GOODWIN ADMINISTRATION DELIVERS NEW LEADERSHIP AND NEW ENERGY

Community

  • Collected/disposed of 134,740 pounds of trash through “Team Up to Clean Up” events.
  • Demolished 202 dilapidated structures and committed $525,000 toward demolishing more by July 2021.
  • Established the Mayor’s CARE (Coordinated Addiction Response Effort) Office to bring all stakeholders in the addiction fight to the table and make sure we are deploying our resources effectively. The CARE Office has also helped facilitate 104 family reunifications in 2020 and dozens (so far) in 2021 and met with 250 people (Jan. 2020 – Feb. 2021) directing them toward substance use disorder (SUD) treatment.
  • Created/funded City’s first Mental Health and Homeless Outreach Coordinators and a recovery support specialist.
  • Updated recycling service to permit the use of marked bins in lieu of the previously required clear bags and engaged MSW Consultants to complete a Recycling Study.
  • Established first LGBTQ Working Group to enhance inclusion and work to eliminate discrimination.
  • Formed the Charleston Council for Outreach and Empowerment (C-COrE), a citizen action group to promote justice and fair treatment for all, by cultivating trust and confidence within the community, fostering transparency and honest communication with the administration, demonstrating sensitivity and empathy in resolving community concerns and advocating for marginalized populations of Charleston.
  • Established Charleston’s first Youth Council to engage and involve our City’s young people in the future of the City.
  • Established a “Green Team” to lead efforts to find environmentally-friendly, cost-effective measures to make Charleston greener.
  • Launched a Community Participation Grant Program taking a portion of the settlement monies from the 2014 Freedom Industries MCHM spill to reinvest those funds back into the Charleston community. Each member of Charleston City Council was apportioned a $5,000 sum to give back to charitable organizations within the community.
  • Completed 78 public art projects including permanent pieces, temporary installations and conservation projects — with 62 artists being commissioned for their work.
  • Honorarily named Court Street Dr. Martin Luther King, Jr. Way and Garrison Avenue Patrolman Cassie Johnson Avenu
  • Baseball to continue in Charleston — under new ownership — as a result of collaboration between the City, The Atlantic League of Professional Baseball and the West Virginia Power.

Covid Response

  • In conjunction with the County, hosted more than 100 drive-thru COVID-19 testing events, performed more than 31,000 COVID-19 tests, prioritized testing in minority communities and provided more than 54,000 full COVID-19 vaccinations as of April 16, 2021.
  • First in the State to open the Emergency Operations Center and test all nursing home residents when one tested positive for COVID.
  • Provided “Hero Pay” to first responders including refuse workers.
  • Supported pandemic-related social services through CDBG funds.
  • Waived interest payments when businesses submitted late B&O returns for the first quarter 2020, so long as payments were made by June 1.
  • Expanded outdoor dining to increase seating capacities and provided designated parking to accommodate curbside pick-ups.
  • Implemented online viewing of all City Council meetings.
  • Created outdoor recreational opportunities to come together as a community while maintaining social distancing such as drive-in movie nights, food truck Wednesdays and closing Kanawha Boulevard at times for walking and running.

Constituent Services

  • Implemented citizen request management system in January 2020 (QAlert) to ensure citizen inquiries are received and addressed in a timely manner resulting in more than 17,500 issues being resolved (Mar. 16, 2021).
  • Engaged Charleston residents one-on-one through “Charleston Walks” (a door-to-door initiative) and “Connect Charleston” (by phone) to address community issues directly.
  • Prior to COVID-19, Hosted 13 “Here to Serve” (community forum style) events throughout the City.
  • Increased the number of accessible parking spaces in the City.
  • Created the “WHOOPS” notice — in lieu of a parking ticket — as an educational opportunity on parking options.
  • Updated parking ticket appeals process to allow for informal appeals that save time and money for City residents and visitors.
  • Additional Park Mobile “smart meters” made available throughout the City.

Economic Development

  • Provided $175,358.43 to 38 businesses as part of the Small Business Investment Grant Initiative — with the spring 2021 grant cycle currently underway.
  • Established a Small Business Advance Team to engage with Charleston businesses to trouble-shoot concerns and interface with city resources to enhance small business investment and success.
  • Increased Mayor’s Economic Incentives to allow flexibility to market and attract economic drivers to Charleston.
  • Adopted an amendment to the City Zoning Ordinance (Bill No. 7886) allowing projecting signs in commercial districts to enhance visibility for businesses.
  • Rezoned a portion of 7th Avenue to make way for a 43-unit apartment building for the elderly, which will lead to a $10 million investment on the West Side.
  • Created neighborhood overlay district to encourage the redevelopment on the West Side.
  • Created the Charleston Land Reuse Agency (CLRA) to help get property back into productive use. Added a City Planner position (FY2022 budget) to support the expanding and ongoing work of the CLRA.
  • Modernized the Charleston Coliseum & Convention Center by hiring Oak View Group to manage the facility and improve our ability to recruit performers.
  • Created a Small Business Checklist to simplify the process of starting a business.
  • Provided greater job opportunities for people with prior convictions by removing criminal history questions from City job applications and removing the background check requirement for some (“Ban the Box” policy).

