers, social
service agencies, health care entities and community and economic development
organizations. Specifically, MOECD works collaboratively to expand awareness of, coordination and
utilization among a variety of local, state and national programs, including ones focused on health care
(physical and mental), substance abuse, workforce development, education, youth programs, nutrition,
recreation, childcare, etc. MOECD uses its CDBG public service funds to supplement many of these
programs and seeks to develop linkages and resource-sharing where applicable. The city also is a
member of the local Continuum of Care, the Kanawha Valley Collective (KVC), that includes many public
and assisted housing providers and private and governmental health, mental health and service
agencies. This continues to be an effective coordination tool. The City also works closely with the
Kanawha-Charleston Health Department on key matters, particularly infectious disease
management/response and substance abuse/addiction. While MOECD has not consulted with the local
health department on monitoring lead-based poisoning incidents, the department does interact with
state agencies to ensure its housing rehab contractors have the appropriate training and certifications in
lead-based paint controls and procedures.

Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City of Charleston, as a member of the Kanawha Valley Collective (KVC), continually reaches out to
individuals or organizations who have an interest in or knowledge of ending and preventing
homelessness. The consortium does this at its membership meetings, on social media and with
information on its web site. The KVC spotlights different agencies at these meetings giving them an
opportunity to share the services they provide. The KVC also sponsors events (Vendor Fair, Veltri
Thanksgiving Dinner) that bring public awareness to the plight of the homeless and those at risk. The
KVC has an HMIS specialist to track statistics and trends that enable the KVC to better serve the
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homeless or those at risk. KVC also has a Project Resource Committee (formerly the ESG committee)
made up of a variety of agencies and staff to get their input and opinions regarding ending and
prevention of homelessness. Through the CDBG, and CoC programs, the City of Charleston historically
funds many of the homeless shelters and non-profit homeless service providers with funding for
activities that assist the homeless and at risk of becoming homeless.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS

The City of Charleston Mayor’s Office of Economic and Community Development (MOECD) has a long
history of collaboration with the local Continuum of Care, the Kanawha Valley Collective (KVC). MOECD
has been a representative of the City of Charleston as a member of the KVC since its inception. Currently
a City staff member serves on the board of directors of the KVC and MOECD staff are involved in several
other committees, including the Steering Committee and the Homeless Management Information
System (HMIS) Committee. Numerous consultation meetings have taken place with the Homeless
Management Information Systems (HMIS) specialist, and the Continuum of Care’s Project Resource
Committee.

2. Agencies, groups, organizations and others who participated in the process and
consultations




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Table 2 – Agencies, groups, organizations who participated


1 Agency/Group/Organization Kanawha Valley Collective, Inc.
 Agency/Group/Organization Type Services-homeless
 Regional organization
 Planning organization
 What section of the Plan was addressed by Homeless Needs - Chronically homeless
 Consultation? Homeless Needs - Families with children
 Homelessness Needs - Veterans
 Homelessness Needs - Unaccompanied youth
 Homelessness Strategy
 Non-Homeless Special Needs
 Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization The Kanawha Valley Collective was consulted for their input on the needs and
 was consulted. What are the anticipated outcomes of goals for the City of Charleston.
 the consultation or areas for improved coordination?
2 Agency/Group/Organization CURA
 Agency/Group/Organization Type Housing
 Services - Housing
 Other government - Local
 Planning organization
 Business Leaders
 Civic Leaders
 What section of the Plan was addressed by Housing Need Assessment
 Consultation? Market Analysis
 Economic Development
 Anti-poverty Strategy

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 Briefly describe how the Agency/Group/Organization Charleston Urban Renewal Authority was consulted for their input on the
 was consulted. What are the anticipated outcomes of needs and goals for the City of Charleston.
 the consultation or areas for improved coordination?
3 Agency/Group/Organization Manna Meal, Inc.
 Agency/Group/Organization Type Services-homeless
 What section of the Plan was addressed by Homeless Needs - Chronically homeless
 Consultation? Homeless Needs - Families with children
 Homelessness Needs - Veterans
 Homelessness Needs - Unaccompanied youth
 Homelessness Strategy
 Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization Manna Meal was consulted for their input on the needs and goals for the City
 was consulted. What are the anticipated outcomes of of Charleston. The City of Charleston and Manna Meal are both active
 the consultation or areas for improved coordination? members of the Continuum of Care which provides opportunities for
 continued and improved coordination with issues surrounding homelessness.
4 Agency/Group/Organization REA OF HOPE, INC.
 Agency/Group/Organization Type Services-Persons with Disabilities
 What section of the Plan was addressed by Homelessness Strategy
 Consultation? Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization Rea of Hope was consulted for their input on the needs and goals for the City
 was consulted. What are the anticipated outcomes of of Charleston.
 the consultation or areas for improved coordination?
5 Agency/Group/Organization Covenant House, Inc.
 Agency/Group/Organization Type Services-homeless



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 What section of the Plan was addressed by Homeless Needs - Chronically homeless
 Consultation? Homeless Needs - Families with children
 Homelessness Needs - Veterans
 Homelessness Needs - Unaccompanied youth
 Homelessness Strategy
 Non-Homeless Special Needs
 Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization Covenant House was consulted for their input on the needs and goals for the
 was consulted. What are the anticipated outcomes of City of Charleston. The City of Charleston and Covenant House are both active
 the consultation or areas for improved coordination? members of the Continuum of Care which provides opportunities for
 continued and improved coordination with issues surrounding homelessness.
6 Agency/Group/Organization YWCA of Charleston, WV Inc
 Agency/Group/Organization Type Services - Housing
 Services-Children
 Services-Elderly Persons
 Services-Persons with Disabilities
 Services-Victims of Domestic Violence
 Services-homeless
 Services-Health
 Services-Education
 Services-Employment
 Service-Fair Housing
 Services - Victims
 Regional organization
 Planning organization




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 What section of the Plan was addressed by Homeless Needs - Chronically homeless
 Consultation? Homeless Needs - Families with children
 Homelessness Needs - Veterans
 Homelessness Strategy
 Non-Homeless Special Needs
 Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization YWCA Charleston was consulted for their input on the needs and goals for the
 was consulted. What are the anticipated outcomes of City of Charleston. The City of Charleston and YWCA Charleston are both
 the consultation or areas for improved coordination? active members of the Continuum of Care which provides opportunities for
 continued and improved coordination with issues surrounding homelessness.
7 Agency/Group/Organization BOB BURDETTE CENTER, INC.
 Agency/Group/Organization Type Services-Children
 Services-Education
 What section of the Plan was addressed by Non-Homeless Special Needs
 Consultation? Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization The Bob Burdette Center was consulted for their input on the needs and goals
 was consulted. What are the anticipated outcomes of for the City of Charleston.
 the consultation or areas for improved coordination?
8 Agency/Group/Organization West Virginia Health Right
 Agency/Group/Organization Type Services-Health
 Health Agency
 What section of the Plan was addressed by Homelessness Strategy
 Consultation? Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization West Virginia Health Right was consulted for their input on the needs and
 was consulted. What are the anticipated outcomes of goals for the City of Charleston.
 the consultation or areas for improved coordination?
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9 Agency/Group/Organization City of Charleston
 Agency/Group/Organization Type Services - Housing
 Services-Education
 Service-Fair Housing
 Agency - Managing Flood Prone Areas
 Agency - Management of Public Land or Water Resources
 Agency - Emergency Management
 Other government - Local
 Planning organization
 Grantee Department
 What section of the Plan was addressed by Housing Need Assessment
 Consultation? Public Housing Needs
 Homeless Needs - Chronically homeless
 Homeless Needs - Families with children
 Homelessness Needs - Veterans
 Homelessness Needs - Unaccompanied youth
 Homelessness Strategy
 Non-Homeless Special Needs
 Market Analysis
 Anti-poverty Strategy
 Lead-based Paint Strategy
 Briefly describe how the Agency/Group/Organization City departments were consulted for their input on the needs and goals for the
 was consulted. What are the anticipated outcomes of City of Charleston.
 the consultation or areas for improved coordination?




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10 Agency/Group/Organization Charleston Kanawha Housing Authority
 Agency/Group/Organization Type Housing
 PHA
 Services - Housing
 Service-Fair Housing
 Other government - Local
 What section of the Plan was addressed by Housing Need Assessment
 Consultation? Public Housing Needs
 Market Analysis
 Anti-poverty Strategy
 Fair Housing
 Briefly describe how the Agency/Group/Organization The Charleston-Kanawha Housing Authority was consulted for their input on
 was consulted. What are the anticipated outcomes of the needs and goals for the City of Charleston.
 the consultation or areas for improved coordination?
11 Agency/Group/Organization DAYMARK, INC.
 Agency/Group/Organization Type Services-Children
 Services-homeless
 What section of the Plan was addressed by Homelessness Needs - Unaccompanied youth
 Consultation?
 Briefly describe how the Agency/Group/Organization Daymark was consulted through public meetings, and KVC meetings. The City
 was consulted. What are the anticipated outcomes of of Charleston and Daymark are both active members of the CoC which
 the consultation or areas for improved coordination? provides opportunity for continued and improved coordination with issues
 surrounding homelessness.




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12 Agency/Group/Organization Religious Coalition for Community Renewal
 Agency/Group/Organization Type Housing
 Services - Housing
 Services-homeless
 What section of the Plan was addressed by Homelessness Strategy
 Consultation?
 Briefly describe how the Agency/Group/Organization RCCR was consulted through public meetings, KVC meetings, and quarterly
 was consulted. What are the anticipated outcomes of reports. The City of Charleston and RCCR are both active members of the
 the consultation or areas for improved coordination? Continuum of Care, which provides opportunities for continued and improved
 coordination with issues surrounding homelessness.
13 Agency/Group/Organization KANAWHA VALLEY FELLOWSHIP HOME
 Agency/Group/Organization Type Services-Persons with Disabilities
 Services-homeless
 What section of the Plan was addressed by Homelessness Strategy
 Consultation? Anti-poverty Strategy
 Briefly describe how the Agency/Group/Organization KVFH was consulted through public meetings. The City of Charleston and
 was consulted. What are the anticipated outcomes of KVFH are both active members of the Continuum of Care, which provides
 the consultation or areas for improved coordination? opportunities for continued and improved coordination with issues
 surrounding homelessness.
14 Agency/Group/Organization Huntington Bank, Inc
 Agency/Group/Organization Type Business Leaders
 Private Sector Banking / Financing
 What section of the Plan was addressed by Lender
 Consultation?



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 Briefly describe how the Agency/Group/Organization MOECD consults regularly with this institution to address the financial needs
 was consulted. What are the anticipated outcomes of and documentation requirements for loan qualification processes.
 the consultation or areas for improved coordination?
15 Agency/Group/Organization Wesbanco, Inc
 Agency/Group/Organization Type Business and Civic Leaders
 Private Sector Banking / Financing
 What section of the Plan was addressed by Lender
 Consultation?
 Briefly describe how the Agency/Group/Organization MOECD consults regularly with this institution to address the financial needs
 was consulted. What are the anticipated outcomes of and documentation requirements for loan qualification processes.
 the consultation or areas for improved coordination?
Identify any Agency Types not consulted and provide rationale for not consulting

N/A




Other local/regional/state/federal planning efforts considered when preparing the Plan

 Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
 Kanawha Valley Collective The KVC is incorporated into the Five-Year Consolidated Plan and the Annual
 Continuum of Care
 (KVC) Action Plans.
 Table 3 – Other local / regional / federal planning efforts

Narrative

A City staff member serves on the board of the Kanawha Valley Collective, the local Continuum of Care, and MOECD staff consults with other
members, including state and local HUD representatives, on a regular basis. The Kanawha Valley Collective is a consortium of individuals and
organizations working collaboratively to enrich the quality of life for individuals and families in the Kanawha Valley and surrounding areas. The
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Kanawha Valley Collective provides a seamless service delivery system through direct services, advocacy, education and prevention which
address homelessness, the impact of poverty, and other social problems. In addition, HOME partners directly with local lenders, credit
counselors, public housing, and other housing service providers to ensure the inclusion of all eligible clients or developers.




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AP-12 Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting


The City advertised and conducted one in-person and one virtual public meeting on the needs of the City
of Charleston and provided residents with the opportunity to comment on the City's CDBG and HOME
programs, as well as the City's previous performance under these programs. Through consultation with
its citizens, agencies, neighborhood organizations, institutions, and staff, the City developed its 2026
Action Plan to improve the quality of life for all residents of the City of Charleston.




