City Council

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 Page | 3 of 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. Page | 4 of 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 Page | 5 of  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. Page | 6 of  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 Page | 8 of  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. Page | 9 of  (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. Page | 10 of § 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, Page | 11 of  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 Page | 12 of  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. Page | 13 of  (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. Page | 14 of 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) Page | 15 of  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. Page | 16 of (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: Page | 17 of  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. Page | 18 of  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. Page | 19 of  Annual Action Plan 1 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 20 of  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. Annual Action Plan 2 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 21 of 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. Annual Action Plan 3 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 22 of 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. Annual Action Plan 4 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 23 of 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. Annual Action Plan 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 24 of 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 Annual Action Plan 6 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 25 of 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 Annual Action Plan 7 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 26 of 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 Annual Action Plan 8 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 27 of  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 Annual Action Plan 9 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 28 of  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 Annual Action Plan 10 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 29 of  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? Annual Action Plan 11 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 30 of 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? Annual Action Plan 12 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 31 of 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. Annual Action Plan 13 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 32 of 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? Annual Action Plan 14 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 33 of  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 Annual Action Plan 15 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 34 of 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. Annual Action Plan 16 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 35 of 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 Annual Action Plan 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 36 of  Expected Resources Annual Action Plan 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 37 of 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 $ Annual Action Plan 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 38 of  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 Annual Action Plan 20 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 39 of 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 Annual Action Plan 21 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 40 of  • 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 Annual Action Plan 22 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 41 of 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. Annual Action Plan 23 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 42 of  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 Annual Action Plan 24 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 43 of  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 Annual Action Plan 25 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 44 of 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 Annual Action Plan 26 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 45 of 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. Annual Action Plan 27 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 46 of 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 Annual Action Plan 28 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 47 of 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)]: Annual Action Plan 29 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 48 of  • 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 Annual Action Plan 30 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 49 of  Annual Action Plan 31 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 50 of 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- Annual Action Plan 32 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 51 of  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 Annual Action Plan 33 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 52 of  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. Annual Action Plan 34 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 53 of 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 Annual Action Plan 35 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 54 of 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. Annual Action Plan 36 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 55 of 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. Annual Action Plan 37 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 56 of 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 Annual Action Plan 38 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 57 of 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. Annual Action Plan 39 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 58 of 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. Annual Action Plan 40 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 59 of 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 Annual Action Plan 41 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 60 of 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. Annual Action Plan 42 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 61 of 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 Annual Action Plan 43 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 62 of  • 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. Annual Action Plan 44 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 63 of  • 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. Annual Action Plan 45 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 64 of 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 Annual Action Plan 46 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 65 of  • 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 Annual Action Plan 47 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 66 of 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. Annual Action Plan 48 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 67 of  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% Annual Action Plan 49 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 68 of  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 Annual Action Plan 50 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 69 of  limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a). Not applicable. Not applicable. Annual Action Plan 51 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 70 of  Annual Action Plan 52 OMB Control No: 2506-0117 (exp. 09/30/2021) Page | 71 of  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). Page | 72 of Page | 73 of Page | 74 of Page | 75 of Page | 76 of Page | 77 of Page | 78 of Page | 79 of Page | 80 of Page | 81 of Page | 82 of Page | 83 of Page | 84 of Page | 85 of Page | 86 of  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 Page | 89 of  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 Page | 90 of  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. Page | 91 of  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 Page | 93 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 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