• New leadership and continued investment in the Huntington Fire Department

• 11 Huntington police officers train for expanded drone capabilities

• Public Safety Technology Ordinance advances to second reading

• Public Safety Dashboard puts crime data in residents’ hands

• Flood mitigation work continues along Fourpole Creek

• Due diligence continues on the West Virginia American Water proposal

• Fall paving program moves toward City Council approval

• Marshall students return and Huntington comes alive

• Major economic development projects continue to take shape

• Kroger Marketplace project moves toward an early September closing

Public Safety: Job #1

Investing in People

The Huntington Fire Department is entering an important leadership transition.

Chief Chris Blanton has taken the helm, and last week we recognized six firefighters promoted into new leadership positions as Deputy Chiefs, Captains, and Lieutenants.

Modern Tools for Huntington Police Department

Eleven Huntington police officers are training at the Bill Noe Flight School and working toward FAA Part 107 certification to safely operate drones.

This gives our officers another tool to respond faster, find suspects and missing people, and keep Huntington safer.

The Public Safety Technology Ordinance created to accompany the City’s contract with Flock Safety has been advanced to its second reading.

The ordinance puts clear limits on how technologies like license plate readers and drones can be used, who can use them, and how that use is reviewed.

The second reading is scheduled for September 14th, and public comment is welcome.

Why it matters

These tools can help police solve crimes. They also need safeguards that protect privacy.

We do not have to choose between keeping the public safe and protecting individual liberty. We can, and will, do both.

Public Safety Dashboard

I like the old saying, “In God We Trust. All others bring data.”

Our Public Safety Dashboard is available on the City’s website.

Residents can use it to see the numbers for themselves, including violent crime, property crime, shootings, and drug seizures.

There is a lot of noise online. Sometimes people want outrage more than they want accuracy.

The Dashboard gives residents a place to see the facts for themselves.

Why it matters

Public safety is job #1.

Crime is trending down, but there is much more work to do. Reliable data drives better public safety decisions.

Infrastructure: Preparing for the Next Storm

The devastating flash floods we have seen in Kanawha, Raleigh, and Fayette Counties are reminders of how quickly water can rise in West Virginia.

We cannot prevent every flood, but we can be better prepared.

Our early warning system near Hite-Saunders Elementary can be found by looking for “Fourpole Creek RFD” on the State’s website. It gives Cabell County 911 earlier notice when water begins rising upstream of Fourpole Creek so they can send out alerts to residents when it is appropriate.

Our Public Works crews have spent weeks clearing trees, tires, root balls, and other debris from Fourpole Creek.

Work is also moving forward on the upper detention pond at Kinetic Park and should be complete sometime in September.

And we continue replacing aging bridges along Fourpole Creek.

Bridge updates

Eight bridges along the Fourpole Creek corridor are being replaced as part of a coordinated flood strategy:

1.) Memorial Arch Drive Bridge (2026) — Completed

2.) 12th Street Bridge (2026) — Under contract

3.) Enslow Boulevard Bridge (2026) — Designs complete

4.) Colonel Justice Chambers Bridge (2026) — Under contract

5.) Whitaker Boulevard Bridge (2026) — Contract awarded; construction starting soon

6.) Madison Avenue Arch Bridge (2027) — Designs complete

7.) Harvey Road Bridge (2027) — Designs complete

8.) Wilson Court Bridges 1 & 2 (2029) — In design

Learn more with this video.

Why it matters

There is no single solution to flooding.

Early warning. Creek maintenance. Detention ponds. Combined sewer line improvements. New bridges.

Project by project, we are preparing Huntington for the next storm.

West Virginia American Water

We continue our due diligence on West Virginia American Water’s proposal involving Huntington’s wastewater system.

That means examining regulatory and compliance obligations, permitting, and existing grants and loans. It also includes working with state officials to understand the long-term implications of any potential agreement.

This is a big decision about one of the City’s most important assets. There are still questions we need to have answered before we decide whether it makes sense for Huntington. We are doing the homework to make sure any changes are in Huntington’s long-term best interest.

Fall Paving Program

We are finalizing our fall paving contract with West Virginia Paving and will bring it to City Council for approval at our next meeting.

Residents should expect good streets from their city. We are continuing to pave them neighborhood by neighborhood.

It is part of our goal to do the ordinary things extraordinarily well.

Economic Development: Marshall’s Growth is Huntington’s Growth

Marshall students are back, and you can feel the energy across Huntington.

A big part of our economic strategy is pretty simple: build on what Marshall already does exceptionally well and turn more of that work into jobs here in Huntington.

Now we are starting to see it happen.

Advanced Manufacturing

Marshall’s new Robotics Training Center is expected to be completed this fall, with classes beginning in January.

Cybersecurity

The Institute for Cyber Security continues to take shape on 4th Avenue and is on track to be completed in August 2027.

Healthcare and the IDEA District

The IDEA District continues to come alive.

Synthesis Health recently announced it is relocating operations from California to Huntington, creating the kind of technology jobs that can help keep Marshall graduates here.

Their CEO, Murray Reicher, said they saw “a tremendous spirit here of growth and innovation” and a place where their employees could build great lives.

That is exactly the kind of growth we want.

Highlawn

The Kroger Marketplace project continues to move toward an early September closing. HMDA Director Cathy Burns, Marshall VP Toney Stroud, and many others have worked hard to move this project forward.

And there is more coming. We continue to hear from companies outside West Virginia that want to invest in Huntington. They believe in what is happening here and want to be part of our growth.

Marshall Health Network Arena

We are working hard to make the Marshall Health Network Arena a great venue for local and regional events.

The recent Marshall University Quarterback Club event brought nearly 800 people into the arena and sold out the room.

Thanks go to C.R. Neighborgall and Neighborgall Construction for adjusting the renovation schedule and to Legends Global for helping make sure this year’s event went smoothly.

Why it matters

The Arena should be one of Huntington’s premier gathering places and an economic engine for downtown.

We have work to do, and we are moving in the right direction.

The Focus

Public safety. Infrastructure. Economic growth.

Most progress doesn’t come from one big announcement. It comes from doing the work, project after project, and following through. That is how we keep Huntington moving forward.

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Over the past decade, Huntington has buried too many of our sons and daughters. Much of the heartache is due to drugs. The crisis started with prescription pills and then moved to heroin, methamphetamine, and fentanyl.

As mayor, I am doing all that I legally can to stop people from buying and selling drugs in Huntington. I’m not naive enough to think we can end the illegal drug trade. I just want to move the drug market out of our city.

The reality that keeps me up at night is that there are dangerous people operating in our city. Many come from cities like Detroit and Akron. Others have connections to Mexican drug cartels. Police regularly raid drug distribution centers hidden inside houses in our neighborhoods, near our parks and schools. In the past 18 months, they’ve seized nearly 40 pounds of fentanyl, enough to kill more than nine million people. The criminals behind these distribution networks prey on our young people and homeless population, fueling addiction, violence, and death.

If we are serious about protecting Huntington, our police officers need modern tools to identify those networks, locate the people involved, and stop the poison from reaching our streets.

We have already seen how technology like this can help.

This year, Huntington Police detectives investigated two homicides that claimed three lives. In both cases, they identified the suspects and developed the evidence needed to hold them accountable. Working with law enforcement partners across multiple jurisdictions, officers used Flock Safety cameras deployed along public roads to identify the suspects’ vehicles, locate them, and take them into custody.

Technology did not solve those crimes.

Our detectives did.

Technology simply helped them apprehend dangerous people who believed they could escape justice by leaving Huntington. Those investigations reinforced my belief that our officers deserve access to the same modern tools that helped bring those suspects to justice.

Our goal is simple: Make Huntington a harder place for violent criminals and drug traffickers to operate by increasing the likelihood that they will be identified, located, and held accountable.

If we do this right, we’ll not only catch more criminals after the fact but also create a deterrent that will make traffickers and violent offenders think twice about ever coming to Huntington.

That is why City Council recently approved the purchase of new public-safety technologies, including automated license plate readers, drones as first responders, and gunshot detection.

Our police officers should not be asked to fight twenty-first-century crime with twentieth-century tools.

Deploying this technology sends a crystal-clear message: Huntington is no longer open for business to drug dealers. Not anymore. Not on our watch.

Modern tools are necessary. But in a free society, how government uses those tools matters just as much.

Our constitutional rights don’t disappear because technology advances. I do not want my privacy invaded or to be subjected to mass government surveillance, and I would never ask the people of Huntington to accept that either.

I swore an oath to uphold the Constitution and I intend to honor it.

We will make sure there are clear safeguards in place to protect against unreasonable searches and seizures while allowing law enforcement to carry out its lawful responsibilities.

None of these new systems will be turned on until policies are complete, our officers are trained, and proper oversight is established.

Every data search will require a legitimate law-enforcement purpose. Each search will be documented and audited, and access will be limited to trained personnel. Data will be protected, and it will be retained only for a limited period unless it becomes evidence in a criminal investigation.

That is how we prevent abuse of the system.

If the system is misused, there will be meaningful consequences, including criminal prosecution when appropriate. The public will receive regular information about how these technologies are being used and what results they are producing.