Citizen Participation Outreach

Sort O Mode of O Target of O Summary of Summary of Summary of co URL (If
 rder utreach utreach response/att mments not applicable)
 endance comments r accepted
 eceived and reasons
 Non- No
 Public targeted/br See comments
1 N/A
 Meeting oad attachments were
 community received.
 Non-
 Newspaper targeted/br
2 N/A N/A N/A
 Ad oad
 community
 Non-
 Internet targeted/br www.charlesto
3 N/A N/A N/A
 Outreach oad nwv.gov
 community
 Table 4 – Citizen Participation Outreach




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 Expected Resources




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AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction

The City of Charleston received $1,536,963.00 in CDBG funds and the City of Charleston-Kanawha County HOME Consortium received
$658,780.66 in HOME funds for the FY 2026 program year. The program year runs from July 1, 2026 through June 30, 2027. In this plan, the city
will work under the assumption that it will receive allocations similar to the FY 2025 and 2026 CDBG and HOME awards in fiscal years 2027-2029.
The city anticipates that it will receive the following funds over the next five-year period:

 • FY 2025 = $1,501,940.00 CDBG; $706,458.88 HOME
 • FY 2026 = $1,536,963.00 CDBG; $658,780.66 HOME
 • FY 2027 = $1,500,000.00 CDBG; $700,000.00 HOME
 • FY 2028 = $1,500,000.00 CDBG; $700,000.00 HOME
 • FY 2029 = $1,500,000.00 CDBG; $700,000.00 HOME
 • Total = $ 7,538,903.00 CDBG; $3,465,239.54 HOME

The accomplishments of funded projects/activities will be reported in the city’s Consolidated Annual Performance and Evaluation Report
(CAPER) that is submitted to HUD within 90 days following the end of the program year.

Anticipated Resources

  Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
 of Funds Annual Program Prior Year Total: Amount
 Allocation: $ Income: $ Resources: $ Available
 $ Remainder of
 ConPlan
 $




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  Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
 of Funds Annual Program Prior Year Total: Amount
 Allocation: $ Income: $ Resources: $ Available
 $ Remainder of
 ConPlan
 $
 CDBG public - Acquisition 19 projects/activities were
 federal Admin and funded based on the FY
 Planning 2026 CDBG allocations.
 Economic
 Development
 Housing
 Public
 Improvements
 Public Services 1,536,963.00 65,833.33 0.00 1,602,796.33 4,500,000.00
 HOME public - Acquisition 3 projects/activities were
 federal Homebuyer funded based on the FY
 assistance 2026 HOME allocation.
 Homeowner
 rehab
 Multifamily rental
 new construction
 Multifamily rental
 rehab
 New construction
 for ownership
 TBRA 658,780.66 329,166.67 0.00 987,947.33 2,100,000.00
 Table 2 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
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The following financial resources may be available during FY 2025-2029 Five-Year Consolidated Plan, including anticipated funds to address the
priority needs and specific objectives identified in this Five-Year Consolidated Plan.

Charleston/Kanawha County HOME Consortium: The Charleston/Kanawha County HOME Consortium, administered by the City of Charleston,
was awarded $706,458.88 in FY 2026 HOME funds. Similar annual HOME Program awards are anticipated over the remainder of the Five-Year
Consolidated Plan period. The HOME Consortium is obligated to seek non-federal contributions for projects it anticipates completing. The match
obligation is 25% of the HOME funds expended. The Consortium can show matching funds through several sources, both from internal funding
and through state, local, and other proceeds. Currently, the primary source of matching funds is based on the donated value of land that is sold
to existing clients for less than market value. The city continues to expand and leverage funds with local lenders and non-profit agencies. This
allows for ongoing discovery and opportunities for additional match sources.

Emergency Solutions Grant (ESG) and Housing for Persons with HIV/AIDS (HOPWA): The City of Charleston, WV is not an entitlement
jurisdiction under the ESG or HOPWA Programs, but it may choose to apply for ESG and/or HOPWA funding from the State of West Virginia
should an organization approach the city for assistance.

Public Housing: The Charleston-Kanawha Housing Authority (CKHA) received $3,235,664 from HUD under the Capital Fund Grant in FY 2024.
CKHA’s FY 2026 allocation and budget is not yet available, but similar annual Capital Fund Grant amounts are anticipated over the remainder of
the Five-Year Consolidated Plan period. Activities anticipated to be undertaken using Capital Fund Grant resources include administration and
operations, renovations, improvements, and modernization of public housing units and common areas, and public housing development site
improvements.

Other Resources: The City of Charleston will leverage public and private financial resources to address the priorities and goals identified in this
Five-Year Consolidated Plan and implemented under its Annual Action Plans. In addition to the HUD entitlement funds, the city anticipates the
following federal resources may be available to local organizations to undertake the strategies identified in this Plan.

 • EDI-CPF Congressionally Directed Funding
 • Home Equity Conversion Mortgage (HECM) Program
 • FHA Title I
 • FHA 203(k) Mortgage Insurance Program
 • Low-Income Housing Preservation Program
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 • Supportive Housing Program
 • Emergency Solutions Grant Program
 • Housing Opportunities for Persons with AIDS Program (HOPWA)
 • Low-Income Housing Tax Credit Program (LIHTC)
 • Section 8 Rental Assistance Program
 • Shelter Plus Care
 • Section 202/811 Supportive Housing
 • Supplemental Assistance to Facilities to Assist the Homeless (SAFAH)
 • Safe Havens Demonstration Program
 • Land or Property Resources
 • EPA Brownfields Assessment and/or cleanup grants




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If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan

The city will continue to utilize federal, state and private resources currently available to develop and
expand affordable rental opportunities, homeownership options for low- and moderate-income
households, and to promote other critical community sustainability initiatives. Currently, the city has not
acquired or improved any land, property, or buildings with CDBG funds that are available for sale.
However, the non-CDBG property acquisition and disposition activities undertaken by the Charleston
Urban Renewal Authority (CURA) and the Charleston Land Reuse Agency (CLRA) advance Consolidated
Plan housing, community development, and economic development strategies and goals.

Discussion

The City established its Consolidated Plan priorities and goals based on its expected allocation of CDBG
and HOME entitlement grant funds.




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 Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information

 Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
  Order Year Year
 1 HSS-1 2025 2029 Affordable Low/mod areas Housing Priority CDBG: $.00 Direct Financial Assistance
 Homeownership Housing Citywide HOME: to Homebuyers: 15
 Charleston- $494,085.50 Households Assisted
 Kanawha
 County
 Consortium
 2 HSS-3 Housing 2025 2029 Affordable Low/mod areas Housing Priority HOME: Homeowner Housing Added:
 Construction Housing Citywide $98,817.10 1 Household Housing Unit
 Charleston-
 Kanawha
 County
 Consortium
 3 HMS-2 2025 2029 Homeless Citywide Homeless Priority CDBG: Public service activities
 Operation/Support $20,000.00 other than Low/Moderate
 Income Housing Benefit: 165
 Persons Assisted
 4 HSS-4 Rent and 2025 2029 Affordable Citywide Housing Priority CDBG: Homelessness Prevention:
 Utility Assistance Housing $39,000.00 235 Persons Assisted




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 Sort Goal Name Start End Category Geographic Area Needs Addressed Funding Goal Outcome Indicator
  Order Year Year
 5 SNS-2 2025 2029 Non-Homeless Citywide Other Special Needs CDBG: Public service activities
 Services/Facilities Special Needs Priority $28,000.00 other than Low/Moderate
 Income Housing Benefit: 351
 Persons Assisted
 6 CDS-2 Community 2025 2029 Non-Housing Citywide Community CDBG: Public Facility or
 Facilities Community Development $416,687.00 Infrastructure Activities
 Development Priority other than Low/Moderate
 Income Housing Benefit:
 7463 Persons Assisted
 7 CDS-3 Infrastructure 2025 2029 Non-Housing Citywide Community CDBG: Public Facility or
 Community Development $559,298.00 Infrastructure Activities
 Development Priority other than Low/Moderate
 Income Housing Benefit:
 2912 Persons Assisted
 8 CDS-4 Public 2025 2029 Non-Housing Low/mod areas Community CDBG: Public service activities
 Services Community Citywide Development $153,419.00 other than Low/Moderate
 Development Priority Income Housing Benefit:
 14222 Persons Assisted
 9 AMS-1 Overall 2025 2029 Administration Citywide Administration, CDBG: Other: 2 Other
 Coordination Planning, and $320,559.00
 Management HOME:
 Priority $65,878.07
 Table 3 – Goals Summary


Goal Descriptions



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1 Goal Name HSS-1 Homeownership
 Goal Increase the supply of affordable owner-occupied housing units through housing counseling and eligible direct assistance to
 Description homebuyers including mortgage principal reductions, interest rate reductions, downpayment and closing cost assistance,
 etc.

2 Goal Name HSS-2 Housing Rehabilitation
 Goal Conserve and rehabilitate existing affordable housing units for owners and renters in the City by addressing maintenance
 Description issues, code violations, emergency repairs, and the removal of architectural accessibility barriers to persons with disabilities.

3 Goal Name HSS-3 Housing Construction
 Goal Increase the supply and range of new affordable and accessible housing units in the city for owners and renters through the
 Description new construction and rehabilitation and adaptive reuse of existing buildings.

4 Goal Name HSS-4 Rent and Utility Assistance
 Goal Provide rental assistance for low- and moderate-income renters through utility payments, security deposits, and rental
 Description payments including Tenant Based Rental Assistance for low-income households who may be faced with the threat of
 eviction and who are at-risk of becoming homeless.

5 Goal Name HMS-2 Operation/Support
 Goal Assist homeless providers in the operation of housing and support services for those who are unsheltered and persons who
 Description are at-risk of becoming homeless.

6 Goal Name HMS-3 Prevention and Re-Housing
 Goal Assist in the prevention of homelessness through anti-eviction and other programs for rapid re-housing.
 Description




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7 Goal Name SNS-2 Services/Facilities
 Goal Support supportive service programs and facilities for the elderly, frail elderly, persons with disabilities, persons with
 Description HIV/AIDS, victims of domestic violence, persons with alcohol/drug dependency, and persons with other special needs.

8 Goal Name CDS-2 Community Facilities
 Goal Improve and enhance the quality, location, and accessibility of the City’s parks, recreational facilities, public spaces, trails,
 Description bikeways, and all public and community facilities.

9 Goal Name CDS-3 Infrastructure
 Goal Improve and enhance the City’s public infrastructure and spaces through rehabilitation, restoration, reconstruction, and
 Description new construction of streets, sidewalks, bridges, curbs, walkways, waterlines, sanitary sewers, stormwater management,
 hillside stabilization, etc. and the removal of architectural accessibility barriers to persons with disabilities.

10 Goal Name CDS-4 Public Services

 Goal Improve and enhance social and human services, programming, food and nutrition assistance, and transportation for low-
 Description and moderate-income persons and households, the youth, the elderly, and persons with disabilities within the City of
 Charleston.

11 Goal Name AMS-1 Overall Coordination

 Goal Provide program management and oversight for the successful administration of Federal, State, and local funded programs
 Description and compliance with related laws and regulations, including planning services for special studies, the five-year consolidated
 plan, annual action plans, substantial amendments, consolidated annual performance and evaluation reports,
 environmental reviews and clearance, etc.

12 Goal Name AMS-2 Fair Housing

 Goal Provide funds for training, education, outreach, and monitoring to affirmatively further fair housing in the City of
 Description Charleston.


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AP-35 Projects - 91.420, 91.220(d)
Introduction

The City of Charleston is proposing the following projects for its FY 2026 Annual Action Plan.

 2026-2027 CDBG Project List
 Applicant Amount Proposed
 CD Admin $ 320,559.00
 ADA Curb Cuts $ 559,298.00
 Children's Home Society $ 49,691.00
 Girl Scouts $ 18,025.00
 The Healing House $ 180,000.00
 WomenCare/FamilyCare Health Centers $ 168,971.00
 Bream Neighborhood Shop $ 9,000.00
 Charleston-Kanawha Housing Authority $ 15,000.00
 Covenant House $ 20,000.00
 Daymark $ 26,254.00
 Kanawha Valley Collective - ID $ 7,000.00
 Kanawha Valley Collective - Food Service $ 35,000.00
 Midian $ 16,000.00
 Rea of Hope Fellowship Home $ 13,000.00
 Religious Coalition for Community Renewal $ 15,000.00
 United Way $ 30,000.00
 WV Health Right Inc. $ 39,165.00
 YWCA Resolve $ 5,000.00
 YWCA Sojourner's $ 10,000.00
 HOME Admin $ 70,645.89
 HOME Project $ 529,844.16
 HOME CHDO $ 105,968.83

Table 4 – Project Information




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Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs

CDBG funds are intended to provide low- and moderate-income residents with viable communities,
including decent housing, a suitable living environment, and expanded economic opportunities. HOME
funds are specifically targeted at the production and preservation of housing that is affordable for low-
and moderate-income residents.