Fiscal Responsibility

  • Balanced an estimated $3 million+ FY 2020 structural budget gap without relying on one-time funds by reducing expenses, eliminating certain vacant or redundant positions, revising purchasing policies, and collecting delinquent debts.
  • Collected $2,277,430 in unpaid B&O taxes which were, on average, 10 years delinquent.
  • Corrected unlawful payroll practices and policies regarding fire department pay through approval of $1.7 million settlement.
  • Introduced and approved saving $11 million in a Rainy Day Fund to ensure the City’s financial stability.
  • Implemented a $2,000 salary increase for police, fire and public employees, and lowered overall healthcare costs through the transition of 600+ active employees from self-insured (THP) to fully-insured PEIA insurance program, effective July 1, 2020.
  • Increased transparency through a tax appeal process which removed bias through the use of an independent hearing examiner.
  • Established a local vendor preference to provide competitive advantage to Charleston businesses when certain criteria are met.
  • Worked with leadership at the State Purchasing Division to become a signatory to the National Association of State Procurement Officials (NASPO) contract — allowing the City to benefit from competitive fire truck pricing competitively bid at the national level.
  • Balanced the FY2022 budget with no new taxes, without cutting/eliminating any essential City services, and without eliminating any positions or making cuts to overtime — including police, fire and public works.

Infrastructure

  • Invested $2.365 million in 2019 and $1.5 million in 2020 — totaling $3.8 million in asphalt resurfacing throughout the City, including a partnership with the WVDOH to resurface Oakwood Road.
  • Included $3 million for paving in the FY2022 budget.
  • Developed a Vacant Structure Registry.
  • Installed approximately 200 ADA accessible ramps through the City.
  • Completed $2.4 million in repairs to the Southside Bridge.
  • Invested $720,000 (2019) to restore approximately 32,000 square feet of concrete streets.

Parks and Recreation

  • Established registration system at community centers to provide an extra level of safety.
  • Enhanced security with new doors, lighting and cameras at all public centers.
  • Installed and/or upgraded community center WiFi.
  • Invested substantial funding in new flooring and painting in community centers.
  • Partnered with Step by Step to provide after school programming.
  • Introduced a free lunch program to feed kids Mondays-Fridays during the summer.
  • Installed kayak launch on Elk River.
  • Hosted free nine-week summer camp with an average of 50 kids each week.

Partnerships

  • Partnered with Charleston Area Alliance, Charleston Convention & Visitors Bureau and Charleston Main Streets on the Support Small CWV campaign to help small businesses.
  • Partnered with Charleston Area Alliance on the Charleston Roots Initiative. The effort gives remote workers and other innovative people the opportunity to live in Charleston—a place to enjoy four-season recreational opportunities with access to the amenities of city living at a low cost. The incentive package includes $5,000, mentorship and networking opportunities, as well as local experiences and memberships tailored to applicants’ lifestyles. There is also $1,000 for West Virginians who recruit a friend or family member to return to Charleston.
  • Created Charleston Reads Book Club in collaboration with Kanawha County Public Library, Taylor Books and Charleston Residents.
  • Partnered with the West Virginia Drug Intervention Institute to aggregate data for the Quick Response Team (QRT).
  • Provided school supplies to students at community centers through a Food Shack partnership and provided free shoes / clothes to school age kids through a partnership with local organizations and Foot Locker.
  • Work with Huntington Bank (which donated $60,000) to facilitate upgrades (equipment, maintenance, and programming) to the Martin Luther King, Jr. Community Center.
  • Partnered with Paralyzed Veterans of America to offer Bocce Ball for paralyzed veterans.
  • Partnered with Hearts United, Inc. to host Youth Mental Health Forum.

Public Safety

  • Increased the starting pay by $2,000/yr. for every new police officer and firefighter to compete and continue to obtain the best first responders.
  • Offered bonuses to recruit certified police officers.
  • Fixed Night Shift Pay Differential which equated to an additional $1/hour for officers who work night shift.
  • Review of CPD policy and procedure manual with an enhanced emphasis on de-escalation, duty to intervene, and addressed use of force issues.
  • Purchased/budgeted for the purchase of critical police equipment including vehicles, a boat, radio equipment, new body cameras with improved functionality, technology to charge body cameras and personal protective equipment.
  • Purchased/budgeted for the purchase of critical fire equipment including ambulances, pursuit-ready 4×4’s, a pumper truck, a fire rescue truck and various lifesaving equipment.
  • Installed enhanced lighting and new security cameras in all City parking garages.
  • Acquired one of the only federal NIBIN Systems to help detectives link gun crimes.
  • Partnered with ATF and other agencies to create a violent crime task force to assist CPD in investigating and locating violent offenders.
  • Adopted the Fire Prevention Code and for the first-time authorized Charleston Fire Department employees to investigate and make arrests related to arson offenses.
  • Implemented a procedure to hold property owners accountable and ensure they are keeping an eye on their property for illegal activity.
  • Adopted updated policies and procedures for the Charleston Fire Department.
  • Reduced speed limits on roads in residential areas and around community centers.
  • Increased the presence of the hybrid patrol downtown in the evenings.

Current Projects

  • Inspired by City youth, creating the City’s first skate park in 2021.
  • Initiating dog park (Emma’s Place) project in honor of fallen CPD Officer Cassie Johnson.
  • Partnering with AARP of West Virginia to install a new “fit mobile” park on Charleston’s East End.
  • Creating a pump (bike) track and extending the walking trail at Cato Park.
  • Revitalizing and renovating the center of our City with the redesign and construction of a new Slack Plaza.
  • Creating the City’s first Business Improvement District.
  • Adding an additional $750,000 investment to the Small Business Investment Grant initiative to extend the program beyond the Spring 2021 grant cycle.
  • Completing and opening the Mary Price Ratrie Arboretum at Spring Hill Cemetery.
  • Repair and/or replacement of 90 streetlights along Kanawha Boulevard, East — to include repairing pole foundations, electrical systems and painting.
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PO Box 5048, Charleston WV 25361
Paid for by Mayor Goodwin for Charleston Committee | Patrick Smith, Treasurer