Federal courts across the country have upheld the constitutional use of these technologies. Mayors in thousands of communities large and small, in red states and blue states, have adopted these tools because they help lower crime.

This debate is ultimately not about cameras or drones. It is about whether we are willing to give our police the tools they need to dismantle the criminal organizations bringing deadly drugs into our community while ensuring those tools never become instruments of mass government surveillance.

We do not have to choose between public safety and privacy. We can protect both, and we are committed to getting this right.

- Patrick Farrell is the mayor of Huntington.

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I campaigned on that because it is unacceptable for basements in Enslow Park, the Southside, or any other part of Huntington to flood whenever it rains hard. It damages homes, lowers property values, creates health concerns, and makes people feel like the system is failing them.

Fixing it takes real infrastructure investment. That means stormwater improvements, Fourpole Creek flood mitigation, sewer separation, and long-term flood protection.

That is one of the reasons the West Virginia American Water (WVAW) proposal to acquire our wastewater collection system deserves serious review. The City has substantial environmental liabilities and deferred maintenance needs, and we don’t currently have a plan to pay for them.

Many people understand that Huntington’s sewer rates are already going up. Those increases are not connected to this new proposal. The City Council approved them in 2022, and rates are scheduled to increase each year through 2030.

Those increases are paying for projects already underway, including the new wastewater treatment plant, upgrades to the 4th Street and 13th Street West lift stations, and separation of the 3rd and 5th Avenue combined sewer lines in Highlawn.

Those projects are necessary, but they do not solve the problem.

Huntington still faces major long-term needs, including combined sewer overflow (CSO) obligations, aging sewer lines, stormwater problems, Fourpole Creek flooding, and a floodwall and levee system that will require major investment over time.

Those are not optional. They affect public health, public safety, environmental compliance, economic development, and the future of the city.

Under the current system, residents will have to pay for those remaining obligations. That likely means more rate increases after the increases already scheduled through 2030.

That is the reality we have to keep in mind when we consider the WVAW’s partnership proposal.

WVAW has proposed purchasing Huntington’s wastewater collection system. Under the proposal, the City would keep ownership of the wastewater treatment plant, the 4th Street lift station, and the 13th Street West lift station.

This proposed arrangement raises a fair question: Why keep those assets?

The answer is that the City has already bonded and secured funding to replace and upgrade those assets. Those projects are underway. Keeping them under the existing financing structure helps keep costs lower for everyone, including the City, our residents, and potentially WVAW.

The City would continue managing construction on those assets. WVAW would operate and maintain them under an agreement with the City and make payments to cover the loans required to complete the improvements.

The proposal from WVAW is intended to shift approximately $100 million in CSO-related liability from the City to WVAW. That liability is real, expensive, and tied to environmental compliance.

After existing sewer-related debt is addressed, the proposed agreement would provide net proceeds to the City. Those proceeds could be placed into a dedicated Water Infrastructure Fund that could be used to fulfill the local match requirements we will need for federal and state grants that address projects like Fourpole Creek flood mitigation, floodwall improvements, stormwater upgrades, and neighborhood drainage projects.

One of the big concerns most people have is what this all means for ratepayers.

If the City maintains ownership, rates will likely go up, but they will remain in local control of City Council. If WVAW purchases the City’s wastewater collection system, they will almost certainly ask for the Public Service Commission (PSC) to approve rate increases, too. But eligible low-income households could gain access to PSC-approved discount programs that are not currently available under City ownership. If those programs work as advertised, they would have a real impact on eligible households.

None of this means the proposal should automatically be approved.

Selling a public asset should never be considered casually. This is a major decision. It deserves public discussion, hard questions, and thorough due diligence.

Residents deserve to know what rates would look like under both City and WVAW ownership. They deserve to know what liabilities would transfer and what liabilities would remain. Employees deserve clear answers about possible changes to their jobs, pay, benefits, and futures. The City needs to know who would be accountable if a sewer line backs up, an underpass floods, or a major emergency occurs.

At this point, the WVAW proposal is exactly that: a proposal. No decision will be made until we have the information needed for the Water Quality Board, City Council, employees, and residents to understand the costs, risks, and benefits.

The bottom line is that this is not a choice between selling the system and making no changes. We’re going to have to pay for everything one way or another, and we are conducting rigorous due diligence to understand and verify the financial, operational, and legal ramifications of WVAW’s proposal.

The real question we need to answer is which path will result in the best interests of Huntington residents.

Do we continue to own the system, raise rates, and take on the remaining work ourselves? Or do we shift CSO liability off the City’s books, create a Water Infrastructure Fund to accelerate flood mitigation and flood protection, and lower sewer bills for a significant number of residents?

Either way, we are going to have to pay to fix our infrastructure. The current path is not free. The WVAW proposal is not simple. The decision should be based on facts, not fear.

The right decision is the one that provides the best long-term path financially, operationally, and environmentally for the people and businesses of Huntington.

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• The Hub operating independently as a standalone nonprofit

• Downtown Patrol Unit active across the Central Business District

• WV American Water’s proposal and our focus on transparency and public input

• Highlawn sewer and stormwater separation moving forward ahead of Kroger Marketplace construction

• Summer events season begins across Huntington

• WV Hot Dog Festival and WVSSAC State Baseball Tournament this weekend

Public Safety

The Huntington Homeless Services Hub is now officially operating independently as a standalone nonprofit organization.

The area behind the Hub is open with public restrooms available for anyone to use.

Our Downtown Patrol remains active throughout the Central Business District.

If you see open-air drug activity, public defecation, or individuals approaching vehicles in busy streets, please report it. We worked with City Council to create a traffic safety ordinance focused on protecting both pedestrians and drivers in high-traffic areas, and enforcement efforts will increase this summer.

Why it matters

Accountability and compassion are not competing values. By focusing on unsafe and unlawful behavior, we can improve public safety while continuing to connect people with needed services and assistance.

A downtown that is clean, safe, welcoming, and functional benefits everyone.

Infrastructure: Highlawn Improvements

The Kroger Marketplace project on 24th Street between 3rd and 5th Avenue is moving closer to starting construction.

As part of that work, you will be seeing more sewer and stormwater separation projects in Highlawn designed to reduce street flooding and modernize aging infrastructure.

Why it matters

This is the kind of infrastructure investment that solves problems while supporting long-term growth.

Fourpole Creek Maintenance

Our Public Works crews are making steady progress removing debris from Fourpole Creek.

Work is currently underway to clear fallen trees, root balls, and other obstructions that can restrict water flow during heavy rain events. Crews are working their way downstream and will continue these efforts over the coming weeks.

This work is part of our broader strategy to reduce flood risk through both major infrastructure investments and routine maintenance. While projects like detention ponds and stream gauges are important, keeping our waterways clear remains one of the most practical steps we can take to improve drainage and protect neighborhoods.

Why it matters: Debris buildup can create choke points that slow water flow and increase the risk of localized flooding. Regular maintenance helps Fourpole Creek function more effectively during storm events.

Utility System Discussions

West Virginia American Water has notified the City of Huntington that it is interested in proposing a strategic wastewater infrastructure partnership with the City.

The concept under discussion would involve WV American Water acquiring the City’s wastewater collection system while establishing a long-term operating agreement for the wastewater treatment plant, which would remain under City ownership.

I have asked WV American Water to meet individually with each member of Huntington City Council to better understand the concerns of every district.

I have also asked them to schedule a public town hall so residents can hear directly from the company and ask questions.

Before any decision is made, residents deserve clear answers about:

• What is being considered

• What assets would remain under City ownership

• How rates could be affected

• What this would mean for employees

• How any partnership would address Huntington’s long-term infrastructure needs

Any transaction would require:

• Public review

• Approval by Huntington City Council

• Approval by the WV Public Service Commission

Why it matters

These are major public assets that affect every resident and business in Huntington.

We are going to evaluate this proposal carefully, transparently, and in the best long-term interest of our city.

Summer in Huntington

This is a big weekend for Huntington.

The WVSSAC High School State Baseball Tournament is returning to Huntington after 50 years away. The eight-day event begins this weekend at Jack Cook Field on Marshall University’s campus.

Huntington High, Huntington St. Joseph, Spring Valley, and Cabell Midland will all compete as part of the four-division, 32-team tournament.

The WV Hot Dog Festival brings hot dogs and canines downtown on Saturday.

9th Street Live returns Friday night.

The Pullman Summer Concert Series continues Thursday evenings.

Increasing numbers of visitors from across West Virginia will experience Huntington’s restaurants, parks, downtown, and Marshall University this summer. I look forward to welcoming them to the best restaurant scene and the best park system in the state.

Why it matters

Events like these bring visitors, energy, and economic activity into Huntington. More importantly, they give us the opportunity to show people a city that is moving forward and building momentum.

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• HPD and HFD respond to multiple high-risk incidents and apprehend escaped offender

• Continued progress on homelessness with national engagement and local execution

• Opioid litigation moves forward with court hearing scheduled

• Fourpole Creek stormwater early warning system installed

• Pothole repair underway and street sweeping beginning this week

• Thrasher Engineering opens on 4th Avenue in the IDEA District

• Visit to Nucor Steel as construction advances

Public Safety is Job #1

We have had an unusual number of serious incidents recently.