The city uses the following guides to prioritize and allocate resources, as established through
consultations with stakeholders, the resident survey, and public meetings:

 • Meeting the statutory requirements of the CDBG program
 • Meeting the needs of very low-, low-, and moderate-income residents
 • Focus on low- and moderate-income areas or neighborhoods
 • Coordination and leveraging of resources
 • Response to expressed needs
 • Long-term impact
 • The ability to measure or demonstrate progress and success

A significant obstacle in meeting underserved needs is the lack of local, state, and federal funds to
develop additional or enhanced housing and community development activities. The City of Charleston
has allocated its CDBG and HOME funds to those geographic areas where the population exceeds 51%
low- and moderate-income (LMI) residents or the beneficiaries are LMI. At least 70% of the city's CDBG
funds must be budgeted to activities that principally benefit low- and moderate-income residents. The
following funding allocation guidelines will be used for the FY 2026 Annual Action Plan:

 • Public Services activities are provided to social service organizations principally serving low-
 income persons or whose clientele qualify under the presumed benefit category of HUD’s
 regulations.
 • Housing activities have income eligibility criteria thereby directing CDBG and HOME funds to
 low- and moderate-income eligible households.
 • Homeless projects/activities are for homeless agencies/organization serving a specific type of
 clientele who qualify under the presumed benefit category of HUD’s regulations.
 • Community Facilities and Infrastructure activities are either located in a low- and moderate-
 income census area, have a low- and moderate-income service area benefit, or principally
 service a low- and moderate-income clientele.

The City of Charleston has an overall low- and moderate-income percentage of 38.4%. The Block Groups
fully or partially within city limits that meet the low/mod criteria (51% of residents having a household
income at or below 80% of the HUD Area Median Family Income) are as follows [Census Tract (CT) and
Block Group (BG)]:

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 • CT 1, BG 1: 78.1% low/mod
 • CT 2, BG 1: 63.4% low/mod
 • CT 3, BG 2: 58.3% low/mod
 • CT 5, BG 2: 57.6% low/mod
 • CT 6, BG 2: 81.6% low/mod
 • CT 6, BG 4: 63.8% low/mod
 • CT 7, BG 2: 73.1% low/mod
 • CT 7, BG 3: 58.9% low/mod
 • CT 8, BG 1: 70.9% low/mod
 • CT 9, BG 1: 68.3% low/mod
 • CT 11, BG 3: 73.6% low/mod
 • CT 11, BG 4: 56.8% low/mod
 • CT 12, BG 1: 57.4% low/mod
 • CT 13, BG 1: 59.6% low/mod
 • CT 13, BG 3: 51.2% low/mod
 • CT 13, BG 4: 62.2% low/mod
 • CT 110, BG 3: 63.4% low/mod




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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed

The City of Charleston will distribute CDBG funds on a city-wide basis and HOME funds on a consortium-
wide basis to eligible beneficiaries. An eligible beneficiary is either a low- to moderate-income (LMI)
individual person or households or an individual who qualifies under the presumed benefit category of
HUD’s regulations. Eligible activities are either focused on directly assisting eligible beneficiaries
(Low/Mod Limited Clientele LMC) or focused on activities benefiting residents within a designated
service area where at least 51% of the residents are LMI (Low/Mod Area - LMA).

Geographic Distribution

 Target Area Percentage of Funds
 Low/mod areas 32
 Citywide 67
 Charleston-Kanawha County Consortium 1
Table 5 - Geographic Distribution

Rationale for the priorities for allocating investments geographically

The city uses the following guides to prioritize and allocate resources, as established through
consultations with stakeholders, the resident survey, and public meetings:

 • Meeting the statutory requirements of the CDBG program
 • Meeting the needs of very low-, low-, and moderate-income residents
 • Focus on low- and moderate-income areas or neighborhoods
 • Coordination and leveraging of resources
 • Response to expressed needs
 • Long-term impact
 • The ability to measure or demonstrate progress and success

A significant obstacle in meeting underserved needs is the lack of local, state, and federal funds to
develop additional or enhanced housing and community development activities. The City of Charleston
has allocated its CDBG and HOME funds to those geographic areas where the population exceeds 51%
low- and moderate-income (LMI) residents or the beneficiaries are LMI. At least 70% of the cty's CDBG
funds must be budgeted to activities that principally benefit low- and moderate-income residents. The
following funding allocation guidelines will be used for the FY 2026 Annual Action Plan:

 • Public Services activities are provided to social service organizations principally serving low-

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 income persons or whose clientele qualify under the presumed benefit category of HUD’s
 regulations.
 • Housing activities have income eligibility criteria thereby directing CDBG and HOME funds to
 low- and moderate-income eligible households.
 • Homeless projects/activities are for homeless agencies/organization serving a specific type of
 clientele who qualify under the presumed benefit category of HUD’s regulations.
 • Community Facilities and Infrastructure activities are either located in a low- and moderate-
 income census area, have a low- and moderate-income service area benefit, or principally
 service a low- and moderate-income clientele.

The City of Charleston has an overall low- and moderate-income percentage of 38.4%. The Block Groups
fully or partially within city limits that meet the low/mod criteria (51% of residents having a household
income at or below 80% of the HUD Area Median Family Income) are as follows [Census Tract (CT) and
Block Group (BG)]:

 • CT 1, BG 1: 78.1% low/mod
 • CT 2, BG 1: 63.4% low/mod
 • CT 3, BG 2: 58.3% low/mod
 • CT 5, BG 2: 57.6% low/mod
 • CT 6, BG 2: 81.6% low/mod
 • CT 6, BG 4: 63.8% low/mod
 • CT 7, BG 2: 73.1% low/mod
 • CT 7, BG 3: 58.9% low/mod
 • CT 8, BG 1: 70.9% low/mod
 • CT 9, BG 1: 68.3% low/mod
 • CT 11, BG 3: 73.6% low/mod
 • CT 11, BG 4: 56.8% low/mod
 • CT 12, BG 1: 57.4% low/mod
 • CT 13, BG 1: 59.6% low/mod
 • CT 13, BG 3: 51.2% low/mod
 • CT 13, BG 4: 62.2% low/mod
 • CT 110, BG 3: 63.4% low/mod

Discussion

N/A




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 Affordable Housing

AP-55 Affordable Housing - 91.420, 91.220(g)
Introduction

The City of Charleston and the Charleston-Kanawha County HOME Consortium will utilize its FY 2026
CDBG and HOME funds for the preservation and production of affordable housing. The one-year
affordable housing goals are:

 One Year Goals for the Number of Households to be Supported
 Homeless 0
 Non-Homeless 261
 Special-Needs 0
 Total 261
Table 6 - One Year Goals for Affordable Housing by Support Requirement


  One Year Goals for the Number of Households Supported Through
 Rental Assistance 235
 The Production of New Units 1
 Rehab of Existing Units 10
 Acquisition of Existing Units 15
 Total 261
Table 7 - One Year Goals for Affordable Housing by Support Type


Discussion

The proposed affordable housing projects in the City for FY 2026 CDBG and HOME are:

 • Bream Neighborhood Shop - Utility Assistance Program: CDBG funds will be used to provide
 utility assistance to low- and moderate-income households.
 • United We House - Security Deposits and Utility Assistance: CDBG funds will be used to provide
 security deposits and utility assistance for low-income households.
 • HOME First-Time Homeownership Program: HOME funds will be allocated to qualified
 persons/families in the City of Charleston and Kanawha County to assist first-time homebuyers
 with downpayment, closing costs, and mortgage subsidies.
 • HOME CHDO Set-Aside: HOME funds will be allocated to qualified Community Housing
 Development Organizations (CHDOs) in the City of Charleston and Kanawha County.




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AP-60 Public Housing - 91.420, 91.220(h)
Introduction

The Charleston Kanawha Housing Authority is the public housing agency that serves the City of
Charleston and Kanawha County. The overall mission of the Housing Authority is to provide decent, safe,
and sanitary housing to the for public housing residents and the efficient and effective administration of
Section 8 Housing Choice Voucher Programs.

Actions planned during the next year to address the needs to public housing

CKHA is committed to maintaining and modernizing its facilities to provide modern, safe, and enjoyable
communities in which families can reside. Improvements identified in CKHA’s currently planning
documents include installing new elevator systems in high-rise buildings, kitchen and bathroom
upgrades at family sites, installing Wi-Fi in community centers for afterschool programs, and developing
neighborhood gardens for the social and mental health wellbeing of residents. Through non-HUD
grants, CKHA has established pantries at numerous sites to provide for basic needs (food, cleaning
supplies, etc.) and has partnered with local providers to provide on-site health services.

In addition, CKHA has utilized Replacement Housing Funds (HUD funds from the prior demolition of
public housing) to acquire and rehabilitate existing rental properties with the purpose of providing
additional affordable housing in the community. Their goal is to stabilize and enhance existing
neighborhoods while deconcentrating assisted housing.

Actions to encourage public housing residents to become more involved in management and
participate in homeownership

The Charleston-Kanawha Housing Authority invites residents and concerned citizens to comment on
draft Five-Year and Annual Plans. During their 2025 Annual Plan process, CKHA accepted comments on
their draft 2025 Annual Plan from October 9, 2024 through November 22, 2024, and held two public
meetings on December 3, 2024 to receive and discuss comments. The Housing Authority also distributed
handouts detailing the Annual Plan requirements and process, the CKHA strategic priorities, its 2024
accomplishments and its priorities for 2025.

CKHA offers a Family Self-Sufficiency Program (FSS) for public housing residents. The FSS Coordinator is
available to assist residents and connect them to services relating to job training, education,
homeownership, personal counseling, credit counseling and more. During 2024, four (4) families
graduated from the Family Self-Sufficiency program with an escrow release of $13,873.85. These funds
can be used towards the purchase of for-sale housing.

HUD recently published a Resident Council and Housing Authority Case Study featuring the Charleston-
Kanawha Housing Authority and the Orchard Manor Resident Council. This document is intended to

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model high-quality interactions between PHAs and Resident Advisory Boards (RABs). In the document,
CKHA noted that there are currently six active resident councils including one at each of the senior high-
rises. They each have five board members - president, vice president, secretary, treasurer and
parliamentarian - and most have annual elections to fill these positions from among residents. Each RAB
meets at least monthly to discuss quality of life issues at their developments and to plan fundraisers in
friendly competition with other CKHA public housing developments. They also meet with the CKHA Chief
Executive quarterly to discuss policy issues, both immediate (such as smoking policies and community
gardens) and long-term (such as demolition and redevelopment projects). The Housing Authority also
meets with each council yearly when they start working on their upcoming Capital Improvement
Application, ensuring that residents are afforded opportunities to shape the upcoming budget.

If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance

Not applicable. The Charleston-Kanawha Housing Authority is not designated as "troubled" by HUD.

Discussion

Not Applicable.




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AP-65 Homeless and Other Special Needs Activities - 91.420, 91.220(i)
Introduction

The City of Charleston will fund homeless priority activities with FY 2026 CDBG funds that will provide
case management services for homeless persons and legal assistance for lower-income persons at risk of
homelessness through eviction. The city will also fund special needs priority activities with FY 2026
CDBG funds that will support a facility that helps treat substance abuse.

The following goals and objectives for the City of Charleston’s Homeless and Special Needs Priorities
have been identified for the five-year period of FY 2025 through FY 2029.

Homeless Priority

There is a continuing need for housing and supportive services for unsheltered persons, families, those
at risk of becoming homeless, and victims of domestic violence.

Goals:

 • HMS-1 Housing. Support the Continuum of Care's efforts to provide emergency shelter and
 transitional housing and to develop permanent supportive housing and other permanent
 housing opportunities for unsheltered individuals and families.
 • HMS-2 Operation/Support. Assist homeless providers in the operation of housing and support
 services for those who are unsheltered and persons who are at-risk of becoming homeless.
 • HMS-3 Prevention and Re-Housing. Assist in the prevention of homelessness through anti-
 eviction and other programs for rapid re-housing.