Three structure fires tied to vagrancy. Two involved unauthorized entry into vacant buildings and one was potentially arson.

Four shootings the weekend before last. These were disputes between individuals, not random acts of violence.

HPD also apprehended a convicted sex offender who escaped from River Park Hospital.

Why it matters

We need to do a better job controlling access to vacant properties.

Guns, drugs, alcohol, and late-night activity are a dangerous mix.

Protocols and training for interagency communication need to be in place before serious incidents occur.

What you can expect
Better vacant property control
Better tools to identify and apprehend violent offenders and drug dealers faster
Better coordination across departments

Public Safety: Homelessness

We continue to focus on coordination, accountability, and outcomes.

I recently joined mayors from around the world at Harvard to share what is working in Huntington and learn from other cities facing the same challenge. During a panel discussion on homelessness, I shared our approach to building partnerships with our medical community, businesses, nonprofits, and government to work together on the problem.

Why it matters

This is a national issue.

We are applying local solutions while learning from the best.

Accountability: Opioid Litigation

The City of Huntington continues its legal action against opioid distributors.

A hearing in City of Huntington, West Virginia et al v. AmerisourceBergen Drug Corporation et al is scheduled for May 28, 2026 at 10:00 AM in Charleston before Senior Judge David A. Faber.

Why it matters
We are holding responsible parties accountable and pursuing resources to address the long-term impact of the opioid crisis on our community.

Infrastructure: Flood Mitigation

A stormwater early warning system is now installed on a tributary to Fourpole Creek, giving advance notice as water levels begin to rise. This was done in coordination with WV Emergency Management and Cabell County 911.

What it does
Earlier alerts as water rises
Faster emergency response
More time for Enslow Park and Southside residents to take action

Why it matters
Better warning saves lives and reduces damage.

Roads and Infrastructure: Potholes and Street Sweeping

Crews continue to fill potholes across the city. If you see one, report it through Huntington 311.

Street sweeping begins this week.

This is not for appearance. It is not a beautification program.

It is critical infrastructure work that prevents flooding and keeps debris and pollution out of the sewer system.

You may see dirt streaks left behind. That is normal. The goal is to remove material that would otherwise block drains or enter the system.

Sweeping the streets also saves money. It costs less than half as much to remove debris from the streets as it does to treat it once it enters the system.

Why it matters
Protects infrastructure. Reduces flooding. Lowers long-term costs.

Economic Development: New Growth in Huntington

We are seeing real, tangible investment in Huntington and across our region.

Thrasher Engineering opened its new location on 4th Avenue in the IDEA District. This is a direct result of the growth happening in Huntington.

Last week, I visited Nucor Steel in Apple Grove to see progress on one of the largest projects in our region.

By the numbers

• $4 billion investment

• 500 employees already hired

• 200–300 additional hires expected

• Construction completion expected in 2026

• Production ramp-up planned for 2027

• $1B+ in projected annual output

Why it matters

This is how growth happens.

Local investment downtown. Major industry across the region.

Jobs. Supply chains. Long-term opportunity for Huntington.

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I regularly review reports on crime, calls for service, and crisis response. The data that shows what is actually happening across Huntington.

Most residents never see that information. They experience public safety through fragments. A headline, a social media post, a conversation with a neighbor.

Those fragments rarely tell the full story.

At some point I found myself asking a simple question.

If the mayor and the police chief rely on this data to understand what is happening in our city, shouldn’t residents be able to see those same trends and patterns too?

That question led us to create Huntington’s Public Safety Dashboard.

The idea behind it is simple. The people of Huntington should be able to see the same trends and patterns city leaders use to understand what is happening in our community, while understanding that some information must remain confidential for public safety.

Transparency should not be an afterthought. It should be the starting point.

What the Data Shows

When people think about public safety, they usually think about crime.

Crime matters. Residents want safe neighborhoods. Businesses want to know their employees and customers are protected. Parents want to feel comfortable wherever their kids go.

The data shows that traditional crime in Huntington is moving in the right direction.

Violent crime declined from 363 incidents in 2024 to 304 incidents in 2025.

That progress reflects the steady work of the Huntington Police Department along with targeted enforcement and community partnerships across the city.

That does not mean the work is done, but it does show that focused policing strategies are making a difference.

But the data also reveals something that is easy to miss if you only look at headlines.

A growing share of police work today has little to do with traditional crime.

Every day, Huntington’s Police Department and Crisis Intervention Team respond to more than ten calls each day involving mental health or behavioral health crises.

These situations often involve people struggling with addiction, mental illness, or homelessness. They require patience, coordination with healthcare providers, and sometimes hours of work from officers trying to stabilize a person in distress.

Public safety today often sits at the intersection of policing, healthcare, and social services.

Without seeing the data, it is easy to misunderstand what police officers are dealing with every day.

Why Transparency Matters

One thing I have learned in public life is that when information is missing, people fill the gap with assumptions.

Sometimes those assumptions are worse than reality. Sometimes they are more optimistic than the truth.

Either way, they are guesses.

The Public Safety Dashboard allows residents to explore real data on violent crime, property crime, drug enforcement, shoplifting, nuisance incidents, and crisis response activity across the city.

You can see what is happening today. You can look at trends over time. You can see both the progress we are making and the challenges that remain.

Some trends are encouraging.

Others remind us that the issues facing communities across the country are complex and persistent.

But residents deserve to see the full picture.

The goal is not to overwhelm people with data. It is to give them a clear, honest view of what is happening.

What We Are Doing

Data is only useful if it leads to action.

The numbers reflected in the dashboard guide several efforts already underway in Huntington.

Police continue focusing enforcement on repeat offenders and areas where crime is most likely to occur.

Increased patrols downtown provide visibility that helps deter crime and strengthen confidence among residents, workers, and visitors.

The Huntington Homeless Services Hub connects people experiencing homelessness with shelter, treatment, and support instead of leaving police officers to handle those situations alone.

None of these efforts solve the problem overnight.

But together they move us in the right direction.

The Kind of City We Are Trying to Build

The Public Safety Dashboard is not about claiming victory.

Cities are living systems. Progress rarely happens in a straight line.

What the dashboard represents is something more fundamental.

Trust.

Government works best when people can see clearly how decisions are made and what is actually happening in their community.

Huntington has never been a city that hides from its problems. We face them honestly. We work together to solve them.

Giving residents access to this information is one small way to make sure everyone can be part of that effort.

Because the future of Huntington does not belong to City Hall.

It belongs to the people who live here.

And they deserve a clear view of the city they call home.

You can explore the Public Safety Dashboard at: https://www.cityofhuntington.com/publicsafetydashboard

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• The Hub surpasses 10,000 overnight stays

• Flood mitigation work continues across Huntington

• Pothole repair and paving season begin

• Major economic development momentum

• City Council approves the FY 2027 budget

Public Safety: The Hub and Westmoreland Fire Station

The Huntington Homeless Services Hub continues operating at steady capacity.

By the numbers

• ~90 people per night in February

• 2,485 total stays last month

• 10,000+ overnight stays since opening

What’s next

• Valley Health is preparing space so Harmony House can begin coordinated entry in the evenings. This process connects people directly with housing resources.

• Kitchen equipment is being installed to prepare for opening the day shelter.

• A 501(c)(3) nonprofit has been formed and is expected to take over operations in early summer.

Why it matters

The Hub allows services to be coordinated in one location while improving safety and quality of life across the city.

Also on the public safety front: Construction of the Westmoreland Fire Station remains on schedule and is expected to be completed by the end of the summer.

Infrastructure: Flood Mitigation and Potholes

Last February’s flooding along Fourpole Creek highlighted the need for continued infrastructure investment.

Since then

• Debris removed from the creek

• Lower detention pond near Enslow Park cleaned out

• Floodwall gates repaired

• 3rd and 5th Avenue sewer separation underway

• Work begun on the new wastewater treatment plant

Projects moving forward

• Memorial Park Drive bridge (next to the Arch) underway

• Two additional bridge projects expected this year

• Contract awarded for 13th Street West and 4th Avenue pump stations

• Second Kinetic Park detention pond (near Taco Bell) cleanout starting soon

• Work on water retention ponds at Huntington High School and Meadows Elementary beginning soon

Looking ahead

• Terradon Engineering selected to develop a long-term Fourpole Creek flood plan

• Working with Senator Capito’s office to pursue funding for the U.S. Army Corps of Engineers flood project, which has been authorized but still needs appropriations support

Bottom line: Flood mitigation takes time. Multiple projects are now moving forward.

Roads: Pothole Season

With asphalt plants now open, crews are shifting into pothole repair and paving. Winter damage will be addressed first, followed by paving projects throughout the city.

Economic Development

Several major projects are advancing across Huntington.

Hal Greer / Fourth Avenue

• Continued progress on Marshall University’s Institute for Cyber Security

  

Highlawn

• Infrastructure improvements supporting the potential new Kroger development

Hal Greer / Northcott

• Announcement of the Marshall University School of Medicine project

Downtown

• Partnership with Tri-State Transit Authority to revitalize Pullman Square

Huntington Tri-State Airport

The Huntington Tri-State Airport team and other partners have been working on a major project.

I spoke last week with Governor Morrisey and the private company CEO involved, and we hope to share more news soon.

FY 2027 Budget Approved

City Council approved the FY 2027 budget by a vote of 10–1.

Total budget: $87,454,313

Key points

• Structurally balanced

• No new taxes or fee increases

• Increases largely tied to grant-funded capital projects

• Conservative revenue projections

• General Fund operations remain stable

The Focus

Clear priorities.

Disciplined spending.

Steady execution.

Government works best when it helps people succeed and build a good life.

That’s how we build a safe, healthy, and welcoming Huntington for everyone who calls this place home.

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• City Manager: Huntington names William B. Annie as next City Manager.

• Winter Weather Response: Nearly 2.3 million pounds of salt used across 189 miles of city streets.

• Pothole Season Ahead: Crews transitioning from winter response to spring repairs.

• Budget Released: FY27 budget, $87M in annual spending, and a clear-eyed look at unfunded liabilities.

• One River Moment: A rare Ohio River freeze and an unforgettable moonrise.

Welcoming our Next City Manager

This week, the City of Huntington named William B. Annie as our next City Manager.

He will serve in an interim role beginning February 17th and will be formally appointed on March 24th, following existing West Virginia National Guard commitments.

Why this matters: Colonel Annie is a West Virginia native with more than 30 years of leadership experience in the U.S. Air Force and the West Virginia National Guard. Most recently, he served as Deputy Commander of the 167th Airlift Wing, with responsibility for operations, personnel, and budgets.

His background in public safety, logistics, preparedness, and accountability aligns directly with our focus on public safety, infrastructure, and responsible government.

I’m confident he will provide steady leadership and strong execution for the people of Huntington.

Winter Weather: Doing the Hard Work

This winter has been hard. On residents. On workers. And on infrastructure.

Huntington maintains 189 miles of streets, and this winter, the city has used nearly 2.3 million pounds of salt to keep roads as safe and passable as possible. That work matters, and it puts real stress on aging infrastructure.

When the snow and ice finally melt, we all know what comes next.

Potholes!

Next: Crews will move quickly from winter response to spring repairs as conditions allow. Residents can help by reporting potholes and other street issues through the City’s 311 SeeClickFix system using this link: https://cityofhuntington.com/huntington-wv-311

Here’s how it works:

• Use the free 311 mobile app or online portal

• Drop a pin, add a photo if you can, and submit the issue

• Your request goes directly to the appropriate city crew

• You can track updates until it’s resolved

You can also report any issue to Public Works by calling (304) 696-4414.

Thank you to our Public Works teams for the long hours, and thank you to residents for your patience as we move from winter response to spring repairs.

The Budget: Transparent Numbers, Clear Priorities

This week we released the City’s proposed FY27 budget and accompanying budget message for the year beginning July 1, 2026.

This proposed budget reflects a year of stability, disciplined financial management, and a continued focus on the delivery of core City services.

Key Highlights:

• Balanced revenues and expenditures

• No major changes in financial policies or service levels

• Departmental budgets that remain relatively flat, with inflation and grant pass-throughs offsetting revenue and expense

• Improved cost visibility through departmental allocation of insurance expenses

• Continued focus on public safety, infrastructure maintenance, and economic growth

Being transparent about the numbers is part of good stewardship.

That is why we are working with the State Auditor to participate in WV Open Checkbook, allowing residents to see where every dollar goes.

Next: You can review the full budget on the City’s webpage and tune in on March 7, 2026, when I will update City Council with a budget presentation addressing the state of the city.

One River Moment: Winter Reminds Us Who We Are

In the middle of winter, a reminder of what makes Huntington special.

The city has not seen the Ohio River freeze like this since the 1970s.

WSAZ’s Tony Cavalier shared a great story about the freeze, including footage of David Williams, better known as “Alligator Jackson,” and his fearless companion AJ.

Finally, a sincere thank you to Clay Wilks for capturing this incredible video and for letting me share it with you.

What a moonrise over the frozen Ohio.

What a reminder of Huntington’s connection to the river.

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So is a strong, active downtown.

For decades, Huntington residents have supported public transit through voter-approved levies because predictable funding allows the Tri-State Transit Authority to plan, operate responsibly, and leverage federal dollars.

This year, Huntington voters will again be asked to decide whether to continue funding TTA for another five-year period. As part of that process, I have been working closely with TTA leadership to ensure the levy language reflects today’s reality and gives the Authority the flexibility to responsibly invest the tax dollars it receives from Huntington residents, including in Pullman Square, its largest asset.

In 1986, the ballot said the levy was “for the purpose of providing sufficient local funding to the Tri-State Transit Authority (TTA) to continue bus service to the City of Huntington entered on the [date].”

That original ballot language has been carried over and used on every levy since then. Understandably, the writers of the original levy did not envision that the TTA would become a commercial landlord that would require capital investments to maintain their property.

Updating this language in the next levy that would begin in Fiscal Year 2028 would provide TTA the flexibility, but not the obligation, to use the proceeds of the voter-approved levy to invest in the TTA-owned portions of Pullman Square.

This is about alignment. It is about ensuring that people who depend on transit, including the thousands who rely on the bus to get to the grocery store, to work, or to critical medical appointments like dialysis, continue to have reliable service. At the same time, it is about protecting long-standing public investments in Pullman Square so they are properly maintained and positioned to serve the community well into the future.

The Reality We Face

Before the early 1980s, transit service in the Huntington area was funded largely through general fund contributions from the City of Huntington and Cabell County. That approach proved unstable. Transit competed annually with police, fire, streets, and other core services, making long-term planning difficult.

Beginning in the early 1980s, the community shifted to voter-approved local levies, creating a dedicated funding source for transit. That model has worked for decades.

Today, the Tri-State Transit Authority relies on two voter-approved levies to support transit service in the region: one approved by voters in the City of Huntington and one approved by voters in Cabell County.

Together, these levies:

• Are approved for fixed terms, typically five years

• Fund a significant share of operating costs

• Are used to secure federal transit matching funds

• Are supported by Huntington, Cabell County, and surrounding municipalities

The current City levy runs from Fiscal Year 2022 through Fiscal Year 2027 and provides the TTA with $8.8 million from the City of Huntington.

The question before us is not whether transit matters. It does.

The question is whether levy language written four decades ago fits the way the system operates today.

TTA Became a Landlord When Pullman Square was Built

In the early 2000s, TTA served as the local partner for Federal Transit Administration capital grants used to construct the Intermodal Facility at Pullman Square. Under federal rules, only an eligible transit authority could receive and manage those funds.

As a result:

• TTA became the owner of the intermodal facility, Pullman Square parking garages, common area spaces, and the underlying footprint for a substantial portion of Pullman Square

• Transit infrastructure was intentionally integrated into downtown redevelopment

• Pullman Square became both a transportation hub and an economic anchor

According to TTA’s Fiscal Year 2025 Annual Report, the Intermodal Facility at Pullman Square remains the single largest fixed asset owned by the Authority, valued at approximately $17.8 million after depreciation, exceeding both the $9.8 million held in capital reserves and the $6.6 million value of the bus fleet.

How Pullman Square Is Structured Today

Pullman Square operates under a shared ownership and leasing structure.

The City of Huntington, through a majority investment in Metropolitan Huntington LLC, owns the retail and restaurant portions of Pullman Square.

That majority ownership position was acquired in 2022 using a combination of $7 million in federal COVID relief funds and approximately $8 million in bank financing, allowing the City to purchase a controlling interest in Metropolitan Huntington and stabilize the future of Pullman Square during a period of economic uncertainty.

Metropolitan Huntington operates Pullman Square, collects rent from private tenants, and holds a long-term lease with TTA for the portions of the property owned by the Authority.

The Tri-State Transit Authority owns:

• The intermodal transit center

• The Pullman Square parking garages

• Common area spaces

• The underlying footprint for a substantial portion of the development

Notably, 14 of the 16 movie screens in the theater are located on property owned by TTA.

Over time, TTA has collected approximately $5 million in rent related to Pullman Square.

The Real Choice in Front of Us

Pullman Square remains a success, but it is now more than 20 years old. Like any major facility, it requires reinvestment to remain competitive.

The levy language currently governing TTA funds was written almost entirely around bus operations. It did not anticipate:

• TTA acting as a long-term commercial landlord

• The City indirectly holding majority ownership in Pullman Square

• The joint responsibility to reinvest in a major downtown facility tied directly to transit infrastructure

Updating the levy language creates an opportunity for TTA, if it chooses, to invest in maintaining and improving its largest asset, Pullman Square, in a way that protects transit operations, strengthens the long-term value of public infrastructure, and serves the people who eat, shop, and park at Pullman Square.

Any such investment would be balanced against operating needs and subject to existing oversight. It would not reduce core transit service.

The choice is whether we leave outdated language in place or update it so policy matches reality.

The Path Forward

The City is discussing with TTA leadership ways to modernize the levy language so it:

• Continues to protect transit operations

• Preserves strong reserves and fiscal discipline

• Allows responsible reinvestment in the Intermodal Facility and related infrastructure

Any updated levy would:

• Not affect the current levy, which provides approximately $2 million this year and $2 million next year

• Not take effect until Fiscal Year 2028

• Require voter approval, either at the May primary election or the November general election

TTA is well run and financially secure. It maintains approximately $9.8 million in capital reserves, exceeding annual operating expenses of about $7.5 million, and has a fully funded pension plan. These are clear indicators of strong and responsible financial management.