Other Special Needs Priority

There is a continuing need for affordable housing, services, and facilities for the elderly, frail elderly,
persons with disabilities, persons with HIV/AIDS, victims of domestic violence, persons with alcohol/drug
dependency, and persons with other special needs.

Goals:

 • SNS-1 Housing. Increase the supply of affordable, accessible, decent, safe, sound, and sanitary
 housing for the elderly, frail elderly, persons with disabilities, persons with HIV/AIDS, victims of
 domestic violence, persons with alcohol/drug dependency, and persons with other special
 needs through the rehabilitation of existing buildings and new construction.
 • SNS-2 Services/Facilities. Support supportive service programs and facilities for the elderly, frail
 elderly, persons with disabilities, persons with HIV/AIDS, victims of domestic violence, persons
 with alcohol/drug dependency, and persons with other special needs.

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Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including

Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs

The Kanawha Valley Collective (KVC) is comprised of individuals, government agencies, faith-based
organizations, nonprofits, and community-based organizations that share a common concern for the
needs of Charleston and Kanawha County’s residents who are homeless or at risk of homelessness. The
KVC will continue to evaluate the needs of residents who are homeless, continue to advocate for
resources, and coordinate services to meet these needs. Members of the KVC use street outreach
programs to meet the needs of the most vulnerable homeless individuals and identify and engage
individuals residing in places that are considered unfit for habitation. Case workers distribute food,
clothing and conduct basic needs assessments, and act as liaisons between homeless individuals, KVC
homeless services providers, and other service providers as needed.

Addressing the emergency shelter and transitional housing needs of homeless persons

Emergency housing needs are addressed through the Kanawha Valley Collective (KVC) and the shelters
they support and operate. There are 14 shelter programs located in the city, and KVC also operates or
coordinates with other shelters outside of the City of Charleston which serve both their respective
communities and overflow unhoused persons from the city if needed. The KVC’s Equinox Men’s Shelter
and Union Mission Crossroads Shelter both serve the male homeless population in the City of
Charleston. The YWCA Sojourner’s Shelter serves the women, family and children of the City of
Charleston and the Resolve Family Abuse Program’s Hope House serves victims of domestic violence and
their children.

Transitional housing is available for homeless families. There are various transitional housing
opportunities in the City of Charleston. These include the Kanawha Valley Collective’s Twin Cities, a
communal support housing facility for those with mental health disorder and substance abuse issues.
Covenant House administers a Rapid Rehousing program for those who are homeless or fleeing
domestic violence and administers a Housing First Program where clients pay rent based on their
income. The Charleston-Kanawha Housing Authority also operates the Shelter+Care program which
provides vouchers similar to Section 8 to clients and delivers supportive services.

Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
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The KVC continues to use the Housing First Model to rapidly provide housing for homeless individuals to
more effectively help treat the underlying causes of homelessness. As defined by the National Alliance
to End Homelessness, Housing First is a homeless assistance approach that prioritizes providing
permanent housing to people experiencing homelessness, thus ending their homelessness and serving
as a platform from which they can pursue personal goals and improve their quality of life. This approach
is guided by the belief that people need basic necessities like food and a place to live before attending to
anything less critical, such as getting a job, budgeting properly, or attending to substance use issues.
Additionally, Housing First is based on the understanding that client choice is valuable in housing
selection and supportive service participation, and that exercising that choice is likely to make a client
more successful in remaining housed and improving their life.

This model brings persons experiencing homelessness into housing without preconditions, as this
approach has been shown to make treatment of behavioral or physical health problems more effective.
Once they have been successfully housed, KVC connects these individuals to supportive services to
address problems that cause homelessness such as financial or behavioral issues. Once they have exited
homelessness, KVC case managers provide long-term monitoring of clients to prevent further episodes.

Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.

West Virginia 211 is the statewide clearinghouse linking people in need with appropriate community
resources. Supported by the West Virginia United Way Collaborative, which is a consortium of 14 United
Way chapters across the state including the United Way of Central West Virginia, West Virginia 211
provides connections to basic needs intended to prevent individuals and families from becoming
homeless. In FY 2024, WV 211 handled 25,569 calls, 3,133 texts, 3,324 chats, and 127,515 website
searches for West Virginians seeking assistance. Statewide, the top five needs were Utility Assistance
(41%), Rent/Mortgage Assistance (27%), Food Insecurity (11%), Shelter/Homeless Support (6%), and
Volunteer Income Tax Assistance (VITA) Tax Prep (3%).

Agency representation is also part of the KVC Centralized Assessment Team (CAT) meetings, during
which agency representatives gather to discuss individuals that have been identified with needs and
connect those individuals with services that are available through the various agencies being
represented. Members of CAT also assist individuals with applications for various resources to assist
them in addressing their particular need. Individuals being discharged from inpatient mental healthcare
and substance abuse treatment programs are particularly targeted for these services. However, these
services are also available for other homeless, chronic homeless, or those near homelessness.


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Once an individual is on the CAT roster or another supportive services team roster, their needs are
individually reviewed and assessed through the Vulnerability Index - Service Prioritization Decision
Assistance Tool (VI-SPDAT) system and the individual is connected with the services that they need to be
permanently housed and thrive in their community. This includes access to various resources,
employment programs, primary care, mental health, or other specific needs identified by the team.

Discussion

Not Applicable.




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AP-75 Barriers to affordable housing -91.420, 91.220(j)
Introduction

Affordable housing in Charleston faces several interconnected challenges that hinder the development
and availability of housing options for low- and moderate-income residents. Primary barriers include:

 • Aging Housing Stock and Maintenance Costs. A significant portion of Charleston's housing is
 over 50 years old, much of which require extensive repairs or modernization. and requires
 significant rehabilitation. The cost of maintaining or rehabilitating older homes can make it
 unfeasible for low-income residents or developers to invest in affordable options. An older
 housing stock can also pose health risks, such as lead-based point hazards.
 • Market Dynamics on Affordability. The Greater Charleston area has a severely limited supply of
 available housing. As of October 2023, the region had a 0.4% housing availability, which is far
 below the healthy 2% to 3% availability level. Inflation-driven cost increases are pushing rents
 up. Downtown and warehouse districts are seeing market interest in adaptive reuse with
 investors targeting “luxury” rentals, which can escalate costs in adjacent neighborhoods.
 • Stagnant or Declining Population and Limited New Construction. Charleston has experienced
 population decline, which discourages large-scale housing production. Developers are less
 incentivized and are exposed to greater return on investment risk in building new affordable
 units in areas with low growth.
 • Economic Challenges and Limited Incomes. A significant portion of the population in Charleston
 earns below the area median income. Many households are cost-burdened, spending more than
 30% of their income on housing, which limits housing and mobility options.
 • Insufficient Public and Private Investment. Federal and state housing subsidies (e.g., Section 8
 Housing Choice Vouchers, Low-Income Housing Tax Credits, etc.) are limited and competitive.
 • Lack of Supportive Services. Many residents who need affordable housing also require
 wraparound support services, such as mental health support, addiction recovery, and
 employment assistance. Without sufficient funding to ensure strong wraparound support
 system, housing stability is hard to maintain for at-risk populations, increasing the cycle of
 homelessness.
 • Infrastructure and Community Development Needs. Charleston faces challenges related to
 aging infrastructure and limited resources, which affect the maintenance and replacement of
 essential services. These issues complicate efforts to improve housing conditions and revitalize
 neighborhoods necessary to attract new residents. Additionally, the city's declining population
 and economic base strain its capacity to invest in necessary community development initiatives.

Addressing these barriers requires coordinated efforts between local government, developers, and
community organizations to create long-term housing solutions.

Actions it planned to remove or ameliorate the negative effects of public policies that serve
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as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment

The City of Charleston has not identified any barriers its public policies present to the preservation and
production of affordable housing. The city updated its zoning and land development regulations to be
consistent with Fair Housing Act, Section 504, and the Americans with Disabilities Act. Additionally, the
city recently completed the update to its Comprehensive Plan - Imagine Charleston.

Charleston has been exploring zoning reforms including infill development, smaller homes, and
accessory dwelling units, including the Neighborhood Reinvestment Overlay District in the Far Westside
Flats area. Activating more flexible zoning, especially for small-scale multifamily and accessory dwelling
units could open opportunities for more affordable housing without changing the character of
neighborhoods drastically. Meaningful zoning reforms take time and require public education to
overcome political and community resistance.

Discussion

During its FY 2026 Program Year, the City of Charleston and the Charleston-Kanawha County HOME
Consortium will fund the following activities intended to address affordable housing barriers:

 • Continue to fund the successful downpayment and closing cost assistance program throughout
 the HOME Consortium area.
 • Continue to explore affordable housing production and preservation through collaboration with
 Community Housing Development Organizations (CHDOs).
 • Continue to solicit interest and partnership in private investment to advance new housing
 production.




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AP-85 Other Actions - 91.420, 91.220(k)
Introduction

The City of Charleston has developed the following actions addressing obstacles to meeting underserved
needs, fostering and maintaining affordable housing, reducing lead-based hazards, reducing the number
of poverty-level families, developing institutional structures, and enhancing coordination between
public and private housing and social service agencies.

Actions planned to address obstacles to meeting underserved needs

Despite efforts made by the city and social service providers, several significant obstacles to meeting
underserved needs remain. Because resources are scarce, funding becomes the greatest obstacle.
Insufficient resources hinder maintenance and limit the availability of funding to the many worthy public
service programs, activities, and agencies. Planning and effective use of these limited resources will
prove critical in addressing Charleston's needs and improving the quality of life of its residents. The
following obstacles need to be overcome to meet underserved needs:

 • Shortage of jobs that provide a living wage
 • Instability in household income
 • High cost of housing
 • Aging house stock requiring significant rehabilitation
 • Lack of decent, sound, and affordable rental housing
 • Lack of affordable childcare and limited availability for second and third shifts and weekends
 • Increase in the number of persons requiring accessible housing
 • Drug and alcohol abuse
 • Shortage in mental health services
 • Shortage in wraparound services and transitional housing for the unsheltered
 • Aging population
 • Programs needed for the youth and the elderly
 • Modernization and accessibility of community and recreational facilities

The City of Charleston will work to address these obstacles through the agencies and programs to be
funded in FY 2026. Activities to address some of these obstacles include:

 • ADA Curb Cuts
 • Children's Home Society
 • Girl Scouts
 • The Healing House
 • WomenCare/FamilyCare Health Centers
 • Bream Neighborhood Shop
 • Charleston-Kanawha Housing Authority
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 • Covenant House
 • Daymark
 • Kanawha Valley Collective – ID Program
 • Kanawha Valley Collective – Food Service
 • Midian
 • Rea of Hope Fellowship Home
 • Religious Coalition for Community Renewal
 • United Way – United We House
 • WV Health Right Inc.
 • YWCA Resolve
 • YWCA Sojourner's

Actions planned to foster and maintain affordable housing

The City of Charleston is proposing the following goals and strategies to foster and maintain affordable
housing:

 • HSS-1 Homeownership. Increase the supply of affordable owner-occupied housing units
 through housing counseling and eligible direct assistance to homebuyers including mortgage
 principal reductions, interest rate reductions, downpayment and closing cost assistance, etc.
 • HSS-2 Housing Rehabilitation. Conserve and rehabilitate existing affordable housing units for
 owners and renters in the City by addressing maintenance issues, code violations, emergency
 repairs, and the removal of architectural accessibility barriers to persons with disabilities.
 • HSS-3 Housing Construction. Increase the supply and range of new affordable and accessible
 housing units in the city for owners and renters through the new construction and rehabilitation
 and adaptive reuse of existing buildings.
 • HSS-4 Rent and Utility Assistance. Provide rental assistance for low- and moderate-income
 renters through utility payments, security deposits, and rental payments including Tenant Based
 Rental Assistance for low-income households who may be faced with the threat of eviction and
 who are at-risk of becoming homeless.

The following CDBG and/or HOME-funded projects will address affordable housing needs in the City and
Consortium during the FY 2026 Program Year:

 • Bream Neighborhood Shop - Utility Assistance Program. CDBG funds will be used to provide
 utility assistance to low- and moderate-income households.
 • United Way - United We House - Security Deposits and Utility Assistance. CDBG funds will be
 used to provide security deposits and utility assistance for low-income households.
 • HOME Project. HOME funds will be allocated to qualified persons/families in the City of
 Charleston and Kanawha County to assist first-time homebuyers with downpayment, closing
 costs, and mortgage subsidies.
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 • HOME CHDO Set-Aside. HOME funds will be allocated to qualified Community Housing
 Development Organizations (CHDOs) in the City of Charleston and Kanawha County.