If the levy is not renewed or updated, TTA risks:

• Losing the local match required for federal funds

• Facing bus service reductions inside the City

• Creating instability for riders and employees

Updating the language in the proposed levy is prudent and an example of good government.

TTA is governed by capable people who care deeply about this city and the riders who rely on transit every day.

This effort is about stewardship.

It is about keeping transit strong, downtown vibrant, and public assets well maintained.

At its core, this is about supporting the people who rely on transit, taking care of what we already own, and making sure Huntington’s investments continue to serve people well for decades to come.

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After the Constitutional Convention, Benjamin Franklin was asked what form of government we had created. His answer was simple: “A republic, if you can keep it.”

That responsibility is not abstract. It shows up locally, in how we treat one another and how we lead our city. And while 2026 will no doubt bring noise, distraction, and attempts to divide us, I encourage everyone stay focused on the things that make us neighbors.

For my part, I am going to keep us focused on three priorities in 2026: public safety, infrastructure, and economic growth.

Public Safety

Our downtown patrols and the Pullman Plaza precinct have proven effective. Over the past year, we increased patrol coverage in the downtown core and reduced repeat disorder calls, making the area safer for residents, workers, and visitors.

We are now taking the next step by being more transparent about how we deploy resources and make decisions.

Just as Huntington’s Open Checkbook now allows residents to see exactly how city dollars are spent, we will launch a public safety dashboard with live data. It will show arrests, crime trends, overdoses, and the real cost of drugs and homelessness in our city. This transparency helps eliminate waste, builds trust, and ensures our strategies are guided by facts rather than assumptions.

The Huntington Homeless Services Hub has also been a success. We created a new nonprofit in partnership with Valley Health, OVP, Marshall Health Network, and the Cabell County Commission to coordinate shelter, services, and care for people experiencing homelessness. This year, our goal is to open day services and continue strengthening coordination with community partners, including Harmony House and the City Mission.

Public safety matters because people deserve to feel safe walking downtown, confident their neighborhood is secure, and hopeful they can build a future here.

Infrastructure

I have said before that no one dreams of living in a home that floods every time it rains hard. We worked hard on that reality last year, and we will continue those efforts in 2026. Keeping Fourpole Creek clear of debris is an ongoing process. The flash flood early warning system should be installed before the spring rains, and I expect work to begin on the Enslow Blvd and Whitaker Blvd bridges this year.

I am hopeful that 2026 will be the year we finalize a plan to close the landfill at Dietz Hollow in Guyandotte. It has been a problem since the mid-1990s and represents roughly a $25 million liability for the City. It is a difficult challenge, but it is one we must confront directly.

Economic Development

This year you will see real progress downtown along Fourth Avenue, in Highlawn on 24th Street, and on the fire station and wastewater treatment plant in Westmoreland

I am hopeful we will see long-awaited progress on Northcott Court in Fairfield, with focused attention turning to the airport next.

Increasing our housing remains a priority. Last year we launched “Live Huntington,” a City-led effort in partnership with the Huntington Area Development Corporation, Marshall University, and local employers to address Huntington’s housing needs. We will further this effort in 2026 because if we want to grow, we have to bring blighted properties back into productive use and build new housing units within city limits.

A Worthy Pursuit

America 250 is a time to celebrate and share our love. I love this country and was proud to serve it. I also believe in loving my neighbor as myself.

That is not always easy, but it is a worthy pursuit, and one we share as we keep showing up for each other, for the city we call home, and for our republic, if we can keep it.

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Our city’s biggest challenges did not appear overnight.

Drugs.
Homelessness.
Flooding.

Population decline.

These problems grew over time. Not because people didn’t care, but because responsibility was fragmented, priorities shifted, and follow-through broke down.

What changed this year was not a slogan or a new program.
What changed was focus.

We defined problems clearly.
We set specific objectives.
We measured progress.
And we stayed on the work, even when it was slow, difficult, or unpopular.

That focus is what made progress possible.

Before diving in, I want to recognize the City Council and our city employees. Their professionalism and persistence made this year’s progress possible.

Making Huntington Safer

From day one, I’ve been clear. We cannot build a thriving city without first making it safe.

First we were honest about the problem: a toxic intersection of drugs and homelessness that strains neighborhoods, burdens public safety, and erodes confidence.

Then we acted.

The Downtown Patrol initiative restored visible order and law enforcement presence downtown. Officers on foot and bikes increased engagement in garages, businesses, and public spaces, supported by a permanent downtown precinct.

Since late June, officers have issued more than 400 citations, made over 100 physical arrests including 19 felony arrests, and made 85 referrals to our Crisis Intervention Team to connect people in crisis with help while criminal behavior is addressed.

The result is clear. Officers are present. They are engaged. And downtown feels different.

At the same time, we changed how Huntington responds to homelessness.

We moved away from fragmented responses and opened The Hub, relocating overnight shelter services out of the downtown business district into a city-owned facility operated by Valley Health. The Hub brings coordinated intake and services under one roof to move people off the streets and toward long-term stability.

We also followed through on a promise I made in my inaugural address.

Through Mission Zero, Huntington is working to eliminate veteran homelessness. On Veterans Day, we announced an important milestone. Every known unhoused veteran has been offered housing, and today every veteran identified receives placement within 30 days.

These are not quick fixes. They are real steps forward.

Investing in Infrastructure That Protects Lives

I’ve said it before, and it remains true: nobody dreams of living in a home that floods every time it rains hard.

Flooding is not solved with a single project. Progress is measured in preparation, risk reduction, and consistency.

On February 6, just over a month into my term, Fourpole Creek flooded. It was an early test.

We leaned into the work. More than nine tons of debris were cleared from the creek. Two long-neglected detention ponds are being restored. A second emergency exit was opened from Enslow Park. We also worked with state partners to deploy an early-warning system that is now in the final stages of installation.

Since February 6, despite a very wet year, Fourpole Creek has not flooded again.

Across Huntington, hundreds of millions of dollars in stormwater and wastewater projects are now underway to modernize systems that were never designed for today’s city.

We broke ground on the wastewater treatment plant expansion, one of the most important infrastructure investments Huntington has ever made. It protects public health and creates the capacity needed for future housing, jobs, and growth.

We did not pretend this could be solved in a year.

But we did not walk away because it was hard.

Growing Opportunity and Prosperity

Huntington’s population has declined over the decades because too many people felt they had to leave to find opportunity.

From the start, we have been clear that our future is closely tied to Marshall University. What you are seeing along Fourth Avenue reflects what is possible when a city and its university work together with shared leadership.

The City does not take credit for that work. But we do have a role.

Housing is one example. Through Live Huntington, we began providing targeted tax relief for contractors building new homes or completing major renovations.

We also restored accountability. This year, the City stepped up enforcement against long-neglected properties, secured dangerous structures, advanced demolitions, began holding bad actors accountable so families are not left carrying the burden, and took steps to increase transparency by allowing residents see how every penny of city money is spent.

We added tools for growth by securing state authorization for a new sales tax district, giving Huntington a way to reinvest in development without raising taxes.

And long-stalled potential is moving again. A $50 million redevelopment between Third and Fifth Avenues along 24th Street is now advancing.

This is not the end of the story.

It is the foundation.

Where We Stand

The drug crisis has not disappeared.
Homelessness has not ended.
Flooding has not vanished.

Population decline did not reverse overnight.

No serious person expected it to.

What changed is this: These problems are now defined. They are owned. And they are being worked, day after day, with focus and discipline.

Public safety, infrastructure, and economic growth will continue to be our priorities, approached with the same focus and follow-through you’ve seen this year.

We said what mattered.
We stayed on it.
And we made progress.

That is how trust is rebuilt.
That is how confidence returns to city government.
And that is how Huntington moves forward.

As we head into the holidays, I want to wish everyone a Merry Christmas and happy holidays. I look forward to our work together in the new year.

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• Opioid Litigation: Federal appeals court reversed the lower ruling; December 16 hearing is next step.
• The Hub Transition: The Huntington Homeless Services Hub is becoming an independent nonprofit with broad community partnership.
• Dietz Hollow Landfill Liability: We’re working with WVDEP and legislators to fix a $25M+ environmental burden from decades ago.
• Accountability Results: Through liens, notices, and litigation, we’ve collected $599,670 this year from delinquent property owners.

Opioid Fight: We’re Not Done Yet

For years, Huntington has been at the center of the national opioid crisis after distributors shipped more than 80 million pills into our community. Our ongoing lawsuit is about holding those companies accountable to fix the problems they caused. The Fourth Circuit reversed the lower court’s previous ruling and has now given us the green light to continue the case.

Next: Judge Faber scheduled a December 16th hearing in Charleston where we expect to learn more about our path forward.

The Hub: A Better Way to Care for Our Homeless Neighbors

Since opening November 1, the Huntington Homeless Services Hub (“The Hub”) is averaging around 90 people a night, providing meals, emergency beds, referrals to care, and real pathways forward.

Next: We have finalized the creation of a new nonprofit that, when fully established, will take over operations from Valley Health. The City will continue to own the Hub property. The new nonprofit was founded by the City of Huntington, the Cabell County Commission, Valley Health, OVP, and Marshall Health Network to build a sustainable model of care delivery. We have invited all local organizations working to end homelessness — including Prestera, the City Mission, and Harmony House — to join our coalition. In the coming months, day services will expand to provide people with a path off the streets and a plan toward a better future.

Dietz Hollow Landfill: Owning Past Mistakes

Decades ago, the landfill at Dietz Hollow in Guyandotte wasn’t properly closed, resulting in a $25 million-plus environmental liability for Huntington. The WVDEP will take punitive actions if we don’t fix it.

Next: I am working directly with WVDEP and our legislative partners to build a responsible solution that is realistic and protects residents and taxpayers.

Construction Updates: Building for Tomorrow

Two major construction initiatives are underway that will shape Huntington’s future. Our $196 million wastewater treatment plant upgrade is the largest municipal infrastructure project in state history and will nearly double our treatment capacity. At the same time, Marshall University has broken ground on the new $45 million Institute for Cyber Security at Hal Greer and 4th Avenue, creating a foundation for Huntington to become a center for cybersecurity talent and innovation.

Together, these projects prepare us for decades of growth, investment, and long-term resilience.

Project Lights On: Our Streets Are Brighter

Neighborhood associations, Marshall students, Public Works, and AEP worked together to light up the city again. When the lights came back on, so did a sense of safety and pride.

By the numbers: 1,337 lights restored, $0 extra cost.

Property Accountability: No More Free Passes

For too long, vacant and neglected properties have burdened neighborhoods and shifted costs onto taxpayers. We are changing that. We are enforcing long-overdue fees and liens so responsibility falls on the property owner, not the community.

Progress so far: First, for owners with past-due municipal and refuse fees, we’ve sent 2,100 notices, filed 782 liens, and collected $319,501.

Second, for owners who already had liens and still refused to act, I directed the City Attorney to take further legal steps. Since August 8, we’ve sent 264 notices, with 35 paying in full before litigation, 7 settling afterward, and 78 lawsuits filed. That effort has collected $280,169 to date.

Combined, these efforts have collected $599,670 this year.

This is what it looks like to do the ordinary things well: consistent enforcement, fair expectations, and accountability for everyone.

A.D. Lewis Community Center: Serving with Heart

Volunteers at the A.D. Lewis Community Center prepared and distributed more than 250 Thanksgiving food boxes to local families. The tradition goes back to 1988, and MaRia Hill carries the legacy forward with the same spirit of service. Support came from local partners including Coca-Cola and Kroger. This is Huntington at our best.

One Fun Thing: Christmas Parade of Lights Magic

It was an honor to serve as Grand Marshal of this year’s Christmas Parade of Lights. Downtown felt magical as families and friends came together to celebrate the season. Thank you to Dutch Miller Auto Group, Downtown Huntington Partners, our city crews, and the Huntington East Middle School cheer team for bringing so much energy to the parade.

Growing up, I always felt there was something special about Huntington at Christmas. No matter where life took me, this was the place I wanted to come home to. Nights like this remind me why.

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Thanksgiving was always full of small traditions in school. Our classrooms were covered with fingerpaint handprint turkeys, coloring book cornucopias, and long gratitude chains made from strips of colored construction paper. At home, like most kids, I watched the holiday cartoons. A Charlie Brown Thanksgiving was a favorite, but a Schoolhouse Rock cartoon has stayed with me more than any other. It told the story of the pilgrims crossing the ocean, standing up to the King, and helping create a free country.

I remember thinking even as a kid that freedom was a gift, that what the pilgrims started was something worth being grateful for. I still feel that way today, especially about the freedom of speech.

From time to time, we see a small number of people who use that freedom to choose division over dialogue. They show up at meetings or online to shout and stir conflict. I am grateful that they have the right to speak. I am equally grateful that they do not represent the heart of Huntington. The loudest voices do not speak for the majority. This city keeps moving forward because most people want to work together.

That spirit is alive in our neighborhoods. I saw it when I got to speak to then Harveytown neighborhood association last week. The group had been dormant since 2012 until recently, when Dakota Parsons reorganized it. It was great to be with them and fun to see people stepping up, organizing, and taking responsibility for the place they call home. This is happening all across Huntington.

You can feel that same spirit of service in the city this week. The team at A.D. Lewis Community Center has been hard at work preparing holiday food boxes for families. The Salvation Army, joined by partners at Marshall Health Network and Buddy’s BBQ, is sharing a warm community meal prepared with care.. And the Huntington City Mission is continuing its long tradition of welcoming neighbors to a Thanksgiving table where everyone is treated with dignity. These efforts remind us what it means to care for one another.

What I am most thankful for this year is simple. Huntington is full of people who step forward when it matters. No city can solve every challenge alone. Whether we are addressing homelessness, public safety, flooding, or growth, our progress depends on partners who believe in the mission.

I have spent this year asking people to join us in solving problems, and I have never heard the word “no.”

• When we needed a coordinated approach to homelessness, Valley Health Systems and other partners joined together to create The Hub, now open and serving residents.
• When we pledged that no veteran would sleep on the streets, the Department of Veterans Affairs partnered with us for Mission Zero. Today, every veteran experiencing homelessness has a housing placement within 30 days.
• When Fourpole Creek came out of its banks, Cabell County 911, our Public Works department, and other emergency management partners worked hard to prevent future flood events in our neighborhoods.
• When our community said dark streets made them feel unsafe, neighborhood associations, Marshall University, and AEP helped us identify and repair more than 1,200 streetlights in three months.

These efforts are building a safer and stronger Huntington. I’m thankful for not just these successes but the people behind them. People who say, “Put me in. I want to help.”

As we begin Thanksgiving week, I hope you will take a moment to thank someone who makes this city a better place. A volunteer. A neighbor. A colleague. Anyone who shows up when it matters.

Happy Thanksgiving, Huntington. I am grateful for you.

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That was the idea behind Mission Zero, a city-led pilot project to identify every veteran experiencing homelessness and connect them to the housing and services they’ve earned.

We started small, meeting veterans where they were. In partnership with the Department of Veterans Affairs, we hosted a Homeless Veterans Surge Event at Harris Riverfront Park, walking the riverbanks, visiting camps, and saying face to face, You’re not forgotten.

Soon after, we joined the VA again at a Stand Down at the Homeless Veterans Resource Center, hearing directly from men and women who wore the uniform about what it means to come home and find the support they need.

Then we built on that momentum. The City organized its first-ever Landlord Education Event to open more doors for veterans. Working with the Huntington Housing Authority, we began to bring back online two once-vacant apartment buildings, creating fourteen new units reserved for those who served.

Nationwide, more than 30,000 veterans are experiencing homelessness. Here in Huntington, during our January count, we identified 15 veterans experiencing homelessness that night.

Today, every one of those veterans has been offered housing, and every known veteran in Huntington now receives a housing placement within 30 days of identification.

That milestone—that’s what gratitude looks like when it turns into action. It happened because the City and our partners came together with one mission: to leave no veteran behind.

But the work isn’t finished.

While we can stabilize someone in temporary housing within that first month, more than half of long-term placements still take longer than 30 days. Closing that gap will take continued partnership with landlords, the Housing Authority, and every organization at the table.

Mission Zero isn’t just about housing. It’s about keeping faith with those who’ve served. It’s about working together, breaking down silos, and turning promises into results. The lessons we’re learning through this pilot will help us better serve every person experiencing homelessness in our city.

I love Veterans Day. The band, the flags, the faces in the park remind us why this work matters.

But as the years go by, the crowds grow smaller. The best way to honor those who served is to carry that spirit forward by serving each other again.

Here in Huntington, we’re showing what gratitude looks like when it becomes action.

And together, we’ll keep that promise.

Happy Veterans Day to everyone who served.

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The goal is simple: connect every unsheltered person to the right kind of help and the right kind of bed, whether that means a shelter bed for safety, a hospital bed for medical care, a treatment bed for recovery, or a housing unit for stability. It’s how we begin moving people off downtown streets and into the systems built to help them.

This is what the Hub is: It’s a safe, overnight option that replaces loitering, street camping, and abandoned-house sleeping with a managed, service-oriented environment. Each person who walks through the door will be screened, referred, and connected to the next step in their path toward stability.

And this is what it isn’t: It’s not a permanent encampment or a long-term shelter. It’s a first step that connects those who are unsheltered with healthcare, treatment, and housing partners across the city so no one is left to sleep on the streets.

Ahead of the opening, we hosted a Community Dinner and Open House on October 28, inspired by Chef José Andrés’s call to “build longer tables.” Partners, neighbors, and our unsheltered guests shared one meal as one community.

The Hub is how Huntington begins to turn the page, from reacting to crisis to building solutions that last. Together, we can make sure compassion and accountability work side by side to restore hope, dignity, and order in our city.