Actions planned to reduce lead-based paint hazards

In order to meet the requirements of the lead-based paint regulations, the City of Charleston will take
the following actions regarding rehabilitation, tenant-based rental assistance, homeownership, and
homeless/special needs housing:

Rehabilitation Programs. The City of Charleston will continue to ensure that:

 • Applicants for rehabilitation funding receive the required lead-based paint information and
 understand their responsibilities.
 • Staff properly determine whether proposed projects are exempt from some or all lead-based
 paint requirements.
 • The level of Federal rehabilitation assistance is properly calculated and the applicable lead-
 based paint requirements determined.
 • Properly qualified personnel perform risk management, paint testing, lead hazard reduction,
 and clearance services when required.
 • Required lead hazard reduction work and protective measures are incorporated into project
 rehabilitation specifications.
 • Risk assessment, paint testing, lead hazard reduction, and clearance work are performed in
 accordance with the applicable standards established in 24 CFR Part 35, Subpart R.
 • Required notices regarding lead-based paint evaluation, presumption, and hazard reduction are
 provided to occupants and documented.
 • Program documents establish the rental property owner’s responsibility to perform and adhere
 to ongoing lead-based paint maintenance activities, when applicable.
 • Program staff monitor owner compliance with ongoing lead-based paint maintenance activities.

Homeownership Programs. The City of Charleston will continue to ensure that:

 • Applicants for homeownership assistance receive adequate information about lead-based paint
 requirements.
 • City staff properly determine whether proposed projects are exempt from some or all lead
 based paint requirements.
 • A visual assessment is performed to identify deteriorated paint in the dwelling unit, any
 common areas servicing the unit, and exterior surfaces of the building.
 • Prior to occupancy, properly qualified personnel perform paint stabilization and the dwelling
 passes a clearance exam in accordance with the standards established in 24 CFR Part 35,
 Subpart R.
 • The home buyer receives the required lead-based paint pamphlet and notices.
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Actions planned to reduce the number of poverty-level families

Approximately 15% of Charleston residents live in poverty. Of those families living in poverty, 44.8% of
female-headed households with children are below the poverty level. The city's goal is to reduce the
extent of poverty based on actions the city has authority over, or actions in which the city will cooperate
with outside agencies.

The City's anti-poverty strategy is based on attracting a range of businesses and supporting workforce
development including job-training services for low-income residents. In addition, the city's strategy is
to provide supportive services for target income residents.

Planned economic development and anti-poverty programs include:

 • Workforce development, including job training services
 • Support services for new employees
 • Assist in job creation and retention
 • Assistance for food, shelter, and training programs
 • Assistance to small businesses to start-up or expand
 • Revitalize areas for economic development
 • Development of new commercial/industrial facilities
 • Slum and blight removal
 • Commercial/industrial infrastructure development
 • Rehabilitation of commercial/industrial facilities
 • Promote small business and micro-enterprises

During the FY 2026 Annual Action Plan, the City of Charleston will fund the following projects that will
help reduce the number of poverty level families:

 • ADA Curb Cuts
 • Children's Home Society
 • Girl Scouts
 • The Healing House
 • WomenCare/FamilyCare Health Centers
 • Bream Neighborhood Shop
 • Charleston-Kanawha Housing Authority
 • Covenant House
 • Daymark
 • Kanawha Valley Collective – ID Program
 • Kanawha Valley Collective – Food Service
 • Midian
 • Rea of Hope Fellowship Home
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 • Religious Coalition for Community Renewal
 • United Way – United We House
 • WV Health Right Inc.
 • YWCA Resolve
 • YWCA Sojourner's

Actions planned to develop institutional structure

Effective implementation of the Consolidated Plan and Annual Action Plan involves a variety of agencies
both in the community and in the region. Coordination and collaboration between agencies are
important to ensure that the needs in the community are addressed. The key agencies involved in the
implementation of the Plan as well as additional resources that may be available are described below.

Public Sector:

 • City of Charleston. The Mayor’s Office of Economic and Community Development (MOECD) will
 be responsible for the administration of the city’s community development programs, including
 some of the local programs that assist target income residents. MOECD’s responsibilities will
 include managing and implementing the city’s affordable housing policies, including the
 Consolidated Plan and related documents. Several other city and local government entities will
 also be involved, including the City’s Departments of Development Services, Public Works, CARE
 Team, Police Department, Fire Department, and Parks and Recreation.
 • The Charleston-Kanawha Housing Authority (CKHA). CKHA is one of the primary owners of
 affordable housing within the community. The Housing Authority also administers the Housing
 Choice (Section 8) Voucher Program. The city will continue to work in close consultation with
 the Housing Authority regarding affordable housing issues and opportunities in Charleston.
 • Other Housing and Development Agencies. The city will continue to partner with other
 government-related agencies in meeting the Annual Action Plan objectives including but not
 limited to the Charleston Urban Renewal Authority, Charleston Land Reuse Agency, Charleston
 Area Alliance, Capital Area Development Corporation of West Virginia, West Side Neighborhood
 Association of Charleston, etc.

Non-Profit Agencies:

There are several non-profit agencies that serve target income households in the greater Charleston
area. The city will continue to collaborate with these essential service providers.

Private Sector:

The private sector is an important collaborator in the services and programs associated with the
Consolidated Plan. The private sector brings additional resources and expertise that can be used to

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supplement existing services or fill gaps in the system. Lenders, affordable housing developers, business
and economic development organizations, and private service providers offer a variety of assistance to
residents such as healthcare, small business assistance, home loan programs, and assisted housing,
among others. The city will work closely with this sector to meet Consolidated Plan goals and objectives.
Funds for affordable housing are also provided through the Federal Home Loan Bank of Pittsburgh
through its member banks.

Actions planned to enhance coordination between public and private housing and social
service agencies

The City of Charleston is committed to continuing its participation and coordination with social service
agencies, housing agencies, community and economic development agencies, County, Federal, and
State agencies, as well as with the private and non-profit sectors, to serve the needs of target income
individuals and families in the city. The city solicits funding requests for CDBG Program and HOME
Program eligible projects and MOECD staff provides technical assistance for organizations seeking funds
and for subrecipients allocated funds to undertaking eligible activities.

Discussion

Not Applicable.




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 Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction

The City of Charleston receives an annual allocation of CDBG and HOME funds. Since the City receives
these Federal allocations the questions below have been completed, as they are applicable.

 Community Development Block Grant Program (CDBG)
 Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.


 1. The total amount of program income that will have been received before the start of the
 next program year and that has not yet been reprogrammed 395,000
 2. The amount of proceeds from section 108 loan guarantees that will be used during the year
 to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
 3. The amount of surplus funds from urban renewal settlements 0
 4. The amount of any grant funds returned to the line of credit for which the planned use has
 not been included in a prior statement or plan 0
 5. The amount of income from float-funded activities 0
 Total Program Income: 395,000

 Other CDBG Requirements

 1. The amount of urgent need activities 0

 2. The estimated percentage of CDBG funds that will be used for activities that benefit
 persons of low and moderate income.Overall Benefit - A consecutive period of one,
 two or three years may be used to determine that a minimum overall benefit of 70%
 of CDBG funds is used to benefit persons of low and moderate income. Specify the
 years covered that include this Annual Action Plan. 80.00%




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 HOME Investment Partnership Program (HOME)
 Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
 as follows:

 The Charleston-Kanawha County HOME Consortium does not intend to use any other forms of
 investment other than those described in 24 CFR 92.205(b). Not applicable.


2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
 for homebuyer activities as required in 92.254, is as follows:

 See attached Resale/Recapture Policy in the Appendices.


3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
 with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

 See Recapture Guidelines in Grantee Unique Appendices.


4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
 rehabilitated with HOME funds along with a description of the refinancing guidelines required that
 will be used under 24 CFR 92.206(b), are as follows:

 The Charleston-Kanawha County HOME Consortium does not intend to refinance any existing debt
 for multifamily housing that will be rehabilitated with HOME Funds. Not applicable.


5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with
 special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).

 Not applicable.


6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific
 category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will
 narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services
 received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)).

 Not applicable.


7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR
 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that

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 limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

 Not applicable.




Not applicable.




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 Annual Action Plan 52

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 Resolution No.26-051

 Introduced in Council: Adopted by Council:

 May 4, 2026 ______

 Introduced by: Referred to:

 Joseph Jenkins Finance


 1 Resolution No. 26-051 - Authorizing the Mayor or Chief of Police to execute and enter into a
 2 Subaward Recipient Agreement with Appalachia High Intensity Drug Trafficking Area
 3 (“AHIDTA”) for funds from the United State Office of National Drug Control Policy in the total
 4 amount of $115,000 to be awarded to the Metropolitan Drug Enforcement Network Team
 5 (“MDENT”). The 2026 calendar year funds are designated for the purchasing of evidence and
 6 information (totaling $20,000), and funding overtime for five full-time officers at $19,000 each
 7 (totaling $95,000).
 8
 9 Be it Resolved by the Council of the City of Charleston, West Virginia:
10
11 That the Mayor or Chief of Police to execute and enter into a Subaward Recipient Agreement
12 with Appalachia High Intensity Drug Trafficking Area (“AHIDTA”) for funds from the United State
13 Office of National Drug Control Policy in the total amount of $115,000 to be awarded to the
14 Metropolitan Drug Enforcement Network Team (“MDENT”). The 2026 calendar year funds are
15 designated for the purchasing of evidence and information (totaling $20,000), and funding
16 overtime for five full-time officers at $19,000 each (totaling $95,000).




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 Resolution No. 26-052

 Introduced in Council: Adopted by Council:

 May 4, 2026

 Introduced by: Referred to:

 Joseph Jenkins Finance


 1 Resolution No. 26-052 – Authorizing the Mayor or City Manager to enter into an agreement
 2 with Studimo Productions for the provision of sound, light, and audio production services for
 3 the 2026 Live on the Levee concert series, in the amount of $3,504.75 per event date plus
 4 additional backline equipment costs as may be needed for specific shows and bands, pursuant
 5 to the direct purchase authority set forth in Section 2-486 of Charleston Municipal Code.
 6
 7 Be it Resolved by the Council of the City of Charleston, West Virginia:
 8
 9 That the Mayor or City Manager is authorized to enter into an agreement with Studimo
10 Productions for the provision of sound, light, and audio production services for the 2026 Live on
11 the Levee concert series, in the amount of $3,504.75 per event date plus additional backline
12 equipment costs as may be needed for specific shows and bands, pursuant to the direct
13 purchase authority set forth in Section 2-486 of Charleston Municipal Code.




 Page | 87 of
 Studimo Productions
 5116 Roberts Dr
 Ashland, KY 41102
 (855) 216-7119




City of Charleston WV

USA




Regarding: LOTL 2026

Project number: 1522
Period: 05/22/2026 - 05/22/2026
Location: Haddad Riverfront Park
 700 Kanawha Blvd
 Charleston WV 25314

Quotation number: 953
Quotation date: 04/24/2026
Valid until: 05/08/2026
Payment: Invoice before event starts
Created by: Adam Whaley



Time schedule
Usage period 05/22/2026 10:00 05/22/2026 23:00




 1/3



 Page | 88 of
 Studimo Productions
 5116 Roberts Dr
 Ashland, KY 41102
 (855) 216-7119

Equipment

 Name


 Audio
12 JBL VTX A8
 Main LR - 6 per side
4 JBL VTX S28
 Subs 2x18" - 2 per side
1 Yamaha QL5
 Audio Console
1 Yamaha Rio 3224-D
 Audio IO
1 3ph Distro PD2
1 Small Mic Box
6 EAW SM15
 Floor monitor
1 Cable Package
1 Shure QLXD2 wireless
 MC Mic
 Total Audio: $ 2,975.00

 Lighting
1 Avolites Titan Mobile
 Lighting Console
12 IP Led Par
 LED Par
 Total Lighting: $ 400.00




Crew

 Name From Until


 Crew
1 A1 05/22/2026 10:00 05/22/2026 23:00
1 A2 05/22/2026 10:00 05/22/2026 23:00
 Total Crew: $ 1,100.00


 Total crew: $ 1,100.00



Transport

 Name Date


 Transportation
1 24' Box 05/22/2026 10:00
 Total Transportation: $ 422.00


 Total transport: $ 422.00


 2/3



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 Studimo Productions
 5116 Roberts Dr
 Ashland, KY 41102
 (855) 216-7119

Total
Total rental equipment: $ 3,375.00
Total crew: $ 1,100.00
Total transport: $ 422.00
Total: $ 4,897.00
Project discount: - $ 1,392.25
Price excl. tax: $ 3,504.75
0% Tax: $ 0.00
Price incl. tax: $ 3,504.75



Confirmation of quotation 953


 Click here to digitally sign the quotation




 3/3



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 Resolution No. 26-053

 Introduced in Council: Adopted by Council:

 May 4, 2026

 Introduced by: Referred to:

 Joseph Jenkins Finance


1 Resolution No. 26-053 – Approving the proposed Fiscal Year 2026-2027 Coliseum and
2 Convention Center budget as indicated within the attached document.
3
4 Be it Resolved by the Council of the City of Charleston, West Virginia:
5
6 That the proposed Fiscal Year 2026-2027 Coliseum and Convention Center budget as indicated
7 within the attached document is approved.