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• Project Lights On update

• $40 million redevelopment taking shape in Huntington

• Downtown Patrol: three months by the numbers

• Community engagement across our neighborhoods

• Fire Prevention Parade and fall celebrations

This week’s progress shows what’s driving Huntington forward: safer neighborhoods, stronger partnerships, and smart growth.

🌃 Project Lights On Update
Project Lights On expanded to Guyandotte and Altizer after success in Westmoreland and Highlawn. Volunteers logged outages, AEP made repairs, and results are clear.

By the numbers:
• 3800+ street lights throughout the city
• 300+ outages on the list in August
• 100+ new outages identified by neighborhood volunteers
• Repairs made in batches of 40–50 lights

What’s next: The Marshall University Men’s Basketball Team will help survey lights in Fairfield. Appalachian Power will continue scheduling crews to complete repairs in batches.

Why it matters: Brighter streets mean safer, more walkable neighborhoods. Everyone feels safer when the lights are on.

🏗 Potential $40 Million Redevelopment Taking Shape
The City’s Planning Commission approved plans for a potential $40 million mixed-use redevelopment between 3rd and 5th Avenues at 24th Street.

The moment: Kroger is considering anchoring the 13-acre site with a new Kroger Marketplace, its largest store format that combines groceries, home goods, and apparel. The project would replace the 5th Avenue store, and we are hopeful the 1st Street store remains open to serve that area of town.

Why it matters: This investment would bring new jobs, better shopping options, and fresh energy to one of Huntington’s busiest corridors.

🚓 Downtown Patrol: 90 Days In
Officers in the Downtown Patrol Unit are on foot and bicycle five days a week, becoming familiar faces throughout Pullman Square and the surrounding business district.

We’re taking action before problems escalate. Officers have issued citations, written reports, made arrests, and addressed the kind of behavior that undermines safety and quality of life downtown.

They’re also responding with compassion. Through Crisis Intervention Team (CIT) referrals, officers are connecting people in crisis to the help they need because public safety means accountability and care working together.

📊 By the Numbers (Patrol Launch – September 30)
• Arrest Citations: 289
• Physical Arrests: 70
• Felony Arrests: 10
• Reports Written: 295
• Traffic Citations: 87
• Business Contacts: 121
• CIT Referrals: 58

Why it matters: A visible, engaged police presence is making downtown safer, stronger, and more welcoming for everyone.

🏘 Community Engagement in Action
Fairfield: Unveiled a new gateway sign with Councilwoman Johnson, a proud marker of place and identity.

Southside: Joined Huntington Middle School students for a civics lesson on why rules and engagement matter

Westmoreland: Broke ground on the Black Diamond site that will create 500 direct jobs, reviving a WWII-era facility into a hub for advanced energy and manufacturing.
Recovery: Attended Stronger Together: Playing it Forward at the West Edge Factory, supporting the HAWC Foundation and Recovery Point Huntington.
Faith: Met with Huntington’s Black Pastors Association and will speak at the Faith Health Appalachia luncheon on inspiring hope in our community.

Why it matters: Engagement builds trust, pride, and opportunity in every neighborhood.

🎶 Fall Fun: Pumpkin Festival, Marshall Artist Series, and Fire Prevention Parade
From the giant pumpkin auction to the 89th season of the Marshall Artist Series’s The Book of Mormon to the 70th Fire Prevention Parade downtown, the Huntington area is full of energy and tradition.

We congratulate Grand Marshal Cindy Whitt Chandler, longtime Westmoreland resident and Fire Committee chair, whose leadership helped make the new Westmoreland Fire Station a reality.

Whether through stronger policing, brighter streets, better infrastructure, or economic growth, we’re building a better Huntington.

• Standing with veterans at the Homeless Veterans Stand Down

• Replacing bridges to reduce Fourpole Creek flooding

• Expanding “Project Lights On” citywide for safer streets

🇺🇸 Homeless Veterans Stand Down
In military terms, a “stand down” means taking a break from constant readiness and assessing a situation. For veterans experiencing homelessness, that constant alert never ends.

Last week the VA hosted a Homeless Veteran Stand Down outside the Ninth Street VA Clinic and gave veterans and their families a chance to relax, reconnect, and access VA and community services. Think block party for veterans with food, live music, and providers ready to help.

I spoke about the challenges too many veterans face when transitioning to civilian life. Without strong support, many fall into homelessness, addiction, or mental health crises.

Why it matters: Events like this embody Mission Zero—our push to end veteran homelessness by breaking down silos and strengthening partnerships. Big thanks to the VA and the dozens of participating organizations standing by to serve those who’ve served our country.

🌉 Bridges: Beechwood and Beyond
Work is underway on the Beechwood Street Bridge replacement, which will remain closed through the winter as construction continues. Bridges like Beechwood are a major factor in flooding along Fourpole Creek, where narrow spans and debris buildup constrict water flow. Replacing them is essential to reducing flood risk.

Why it matters: Safe, modern bridges reduce flooding on Fourpole Creek, cut long-term maintenance costs, and keep neighborhoods connected.

What’s next: The WV Department of Highways has provided the following schedule for upcoming bridge construction projects:

• Beechwood Street Bridge — Under construction, closed through winter

• Enslow Blvd Bridge — December 2025 start

• 12th Street Bridge — December 2025 start

• Whitaker Blvd Bridge — May 2026 start

• Madison Ave Arch — March 2027 start

• Harvey Road Bridge — October 2027 start

• Wilson Ct Bridge #2 + 1 — June 2029 start

🌃 Huntington Expands Project Lights On

Huntington’s “Project Lights On” started in Highlawn and is now spreading citywide to fix broken and burned out streetlights and improve safety.

Why it matters:

• Dark streets feel unsafe.

• Better lighting deters crime and boosts walkability.

• Partnership with Appalachian Power speeds up long-delayed repairs.

By the numbers:

• At the start of August 300+ lights had been reported out

• 40+ outages found in Highlawn during the first survey

• 25+ lights repaired within the first week

• Appalachian Power crews working in batches of 40–50 lights per neighborhood

Catch up fast:

• Residents volunteered after dark to log pole numbers.

• Councilmember Linda Blough: “A well-lit city to me is a safer city.”

• Appalachian Power says significant progress is underway, with more work orders queued.

What’s next:

• Expansion to Guyandotte and Altizer is next.

• Marshall University will partner with the City near campus.

• Residents can report outages via AEP’s website, the Huntington 311 app, or by calling City Hall.

Of note: City Chief Data Officer Scott Lemley: “Everyone feels safer when the lights are on. That’s the goal.”

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• Launching the WV Checkbook

• WV Treasurer to give more than $100K back to the City

• Forging alliances at the Business Summit

• Proving what’s possible with a sold-out concert at the Joan

• Hosting the Huntington premiere of The Bitter Pill

📊 Transparency in Action: WV Checkbook Goes Live For the first time, Huntington residents will be able to see exactly how every dime of city money is spent. We’ve officially joined the WV Checkbook system, including data for prior years.

Why it matters: In the past, Huntington was the only major city in West Virginia that didn’t show residents how their dollars were being spent. That changes now. Accountability builds trust, and this tool will let you see for yourself how User Fee dollars fund police protection and paving, how federal ARPA dollars have been invested, contributions to nonprofits, and where every tax and fee you pay is spent. This is a step toward making our administration the most transparent and accountable in our City’s history.

🔗 Check out Huntington’s finances here. 

💵 Found Money for Huntington

The Mayor’s Office identified $53,895.26 in unclaimed property owed to the City of Huntington from 2010 to 2024, money that should have been in City accounts all along. State Treasurer Larry Pack will be at City Hall this week to present that check, along with $52,116.05 from the most recent gun auction to support Huntington Police Department and public safety.

Why it matters: Reclaiming these funds means they’re back where they belong, being put to work for Huntington residents. Every dollar we recover is a dollar we can put into safer streets, stronger neighborhoods, and better infrastructure. And on September 16 from 10:00 a.m. to 2:00 p.m., City Hall will host representatives from the State Treasurer’s Office so residents can check their own unclaimed property on the spot and get help with filing a claim. Huntington alone has more than $25 million waiting to be claimed by residents and businesses.

🔗 Search West Virginia’s Unclaimed Property Program to see if some of it is yours.

📈 Forging Alliances at the Business Summit

At the West Virginia Chamber Annual Meeting & Business Summit at The Greenbrier, I invited investors and developers to come to Huntington and see firsthand that our city is on the move.

The message: Huntington doesn’t lack opportunity. With focused leadership and aligned partnership, we are taking Huntington’s potential and turning it into growth. Come see for yourself!

👉 Watch the video

🎶 A New Precedent: Stadium Concert at the Joan

What an unforgettable night at the Joan! Nearly 30,000 fans filled Marshall’s football stadium for Zach Bryan’s show on August 30.

The moment: We proved Huntington can successfully do stadium concerts. Our city has a new tool in the toolbox to draw tens of thousands of fans and millions of dollars of impact into our beautiful city.

Why it matters: This sets a new precedent and proves what we can do together. The excitement and momentum from this night make it clear Huntington is ready for more!

🎥 The Bitter Pill Premieres at City Hall

City Hall is hosting the premiere of The Bitter Pill, a new PBS documentary that follows Huntington’s lawsuit against opioid distributors and the toll of the epidemic on our community. The film spotlights my brother, attorney Paul Farrell Jr., who has been at the forefront of this legal battle to hold Big Pharma accountable.