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 City of Charleston
 MUNICIPAL BUDGET
 July 1, 2026 - June 30, 2027




 Section 8

 Charleston Coliseum and
 Convention Center Revenue Fund




FY 2027 - City of Charleston 1
Municipal Budget
 Page | 92 of
 City of Charleston
 Municipal Budget
 FY 2027
 Coliseum and Convention Center Revenue Summary
 YTD Mar.
 Rev. Actual Original FY 2026 YTD Current Actual Estimated
 Code Description FY 2025 FY 2026 Amendments FY 2026 FY 2026 FY 2027
Operating Revenue
 435802 Rent 2,366,945 2,451,157 2,451,157 1,222,427 2,450,000
 435803 Commissions 543,140 435,000 435,000 256,511 450,000
 4343** Parking - Buildings & Lots 155,220 145,000 145,000 180,980 150,000
 435804 Food and Beverage 1,398,430 1,100,000 1,100,000 588,920 1,250,000
 435805 Patron Services 204,263 210,000 210,000 106,017 210,000
 435806 Security 97,594 85,000 85,000 44,758 85,000
 435807 Advertising 354,475 550,000 550,000 279,111 550,000
 435808 Equipment Rental 149,744 130,000 130,000 105,222 115,000
 435809 Power Usage 65,632 75,000 75,000 31,535 60,000
 435810 Booth Rental 135,000 135,000 (3,985) 120,000
 438000 Interest 242,742 215,000 215,000 143,986 190,000
 435813 Miscellaneous 20,541 15,000 15,000 14,574 15,000
 435811 Building Damages - 2,000 2,000 650 2,000
 435812 Audio/Visual Equipment 288,504 260,000 260,000 144,597 255,000
 Total Operating Revenue 5,887,230 5,808,157 - 5,808,157 3,115,304 5,902,000
Non-Operating Revenue
 435801 CC Capital Improvement Fee 662,147 325,000 325,000 47,527 320,000
 436900 Trf In/Gen. Fund - Debt Svc 107,835 - - - -
 436900 Trf In/Gen. Fund - Other 729,881 555,000 555,000 - 500,000
 436900 Transfers In/Coal Severance 92,973 160,000 160,000 - 170,000
 436900 Transfers In/Cap. Imp. Fund 135,090 - - 350,153 -
 438110 Energy Rebates 476 - - - -
Total - Non Operating Revenue 1,728,402 1,040,000 - 1,040,000 397,680 990,000

 Total Revenue 7,615,632 6,848,157 - 6,848,157 3,512,984 6,892,000




 FY 2027 - City of Charleston 2
 Municipal Budget
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 City of Charleston
 Municipal Budget
 FY 2027
 Fund 6402 CCCC Revenue Fund
 Department 91000 Charleston Coliseum and Convention Center
 Unit 000
 FY 2025 FY 2026 FY 2026 YTD FY 2026 FY 2026 YTD FY 2027
 Expense Object Actual Original Amend. Current Mar. Actual Proposed
 Personal Services
 510300 Wages - Full Time Regular 586,994 657,490 - 657,490 388,091 591,524
 510301 Wages - FT Overtime 4,986 30,000 - 30,000 6,834 15,000
 510400 FICA 31,875 52,593 - 52,593 - -
 510401 FICA - Medicare 2,154 - - - 5,410 8,795
 510402 FICA - Social Security 9,211 - - - 23,133 37,604
 5105** Medical & Life Insurance 171,408 172,368 - 172,368 129,892 153,420
 510600 Retirement 39,422 - - - - -
 510601 Public Employees Retirement 14,163 61,874 - 61,874 34,893 48,522
 5111** Dental & Vision Insurance 12,180 8,400 - 8,400 5,788 7,512
 5112** Insurance - Employee Cont (31,031) (25,704) - (25,704) (23,831) (22,548)
 511300 OPEB - Current 20,000 20,000 - 20,000 - 20,000
 Total Personal Services 861,362 977,021 - 977,021 570,210 859,829

 Authorized Full Time Positions & Salary Schedule

 FY 2026 Current FY 2027 Proposed
 Title FLSA/Paygrade FTE Title FLSA/Paygrade FTE
 General Manager OVG 1 General Manager OVG 1
 Asst GM/Director of Operations OVG 1 Asst GM/Director of Operations OVG 1
 Business Administrator Civic Center E/119 1 Business Administrator Civic Center E/119 1
 Director of Finance OVG 1 Director of Finance OVG 0
 Director of Sales & Marketing OVG 1 Director of Sales & Marketing OVG 1
 Director of Production Services OVG 1 Director of Production Services OVG 1
 Box Office Manager E/111 1 Box Office Manager OVG 1
 Booking Coordinator OVG 1 Booking Coordinator OVG 1
 Marketing Manager OVG 1 Marketing Manager OVG 1
 Marketing Coordinator OVG 1 Marketing Coordinator OVG 1
 Asst Box Office Manager OVG 1 Asst Box Office Manager OVG 1
 Convention Center Sales OVG 2 Convention Center Sales OVG 2
 Event Mngr/Production Services OVG 1 Event Mngr/Production Services OVG 1
 Event Coordinator OVG 4 Event Coordinator OVG 4
 Operations Coordinator OVG 1 Operations Coordinator OVG 1
 Safety & Security Coordinator E/112 1 Safety & Security Coordinator E/112 1
 Technology Services Coordinator OVG 1 Technology Services Coordinator OVG 1
 Administrative Assistant I N-OT/109 1 Administrative Assistant I N-OT/109 1
 Box Office Assistant OVG 1 Box Office Assistant OVG 0
 Housekeeping Supervisor OVG 1 Housekeeping Supervisor OVG 1
 Engineering Assistant N-COMP/111 1 Engineering Assistant N-COMP/111 1
 Maintenance Technician N-OT/109 6 Maintenance Technician N-OT/109 5
 Operations Conversion Tech II OVG 3 Operations Supervisor OVG 2
 Operations Conversion Tech I OVG 3 Operations Conversion Tech II OVG 3
 Facility Support Technician N-OT/106 3 Operations Conversion Tech I OVG 3
 Facility Support Technician N-OT/106 3
 Total 40 Total 39




FY 2027 - City of Charleston 3
Municipal Budget
 Page | 94 of
 City of Charleston
 Municipal Budget
 FY 2027
 Fund 6402 CCCC Revenue Fund
 Department 91000 Charleston Coliseum and Convention Center
 Unit 000
 FY 2025 FY 2026 FY 2026 YTD FY 2026 FY 2026 YTD FY 2027
 Expense Object Actual Original Amend. Current Mar. Actual Proposed

 Contractual Services
 521100 Telecommunications 38,977 42,000 - 42,000 37,346 48,000
 521200 Printing - 1,000 - 1,000 - 1,000
 521300 Utilities 1,089,381 980,000 - 980,000 661,441 1,100,000
 5214** Travel 12,141 10,000 - 10,000 7,595 12,000
 5215** Mnt & Repair - Bldg & Grounds 40,319 65,000 - 65,000 9,552 50,000
 5216** Mnt & Repair - Equipment 71,062 60,000 - 60,000 76,191 115,000
 5218** Postage 1,203 3,000 - 3,000 1,204 2,000
 521900 Building and Equipment Rental 206,871 170,000 - 170,000 104,983 225,000
 522000 Advertising/Legal Publication 63,258 90,000 - 90,000 53,989 90,000
 5221** Training 1,000 2,000 - 2,000 1,000 2,000
 522200 Dues & Subscriptions 1,390 10,000 - 10,000 14,761 30,000
 522600 Insurance - WC & UE 13,487 14,854 - 14,854 11,668 12,336
 522700 Insurance 178,569 216,000 - 216,000 203,998 220,000
 523000 Contracted Services 727,759 715,000 - 715,000 459,336 750,000
 523060 Management Services 2,733,762 2,380,000 - 2,380,000 1,760,817 2,568,835
 523061 Contract Performance Fees 729,881 436,282 - 436,282 30,000 80,000
 Total Contractual Services 5,909,059 5,195,136 - 5,195,136 3,433,881 5,306,171

 Commodities
 534100 Material & Supplies 337,578 320,000 - 320,000 291,821 375,000
 534300 Gas, Oil & Tires 168 1,000 - 1,000 701 1,000
 534500 Uniforms 24,897 30,000 - 30,000 15,863 30,000
 Total Commodities 362,642 351,000 - 351,000 308,386 406,000

 Contributions & Other
 556600 Transfers to Other Funds 631,990 325,000 - 325,000 271,625 320,000
 567100 Bond Principal 400,000 - - - - -
 567200 Bond Interest 18,548 - - - - -
 567400 Bond Service Charge 6,093 - - - 3,000 -
 Total Contributions & Other 1,056,631 325,000 - 325,000 274,625 320,000


 Total 91000 8,189,694 6,848,157 - 6,848,157 4,587,103 6,892,000




FY 2027 - City of Charleston 4
Municipal Budget
 Page | 95 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
Mayor 409 Regular 23,591 23,238 353 1.50% 259,500 255,191 4,309 1.66% 306,682 51,491
 IPT - - - - - - - -
 Budget 3 OT - - - - - - - -
 Actual 3 Total 23,591 23,238 353 1.50% 259,500 255,191 4,309 1.66% 306,682 51,491

Mayor - CARE Office 409-02 Regular 9,915 9,720 194 1.96% 109,060 106,833 2,227 2.04% 128,889 22,056
 IPT - - - - - - - -
 Budget 2 OT - - - - - - - -
 Actual 2 Total 9,915 9,720 194 1.96% 109,060 106,833 2,227 2.04% 128,889 22,056

City Council 410 Regular 13,000 6,250 6,750 51.92% 143,000 118,500 24,500 17.13% 169,000 50,500
 IPT - - - - - - - -
 Budget 26 OT - - - - - - - -
 Actual 26 Total 13,000 6,250 6,750 51.92% 143,000 118,500 24,500 17.13% 169,000 50,500

City Manager - Admin. 412-00 Regular 48,371 41,714 6,657 13.76% 532,078 450,775 81,303 15.28% 628,819 178,044
 IPT - - - - - - - -
 Budget 8 OT - - - - - - - -
 Actual 7 Total 48,371 41,714 6,657 13.76% 532,078 450,775 81,303 15.28% 628,819 178,044

City Treasurer 413 Regular 10,557 10,549 9 0.08% 116,131 115,855 277 0.24% 137,246 21,391
 IPT 1,015 840 175 17.27% 11,169 10,104 1,065 9.54% 13,200 3,096
 Budget 3 OT - - - - - - - -
 Actual 3 Total 11,573 11,389 184 1.59% 127,300 125,959 1,342 1.05% 150,446 24,487

City Collector 414 Regular 67,116 60,570 6,546 9.75% 738,273 696,107 42,166 5.71% 872,504 176,397
 IPT - - - - - - - -
 Budget 16 OT - - - - - - - -
 Actual 15 Total 67,116 60,570 6,546 9.75% 738,273 696,107 42,166 5.71% 872,504 176,397

City Clerk 415 Regular 11,770 11,539 231 1.96% 129,472 126,844 2,627 2.03% 153,012 26,168
 IPT - - - - - - - -
 Budget 3 OT - - - - - - - -
 Actual 3 Total 11,770 11,539 231 1.96% 129,472 126,844 2,627 2.03% 153,012 26,168

Municipal Court 416 Regular 26,108 25,601 507 1.94% 287,193 284,277 2,916 1.02% 339,410 55,133
 IPT 769 998 (229) -29.76% 8,462 11,102 (2,641) -31.21% 10,000 (1,102)
 Budget 8 OT 2,055 1,045 1,010 49.16% 22,602 12,339 10,262 45.41% 26,711 14,372
 Actual 8 Total 28,932 27,644 1,288 4.45% 318,256 307,719 10,537 3.31% 376,121 68,402



Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 1 of 6


 Page | 96 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
City Attorney 417 Regular 38,845 38,489 356 0.92% 427,292 409,046 18,246 4.27% 504,982 95,936
 IPT - - - - - - - -
 Budget 6 OT - - - - - - - -
 Actual 6 Total 38,845 38,489 356 0.92% 427,292 409,046 18,246 4.27% 504,982 95,936

Accounting 418 Regular 23,774 23,459 314 1.32% 261,509 257,750 3,759 1.44% 309,056 51,306
 IPT - - - - - - - -
 Budget 5 OT - - - - - - - -
 Actual 5 Total 23,774 23,459 314 1.32% 261,509 257,750 3,759 1.44% 309,056 51,306

Engineering - General 420-00 Regular 41,158 31,568 9,591 23.30% 452,739 414,082 38,657 8.54% 535,055 120,973
 IPT - - - - - - - -
 Budget 7 OT - - - - - - - -
 Actual 5 Total 41,158 31,568 9,591 23.30% 452,739 414,082 38,657 8.54% 535,055 120,973

Engineering - Stormwater 420-01 Regular 11,497 6,273 5,224 45.44% 126,465 103,011 23,454 18.55% 149,459 46,448
 IPT - - - - - - - -
 Budget 2 OT - - - - - - - -
 Actual 2 Total 11,497 6,273 5,224 45.44% 126,465 103,011 23,454 18.55% 149,459 46,448

MOECD 421 Regular 32,592 31,358 1,235 3.79% 358,515 349,756 8,759 2.44% 423,699 73,943
 IPT 800 446 354 44.27% 78,400 83,074 (4,674) -5.96% 80,000 3,074
 Budget 7 OT - - - - 2,615 (2,615) - -
 Actual 7 Total 33,392 31,803 1,589 4.76% 436,915 435,445 1,470 0.34% 503,699 77,017

Human Resources 422 Regular 33,020 27,530 5,490 16.63% 363,216 346,217 16,999 4.68% 429,255 83,038
 IPT - - - - - - - -
 Budget 7 OT - - - - - - - -
 Actual 6 Total 33,020 27,530 5,490 16.63% 363,216 346,217 16,999 4.68% 429,255 83,038

Devlopment Services 430 Regular 95,338 92,172 3,166 3.32% 1,048,713 1,021,611 27,102 2.58% 1,239,388 217,777
 IPT - - - - - - - -
 Budget 21 OT - - - - - - - -
 Actual 21 Total 95,338 92,172 3,166 3.32% 1,048,713 1,021,611 27,102 2.58% 1,239,388 217,777

Mail Room 431 Regular 2,867 2,811 56 1.96% 31,538 30,875 662 2.10% 37,272 6,397
 IPT - - - - - - - -
 Budget 1 OT - - - - - - - -
 Actual 1 Total 2,867 2,811 56 1.96% 31,538 30,875 662 2.10% 37,272 6,397



Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 2 of 6


 Page | 97 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
Information Systems 439 Regular 44,737 40,565 4,172 9.32% 492,108 439,160 52,948 10.76% 581,582 142,422
 IPT - - - - - - - -
 Budget 9 OT - - - - - - - -
 Actual 8 Total 44,737 40,565 4,172 9.32% 492,108 439,160 52,948 10.76% 581,582 142,422

General Services 440 Regular 37,711 32,558 5,153 13.66% 414,818 381,399 33,419 8.06% 490,239 108,840
 IPT - - - - - - - -
 Budget 11 OT 6,224 2,263 3,960 63.63% 68,462 37,034 31,428 45.91% 80,910 43,876
 Actual 9 Total 43,935 34,821 9,113 20.74% 483,280 418,433 64,847 13.42% 571,149 152,716

Constituient Services 442-01 Regular 20,579 19,744 835 4.06% 226,366 211,969 14,398 6.36% 267,524 55,555
 IPT 2,178 2,227 (49) -2.23% 23,958 13,715 10,243 42.75% 28,314 14,599
 Budget 4 OT - - - - - - - -
 Actual 4 Total 22,757 21,971 786 3.45% 250,324 225,684 24,641 9.84% 295,838 70,154

Morris Square Property 500 Regular 5,586 5,574 12 0.21% 61,449 60,308 1,142 1.86% 72,622 12,314
 IPT - - - - - - - -
 Budget 2 OT 154 151 3 2.08% 1,692 1,763 (71) -4.17% 2,000 237
 Actual 2 Total 5,740 5,725 15 0.26% 63,142 62,070 1,071 1.70% 74,622 12,552

Public Works 566 Regular 17,921 17,569 351 1.96% 197,126 193,886 3,240 1.64% 232,967 39,081
 IPT - - - - - - - -
 Budget 4 OT 385 28 357 92.78% 4,231 512 3,719 87.91% 5,000 4,488
 Actual 4 Total 18,305 17,597 708 3.87% 201,357 194,397 6,959 3.46% 237,967 43,570

Public Grounds - Adm. 567-00 Regular 76,284 68,750 7,534 9.88% 839,127 792,301 46,826 5.58% 991,696 199,395
 IPT - - - - - - - -
 Budget 27 OT 2,292 7,212 (4,920) -214.68% 25,211 100,090 (74,879) -297.01% 29,795 (70,295)
 Actual 24 Total 78,576 75,962 2,614 3.33% 864,339 892,391 (28,053) -3.25% 1,021,491 129,100

Public Grounds - C/T 567-01 Regular 3,144 3,741 (597) -19.00% 34,584 44,183 (9,599) -27.76% 40,872 (3,311)
 IPT - - - - - - - -
 Budget 1 OT 188 147 41 21.61% 2,068 1,150 918 -100.00% 2,444 1,294
 Actual 1 Total 3,332 3,889 (557) -16.71% 36,652 45,333 (8,681) -23.68% 43,316 (2,017)




Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 3 of 6


 Page | 98 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
Police - Uniform 700-00 Regular 768,456 740,169 28,288 3.68% 8,453,019 7,997,432 455,588 5.39% 9,989,932 1,992,500
 OT 187,503 236,835 (49,333) -26.31% 2,334,417 2,826,306 (491,889) -21.07% 2,726,415 (99,891)
 Budget 173 Reimb. (3,077) - (3,077) -100.00% (33,846) - (33,846) -100.00% (40,000) (40,000)
 Actual 154 Total 952,882 977,004 (24,122) -2.53% 10,753,590 10,823,738 (70,148) -0.65% 12,676,347 1,852,609

Police - Civilian 700-01 Regular 73,262 71,943 1,320 1.80% 805,886 818,455 (12,568) -1.56% 952,411 133,956
 IPT 4,231 1,254 2,977 70.36% 46,538 11,749 34,789 74.75% 55,000 43,251
 Budget 23 OT 8,015 8,929 (914) -11.40% 88,162 93,501 (5,340) -6.06% 104,191 10,690
 Actual 23 Total 85,508 82,125 3,383 3.96% 940,586 923,705 16,881 1.79% 1,111,602 187,897

Fire - Uniform 706-00 Regular 664,434 714,740 (50,306) -7.57% 8,649,401 9,218,525 (569,124) -6.58% 10,319,009 1,100,484
 OT 111,425 105,823 5,602 5.03% 1,695,466 1,341,562 353,904 20.87% 1,947,678 606,116
 Budget 169 Reimb. (923) - (923) -100.00% (10,154) - (10,154) -100.00% (12,000) (12,000)
 Actual 158 Total 774,936 820,563 (45,627) -5.89% 10,334,714 10,560,088 (225,374) -2.18% 12,254,687 1,694,599

Fire - Civilian 706-01 Regular 7,851 7,470 381 4.85% 86,358 84,285 2,072 2.40% 102,059 17,774
 IPT - - - - - - - -
 Budget 2 OT 231 423 (192) 2,538 1,390 1,148 3,000 1,610
 Actual 2 Total 8,081 7,893 189 2.34% 88,896 85,675 3,221 3.62% 105,059 19,384

Traffic 712 Regular 38,226 37,654 573 1.50% 420,491 405,686 14,805 3.52% 496,944 91,258
 IPT 423 - 423 100.00% 4,654 - 4,654 100.00% 5,500 5,500
 Budget 10 OT 1,078 770 308 28.54% 11,857 30,399 (18,542) -156.37% 14,013 (16,386)
 Actual 10 Total 39,727 38,424 1,303 3.28% 437,002 436,085 917 0.21% 516,457 80,372

Emergency Services 716 Regular 6,525 6,397 128 1.96% 71,773 70,322 1,451 2.02% 84,823 14,501
 IPT - - - - - - - -
 Budget 1 OT - - - - - - - -
 Actual 1 Total 6,525 6,397 128 1.96% 71,773 70,322 1,451 2.02% 84,823 14,501

Street 750 Regular 208,176 161,395 46,780 22.47% 2,289,933 1,831,070 458,863 20.04% 2,706,284 875,214
 IPT - - - - - - - -
 Budget 72 OT 17,465 10,384 7,082 40.55% 264,119 322,324 (58,205) -22.04% 299,050 (23,274)
 Actual 56 Total 225,641 171,779 53,862 23.87% 2,554,052 2,153,394 400,658 15.69% 3,005,334 851,940

Equipment Maintenance 754 Regular 62,823 57,183 5,640 8.98% 691,054 696,705 (5,651) -0.82% 816,700 119,995
 IPT - - - - - - - -
 Budget 19 OT 5,009 770 4,239 84.63% 55,095 66,638 (11,543) -20.95% 65,112 (1,526)
 Actual 19 Total 67,832 57,953 9,879 14.56% 746,149 763,343 (17,194) -2.30% 881,812 118,469



Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 4 of 6


 Page | 99 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
Refuse & Recycling 800 Regular 187,423 178,063 9,360 4.99% 2,061,654 2,088,024 (26,370) -1.28% 2,436,500 348,476
 IPT - - - - - - - -
 Budget 66 OT 22,489 13,247 9,242 41.09% 247,375 115,692 131,683 53.23% 292,352 176,660
 Actual 63 Total 209,912 191,310 18,601 8.86% 2,309,029 2,203,716 105,313 4.56% 2,728,852 525,136

Parks & Recreation 900 Regular 103,362 99,555 3,806 3.68% 1,136,979 1,049,772 87,207 7.67% 1,343,703 293,931
 IPT 14,168 11,425 2,743 19.36% 247,940 205,600 42,340 17.08% 354,200 148,600
 Budget 32 OT 4,849 1,845 3,004 61.96% 53,343 41,547 11,797 22.11% 63,042 21,495
 Actual 29 Total 122,379 112,825 9,554 7.81% 1,438,263 1,296,919 141,344 9.83% 1,760,945 464,026
Public Arts 906 Regular 5,182 5,080 102 1.96% 56,998 55,836 1,162 2.04% 67,361 11,525
 IPT 1,538 - 1,538 100.00% 16,923 748 16,176 95.58% 20,000 19,253
 Budget 1 OT - - - - - - - -
 Actual 1 Total 6,720 5,080 1,640 24.41% 73,921 56,584 17,337 23.45% 87,361 30,778

Spring Hill Cemetery 952 Regular 31,011 28,160 2,852 9.20% 341,123 311,884 29,239 8.57% 403,145 91,261
 IPT - - - 0.00% - - - 0.00% - -
 Budget 9 OT 940 184 756 80.42% 10,344 2,504 7,840 75.79% 12,225 9,721
 Actual 9 Total 31,952 28,344 3,608 11.29% 351,467 314,388 37,079 10.55% 415,370 100,982

General Fund Regular 2,852,211 2,739,151 113,060 3.96% 32,714,941 31,837,933 877,008 2.68% 38,760,101 6,922,168
 IPT 25,123 17,189 7,933 31.58% 438,044 336,092 101,952 23.27% 566,214 230,122
 OT 370,300 390,056 (19,756) -5.34% 4,886,982 4,997,365 (110,382) -2.26% 5,673,938 676,573
 Budget 760 Reimb. (4,000) - (4,000) 100.00% (44,000) - (44,000) 100.00% (52,000) (52,000)
 Actual 697 Total 3,243,634 3,146,396 97,238 3.00% 37,995,967 37,171,389 824,578 2.17% 44,948,253 7,776,864




Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 5 of 6


 Page | 100 of
 CITY OF CHARLESTON
 Payroll Variance Analysis
 April 2026

 Department Type Current Month Year To Date Annual
 Name Code Wages Budget Actual Variance % Budget Actual Variance % Budget Available
Business Improvement Dist. 568 Regular 3,629 2,997 631 17.40% 39,914 32,920 6,994 17.52% 47,171 14,252
 IPT - - - - - - - -
 Budget 1 OT - - - - 114 (114) - (114)
 Actual 1 Total 3,629 2,997 631 17.40% 39,914 33,034 6,880 17.24% 47,171 14,137

Land Reuse Agency 428 Regular 3,846 3,683 163 4.24% 42,308 40,471 1,836 4.34% 50,000 9,529
 IPT - - - - - - - -
 Budget 1 OT - - - - - - - -
 Actual 1 Total 3,846 3,683 163 4.24% 42,308 40,471 1,836 4.34% 50,000 9,529

CARE Fund 409-02 Regular 25,643 21,099 4,544 17.72% 282,077 230,291 51,786 18.36% 333,364 103,073
 IPT - - - - - - - -
 Budget 7 OT - - - - - - - -
 Actual 6 Total 25,643 21,099 4,544 17.72% 282,077 230,291 51,786 18.36% 333,364 103,073

Coliseum & Conv. Center 910-01 Regular 50,576 34,041 16,535 32.69% 556,338 445,930 110,408 19.85% 657,490 211,560
 IPT - - - - - - - -
 Budget 14 OT 2,308 713 1,594 69.09% 25,385 7,607 17,777 70.03% 30,000 22,393
 Actual 9 Total 52,884 34,755 18,129 34.28% 581,722 453,537 128,185 22.04% 687,490 233,953

Parking System 571 Regular 63,307 62,466 841 1.33% 696,374 678,606 17,769 2.55% 822,988 144,382
 IPT 4,315 682 3,633 84.20% 47,469 13,019 34,450 72.57% 56,100 43,081
 Budget 21 OT 1,692 351 1,341 79.24% 18,615 14,331 4,285 23.02% 22,000 7,669
 Actual 21 Total 69,314 63,499 5,816 8.39% 762,459 705,956 56,503 7.41% 901,088 195,132

Total Regular 2,999,212 2,863,437 135,775 4.53% 34,331,952 33,266,150 1,065,802 3.10% 40,671,114 7,404,964
 IPT 29,438 17,871 11,567 39.29% 485,513 349,111 136,403 28.09% 622,314 273,203
 OT 374,300 391,121 (16,820) -4.49% 4,930,982 5,019,417 (88,434) -1.79% 5,725,938 706,521
 Budget 804 Reimb. (4,000) - (4,000) 100.00% (44,000) - (44,000) 100.00% (52,000) (52,000)
 Actual 735 Total 3,398,950 3,272,429 126,521 3.72% 39,704,448 38,634,678 1,069,770 2.69% 46,967,366 8,332,688

Vacancy Report:
City Manager 1 General Services 2 CARE Fund 1
City Collector 1 Public Works (all) 22 Coliseum 5
Engineering 2 Police - Uniform 19 Total All 69
Human Resources 1 Fire - Uniform 11
Information Systems 1 Parks & Recreation 3
 63
Prepared: 5/1/2026 Current Month covers 2 pay periods (3/22/2026 - 4/18/2026)
Finance Director YTD covers 22 pay periods (6/15/2025 - 4/18/2026) Page 6 of 6


 Page | 101 of

JOURNAL of the PROCEEDINGS
 of the
 CITY COUNCIL

 CITY OF CHARLESTON, WEST VIRGINIA



 Regular Meeting – Monday, May 4, 2026

 at 7:00 P.M.

 Council Chambers – City Hall – Charleston, West Virginia




 OFFICIAL RECORD



Amy Shuler Goodwin Miles C. Cary II
 Mayor City Clerk
Journal – City Council – Charleston, WV May 4th – 1st




 CALL TO ORDER*

The Council met at 7:00 P.M., for the first meeting in the month of May on the 4th day, in the
year 2026, and was called to order by the Honorable Mayor, Amy Shuler Goodwin. The
invocation was delivered by Councilmember Kerns, and the Pledge of Allegiance was led by
Councilmember Hoover. City Clerk, Miles C. Cary II, called the roll of members and it was found
that there were present at the time:

 ANNIE BURKA BURTON
 CEPERLEY COOK FAEGRE
 FERRELL GARDNER GIANOLA
 HAAS HOOVER JENKINS
 JONES KERNS KING
 MOORE OVERSTREET PEPPER
 PHARR ROBINSON RUBIO
 SALANGO SNODGRASS SOLOMON
 STEELHAMMER TAYLOR MAYOR GOODWIN


With twenty-five members being present, the Mayor declared a quorum present.

’s absence was excused by the City Clerk per Resolution No. 582-21.
All absences were excused by the City Clerk per Resolution No. 582-21.




Pending the reading of the Journal of the previous meeting, the reading thereof was dispensed
with and the same duly approved.
Journal – City Council – Charleston, WV May 4th – 1st




 PUBLIC SPEAKERS


 1. Dawn Ashworth – Spoke about flooding on Crestlyn Drive.

 2. Zack Harold – Spoke about FestivAll.

 3. Sammy Magner – Spoke about Team Up To Clean Up

 4. Sean Hill – Spoke about KRT.




 CLAIMS


None




 PROCLAMATIONS
Journal – City Council – Charleston, WV May 4th – 1st
Journal – City Council – Charleston, WV May 4th – 1st
Journal – City Council – Charleston, WV May 4th – 1st
Journal – City Council – Charleston, WV May 4th – 1st
Journal – City Council – Charleston, WV May 4th – 1st




 COMMUNICATIONS

None
Journal – City Council – Charleston, WV May 4th – 1st




 REPORTS OF COMMITTEES


COMMITTEE ON FINANCE

Councilmember Jenkins, Chair of the Council Committee on Finance, submitted the following
reports:

 1. Your committee on Finance has had under consideration the
 following resolution, and reports the same to Council with the
 recommendation that Resolution No. 26-050 be adopted.


Resolution No. 26-050 - Authorizing the Mayor to sign and submit to the U.S Department of Housing
and Urban Development the Annual Action Plan for Program Year 2026 (FY 2026 to 2027), Year 2 of the
Consolidated Plan and all required certifications and agreements, including Sub-recipient project
contracts relating to the Annual Action Plan.

Be it Resolved by the Council of the City of Charleston, West Virginia:

That the Mayor is hereby authorized and directed to sign and submit to the U. S. Department of Housing
and Urban Development the Annual Action Plan for Program Year 2026 (FY 2026 to 2027), Year 2 of the
Consolidated Plan and all required certifications and agreements, including Sub-recipient project
contracts relating to the Annual Action Plan.


Councilmember Jenkins added that the resolution is for Year 2 of the 5-Year Consolidated Plan.

Councilmember Pharr abstained from voting due to a conflict of interest.

Councilmember Jenkins moved to approve the resolution. Councilmember Ceperley seconded
the motion. With members present recorded thereon as voting in the majority as affirmative, the
Mayor declared Resolution No. 26-050 adopted.
Journal – City Council – Charleston, WV May 4th – 1st




 2. Your committee on Finance has had under consideration the
 following resolution, and reports the same to Council with the
 recommendation that Resolution No. 26-051 be adopted.


Resolution No. 26-051 - Authorizing the Mayor or Chief of Police to execute and enter into a Subaward
Recipient Agreement with Appalachia High Intensity Drug Trafficking Area (“AHIDTA”) for funds from the
United State Office of National Drug Control Policy in the total amount of $115,000 to be awarded to the
Metropolitan Drug Enforcement Network Team (“MDENT”). The 2026 calendar year funds are
designated for the purchasing of evidence and information (totaling $20,000), and funding overtime for
five full-time officers at $19,000 each (totaling $95,000).

Be it Resolved by the Council of the City of Charleston, West Virginia:

That the Mayor or Chief of Police to execute and enter into a Subaward Recipient Agreement with
Appalachia High Intensity Drug Trafficking Area (“AHIDTA”) for funds from the United State Office of
National Drug Control Policy in the total amount of $115,000 to be awarded to the Metropolitan Drug
Enforcement Network Team (“MDENT”). The 2026 calendar year funds are designated for the
purchasing of evidence and information (totaling $20,000), and funding overtime for five full-time
officers at $19,000 each (totaling $95,000).


Councilmember Jenkins added that the City has entered into the agreement every year.

Councilmember Jenkins moved to approve the resolution. Councilmember Ceperley seconded
the motion. With members present recorded thereon as voting unanimously in the affirmative,
the Mayor declared Resolution No. 26-051 adopted.
Journal – City Council – Charleston, WV May 4th – 1st




 3. Your committee on Finance has had under consideration the
 following resolution, and reports the same to Council with the
 recommendation that Resolution No. 26-052 be adopted.


Resolution No. 26-052 - Authorizing the Mayor or City Manager to enter into an agreement with
Studimo Productions for the provision of sound, light, and audio production services for the 2026 Live
on the Levee concert series, in the amount of $3,504.75 per event date plus additional backline
equipment costs as may be needed for specific shows and bands, pursuant to the direct purchase
authority set forth in Section 2-486 of Charleston Municipal Code.

Be it Resolved by the Council of the City of Charleston, West Virginia:

That the Mayor or City Manager is authorized to enter into an agreement with Studimo Productions for
the provision of sound, light, and audio production services for the 2026 Live on the Levee concert
series, in the amount of $3,504.75 per event date plus additional backline equipment costs as may be
needed for specific shows and bands, pursuant to the direct purchase authority set forth in Section 2-
486 of Charleston Municipal Code.


Councilmember Jenkins added that Studimo has been a vendor for Live on the Levee for many
years.

Councilmember Jenkins moved to approve the resolution. Councilmember Ceperley seconded
the motion. With members present recorded thereon as voting unanimously in the affirmative,
the Mayor declared Resolution No. 26-052 adopted.
Journal – City Council – Charleston, WV May 4th – 1st




 4. Your committee on Finance has had under consideration the
 following resolution, and reports the same to Council with the
 recommendation that Resolution No. 26-053 be adopted.


Resolution No. 26-053 - Approving the proposed Fiscal Year 2026-2027 Coliseum and Convention
Center budget as indicated within the attached document.

Be it Resolved by the Council of the City of Charleston, West Virginia:

That the proposed Fiscal Year 2026-2027 Coliseum and Convention Center budget as indicated within
the attached document is approved.


Councilmember Jenkins added that the City subsidy is anticipated to be approximately
$670,000, which is less than previous years.

Councilmember Jenkins moved to approve the resolution. Councilmember Ceperley seconded
the motion. With members present recorded thereon as voting unanimously in the affirmative,
the Mayor declared Resolution No. 26-053 adopted.
Journal – City Council – Charleston, WV May 4th – 1st




 REPORTS OF OFFICERS



 1. Report of the City of Charleston Payroll Variance Analysis; April 2026.




 NEW BILLS


None
Journal – City Council – Charleston, WV May 4th – 1st




 MISCELLANEOUS/UNFINISHED BUSINESS


None




 REMARKS BY MEMBERS


 1. Councilmember Pharr thanked Sean Hill for his dedication to KRT. She stated that it has
 been acknowledged that Slack Plaza is the safest it has been in 10 years. She thanked
 Dawn Ashworth for speaking before Council with an issue. She added that part of the
 CDBG funding will help to bring a pharmacy to the West Side, which is vital for that area.

 2. Councilmember Faegre stated that there is no crosswalk for the West Side Middle
 School students.

 3. Councilmember Kerns thanked those for their support for the bill that would allow
 larger LED signs on businesses.

 4. Mayor Goddwin that 12 new firefighters are in the process of being hired. The Mayor
 thanked those for participating in Team Up To Clean Up.
Journal – City Council – Charleston, WV May 4th – 1st




 ADJOURNMENT


City Clerk, Miles C. Cary II, called the closing roll call:

YEAS: Annie, Burka, Ceperley, Cook, Faegre, Ferrell, Gardner, Gianola, Haas, Hoover, Jenkins,
Jones, Kerns, King, Moore, Overstreet, Pepper, Pharr, Robinson, Salango, Snodgrass, Solomon,
Steelhammer, Taylor, Mayor Goodwin
NAYS:
ABSTAIN:
ABSENT: Burton, Rubio

At 7:43 p.m., by a motion from Councilmember Ceperley, Council adjourned until Monday, May
18, 2026, 7:00 p.m., in Council Chambers at City Hall.




 _______________________________
 Amy Shuler Goodwin, Honorable Mayor




 _______________________________
 Miles C. Cary II, City Clerk