The film: Directed by Clay Tweel (Finders Keepers, Gleason), The Bitter Pill chronicles Cabell County and Huntington’s fight against distributors who put them at the epicenter of America’s opioid crisis. With behind-the-scenes access, the documentary captures both the courtroom drama and the human cost of corporate greed.

The lawsuit: Huntington and Cabell County sued distributors for fueling the crisis. We lost in federal court before Judge Faber and appealed to the 4th Circuit in Richmond, and then the case was sent to the West Virginia Supreme Court. It is now back before the 4th Circuit.

Local screenings: The Bitter Pill screening will be at The Foundry on Tuesday, September 9, 2025, from 7:00–9:00 pm (doors open at 6:30). Filmmaker Clay Tweel will join us to share this special free, public event.

National broadcast: The Bitter Pill will air on PBS on Monday, September 22, 2025, at 10pm.

Why it matters: This fight isn’t over. Huntington is determined to hold distributors accountable and push for justice on behalf of families who lost so much.

🏈 One Fun Thing: Marshall Hype Video

I’m a sucker for Marshall hype videos and was honored to be included in this one. It’s always special to see the energy and pride that Marshall brings to Huntington.

👉 Watch the video

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• Delivering value for every tax dollar

• Incentives to build better housing for Huntington’s future

• Advancing clean energy innovation at CSX

• Confronting homelessness and the mental health crisis

• Sharing Huntington’s story at West Virginia’s largest business summit

• Welcoming more than 30,000 fans for Huntington’s first full-scale stadium concert

💰 Value for Every Dollar

When I speak with residents, the requests usually fall into two categories:

• They want the City to spend more on what specifically matters to them: filling a pothole they drive over, fixing a flooding problem, making their neighborhood safer.

• They want to spend less from their pocketbook on taxes and fees.

At their core, both are about value. People don’t believe their money is delivering the results they deserve.

The challenge: Huntington closed the last fiscal year with a $2.3 million deficit, covered by savings. We cannot keep draining reserves. Raising taxes is not the answer.

The response: Our focus is disciplined spending and growing the economy. That starts with accountability and transparency.

• Accountability: $18.5M in unpaid city fees and liens are being collected. Certified letters are out, and payments are coming in. Everyone needs to pay their fair share. 

• Transparency: Huntington is joining the State Auditor’s West Virginia Checkbook system so that residents can see where every dollar goes, including how User Fees fund police protection and paving.

Why it matters: You deserve results for what you already pay. Families are squeezed by rising costs of groceries, gas, and utilities, and the last thing you need is City Hall digging deeper into your pocket. My goal is simple: I want you to pay less. We will stay disciplined and invest where it counts: safer neighborhoods, better flood control, and a thriving economy.

🏡 Building Better Housing

To grow Huntington, we need better housing. That means building homes workers can afford and supporting the people who live in them.

To that end, we are pursuing several initiatives, including reforming a city ordinance to provide tax relief for contractors and subcontractors who build new housing or renovate existing homes. With City Council’s approval, qualified businesses will receive exemptions from the City’s Business and Occupation (B&O) tax when engaged in residential construction or major improvements.

Why it matters: More housing means stronger neighborhoods, new families moving in, and a growing workforce. By lowering financial barriers for builders and renovators, Huntington is making it easier to create the homes our community needs to thrive.

What’s next: Contractors and subcontractors will be able to apply for the exemption, and we will track progress to ensure this initiative delivers new homes and revitalized neighborhoods. It’s just the first step in Live Huntington, a broader partnership to grow our city by making it a place with enough housing for every family who chooses to call it home. More pieces of this initiative will be announced in the weeks ahead.

🚂 Advanced Energy Innovation at CSX

I had a chance to tour CSX’s Huntington Locomotive Shop, and their hydrogen locomotive program is amazing! The team is transitioning diesel engines to hydrogen-powered alternatives by reusing frames, cabs, and motors. This extends the life of legacy equipment while cutting emissions. These engines emit only water vapor and deliver greater efficiency.

Why it matters: Huntington is once again leading in rail innovation, bringing cleaner technology, good jobs, and national attention to our city.

What’s next: CSX and Berkshire Hathaway’s BNSF Railway have agreed to connect their east and west coast railroads. This partnership strengthens the foundation for a potential merger and expands the reach of CSX’s zero-emission hydrogen program. Huntington is positioned to play a central role in the transition to clean energy locomotives.

Watch CSX’s video on hydrogen-powered engines

📺 Inside West Virginia Politics

I joined WOWK’s Inside West Virginia Politics to outline Mission Zero, our plan to reach functional zero veteran homelessness, and shared my thoughts on how to address the mental health crisis on our streets.

Watch the segment

📈 Forging Alliances, Fueling Success

Later this week I’ll join mayors from Charleston and Parkersburg on a panel at the West Virginia Chamber Annual Meeting & Business Summit at The Greenbrier. Together we’ll discuss how city leadership drives statewide economic growth.

Why it matters: Huntington’s story deserves to be part of the biggest business and policy gathering in West Virginia. Sharing it helps attract new partners and investment to our city. Step by step, Huntington is proving we can deliver results and grow stronger together.

🎶 One Fun Thing: Zach Bryan at the Joan

This weekend, Huntington makes history. For the first time, our city will host a full-scale stadium concert, with more than 30,000 fans filling Joan C. Edwards Stadium, including thousands seated on the field.

The moment: We’ve had big football games and even a smaller Mountain Stage performance at the Joan, but nothing like this. Police, state police, firefighters, EMS, and public works team are ready. Our job is to make the night safe, smooth, and unforgettable and to show why Huntington is ready for more events like this.

Why it matters: A full stadium and a buzzing city mean new energy for local businesses and national attention for Huntington. There will be traffic and a few challenges, but that’s the price of progress. The crowded, electric feeling this weekend is exactly the kind of momentum we want to build on.

• Crackdown on $18.5M in unpaid City fees

• Cutting-edge bridge safety tech in Guyandotte

• Restoring Kinetic Park ponds to reduce neighborhood flooding

• Making the case for Huntington’s future at Marshall’s Economic Development Conference

💰 Holding Negligent Property Owners Accountable

Huntington is moving to collect $18.5M in unpaid municipal fees and vacant building liens — the first large-scale action of its kind in City history.

• $13M in municipal (fire protection) and refuse (trash) liens on Cabell County properties within city limits (3,900 liens; avg. $3,336.36)

• $1.36M in municipal (fire protection) and refuse (trash) liens on Wayne County properties within city limits (390 liens; avg. $3,502.82)

• $4.2M in vacant building liens (600 liens; avg. $7,016)

Why it matters: Everybody needs to pay their fair share. This makes sure people can’t shirk their responsibilities and ensures resources to keep Huntington clean, safe, and thriving.

What’s next: The first 20 certified demand letters went out last week. Owners have 30 days to pay before lawsuits are filed.

🛠 Guyandotte Leads in Bridge Safety

Governor Patrick Morrisey, U.S. DOT’s Shaz Umer, and WV Transportation Secretary Stephen Rumbaugh joined us in Guyandotte to announce an $820,000 federal SMART Grant — the first in West Virginia — for real-time monitoring of the East Huntington Bridge.

• New equipment tracks structural health to catch problems early, speed repairs, and save taxpayer dollars.

• Discussions are underway to bring back the bridge lights that frame our skyline.

📺 Watch the announcement

🌧 Kinetic Park Ponds: Flood Protection in Action

The city approved a contract to dredge retention ponds at Kinetic Park for the first time since 2016.

• Remove 3,000 cubic yards of sediment and debris (~5,000 tons)

• Restore stormwater capacity, reducing flood risk for Enslow Park and Southside

Why it matters: The dredging will improve stormwater capacity and reduce the chance of costly flood damage in nearby neighborhoods, protecting homes, businesses, and infrastructure during heavy rains.

What’s next: Work will begin in September once the ponds dry from recent rain.

Read more on our flooding projects

🦬 Why Here, Why Now: Mayor Farrell at Marshall’s Economic Development Conference

The moment: At Marshall University’s Accelerating Six Pillars of Excellence for West Virginia’s Economic Development Summit, I delivered the “Why Here, Why Now” address, making the case for Huntington as a hub for growth and innovation.

Why it matters: The City is at a turning point. Investments in infrastructure, public safety, and quality of life are creating momentum that attracts new businesses and talent. Huntington’s location, workforce, and collaborative partnerships position it to compete and win in a changing economy.

What’s next: We will continue aligning our economic development strategy with Marshall’s Six Pillars of Excellence framework, turning conference conversations into actionable projects that deliver results for residents and businesses.

🤝 Finding Common Ground in Divisive Times

The moment: In my Mayor’s Report at the most recent City Council meeting, I shared what I learned from meeting with other West Virginia mayors about the growing challenge of political divisiveness.

Why it matters: Cities and towns across the state are facing the same polarization, making it harder to solve problems and move communities forward. Turning down the temperature, both online and at public meetings, is a good way for us to move ahead together.

📹 Watch a clip from the Mayor’s Report

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