Counciling
I sit down to interview those involved in the only competitive race for city council
Hear y’all, hear y’all!
On our Minds
Brian here, and I’m so glad to be back with you all, writing about a topic dear to my heart: Morgantown City Council. I don’t mean to catch you by surprise, but we have a city council election coming up. Election day is April 29th and early voting begins Wednesday! Inside this Scout you will find an interview I conducted on housing issues and the expectations each candidate has going into this job. I only interviewed the two candidates in the contested race for 6th Ward: Stephanie Hunt and Mark Downs.1
I asked both candidates the same questions and gave no feedback in the moment. However, I’ll end by sharing my overall sense of how I might have answered these questions.
Thanks to the two candidates for sitting down with me. Now let’s get into it:
The Candidates on Housing
What is your vision for affordable housing in Morgantown over the next five to ten years?
Mark Downs: Affordable housing is a complex issue with a lot of dynamics. I primarily view it through the lens of supply and demand. Right now, we’re limited by some archaic zoning laws that restrict our ability to fully utilize existing housing. For example, in neighborhoods like South Park or Greenmont, you can't legally use an existing carriage house as housing unless you have a specific letter of compliance from the city. That’s a barrier we need to remove.
We also need to allow appropriate multi-family housing in residential areas, as long as it matches the character of the neighborhood. That requires working closely with the community to find supportive solutions. Expanding the housing supply this way can really help with affordability. The more housing we have, the more affordable it becomes.
One thing we've been doing downtown is converting unused second-floor office space into residential units. It’s been a great way to provide housing for service workers and others who wouldn’t otherwise be able to live near where they work.
Larger-scale programs are also important. For instance, the Federal Home Loan Bank has funding for affordable housing developments where a percentage of the units must be designated as affordable and include supportive services.
But again, zoning remains a major obstacle. There was a tiny home project that nearly moved forward, but B-2 zoning requirements made the costs prohibitive—tripling the cost per unit and effectively killing the project. While some safety regulations are valid, we have to consider whether these rules are keeping people unnecessarily unhoused. In many cases, any roof over someone’s head is safer than sleeping in a tent.
Stephanie Hunt: I'm glad you brought up five to ten years, because this isn't something that can be fixed overnight. That said, there are things we can begin addressing right now. For example, we really need to loosen restrictions that are making it harder to repurpose buildings or create split-level units. Our zoning laws often prevent these types of developments, and the truth is—we're not going to find much new land to build on. So we have to work with what we have.
There are plenty of empty buildings in the city that could be reused for housing, but zoning, permitting, and parking issues stand in the way. I want to make it easier for small-scale developers and property owners to convert spaces into affordable housing. Things like adaptive reuse, mixed-use zoning, and reduced permitting costs for projects with low-income units could go a long way. These barriers are stopping people from creating housing now, not just in the long term.
Looking further ahead, we need to offer incentives to create affordable housing—tax breaks, for example. Take the Richwood development: there’s nothing on the books requiring or even encouraging them to include affordable units. That’s a missed opportunity. We should be learning from other cities that are doing this well.
Many local politicians have said for years that we have more than enough resources. Do you agree with that assessment? If not, what would you do to create more resources? If so, why do you believe folks are not accessing those resources?
Stephanie Hunt: I don't think there's enough—there are still major gaps. We do have some amazing services in place that we shsoould be proud of, but we also have to ask why people aren't using them.
One issue is shelter capacity. I’ve heard people say shelters aren’t full, but then you go to get someone in and they tell you it is full. So I don’t think we have enough beds. And then there are rules that make it hard for folks to access services. For example, Hazel’s House of Hope doesn’t allow you to bring most of your belongings. If someone has to choose between staying in a tent with their things or losing them to access services, many will choose the tent. Why don’t we have lockers or storage solutions? Also, many people have pets, and they're not willing to give up the only consistent companionship they have just to go into a shelter. We need to address those realities.
Mark Downs: No, I don’t agree with that [assessment]. I’ve seen firsthand that we lack both financial and human capital resources. During this past winter’s cold snap, Councilor Danielle Trumble and I were out looking for people ourselves. That shows you just how under-resourced outreach services are.
We need more structured outreach programs—like quick response teams and better-funded street outreach. And even when people are in programs, we need to ensure they're supported with life skills development and follow-through. Some say we already have those things, but we could be doing a much better job of promoting them and making them accessible.
How do you define “affordable housing,” and who do you think it should serve in our community?
Mark Downs: That’s a tough question. I’d say affordable housing is housing that costs no more than 20–30% of a person's income, based on a livable wage. But that number can vary by community.
Ultimately, we’re talking about helping people who are struggling—people who need a hand up. There are programs that provide stipends and vouchers, and those are helpful, but affordable housing should ensure that folks earning low wages or facing barriers like disabilities or mental health challenges can have a stable place to live.
Stephanie Hunt: I’m really glad you asked that. We can't make progress on affordable housing if we're not all using the same definition. I’ve said the same thing about “safety” in the city—if we’re talking about different things, how can we solve the problem?
So, for affordable housing, I’d start with the definition based on income: housing that costs a set percentage—usually around 30%—of someone’s income. That’s a good baseline. But I don’t think that captures everything. What about folks on fixed incomes who are struggling to stay in their homes? There should be ways to help them hold onto what they already have. Affordable housing has to meet a wide variety of needs, and we should start with a clear definition and build from there.
How would you work with developers, landlords, and nonprofits to promote equitable housing?
Stephanie Hunt: As a council member, I see myself as a connector. I’m not an expert in affordable housing policy—that’s not my background—but I know there are people who are experts. Nonprofits that have been doing this for decades. My job would be to make sure those people are in the room and part of the conversation.
When we fund these groups—less than 1% of the city budget, by the way—we need to make sure we’re actually listening to what they need. That’s how we empower them to be effective.
Mark Downs: Equitability is in the eye of the beholder, and some landlords push back, especially when zoning changes are proposed. But at its core, this is about fairness and compassion. We need to communicate better and build consensus.
Nonprofit developers can step in where for-profit developers see too little profit. There have been projects that were nearly shovel-ready but got stuck due to zoning. It really comes down to working through those issues with transparency and collaboration.
What role do you believe the city government should play in preventing displacement and housing insecurity for low-income residents?
Mark Downs: The city should advocate for and support the organizations already doing this work. We fund some of them now, and I would continue that support. The professionals are in those organizations, not necessarily at City Hall. Our job is to make sure they have the resources they need. That’s also why I talk a lot about increasing the city’s budget—so we can allocate more to address these challenges.
Stephanie Hunt: I think the city needs to be both a supporter and a facilitator. We should create systems that people can rely on when they’re facing housing insecurity. Part of that means easing restrictions that make it harder to create more affordable housing. But it also means enforcing codes fairly—some buildings clearly shouldn’t have passed inspection, and yet people are paying high prices to live in places that are falling apart.
We need to ensure properties are properly maintained and remove barriers that prevent affordable housing from being built. And most importantly, we need to make sure people are connected to the resources that do exist. We don’t necessarily need to build a whole new city department—we need to work with the organizations that already know what they’re doing.
How would you ensure that affordable housing efforts are inclusive of individuals facing the greatest housing challenges, such as seniors, people with disabilities, or those experiencing homelessness?
Stephanie Hunt: We have to build that inclusivity into the policy language itself. I’m not a policy writer, but I know we need to involve the city attorney, the Human Rights Commission, and other experts to make sure we're getting it right.
I’ve faced housing challenges myself, and I know what it feels like when no one seems to be addressing it. We can’t just keep saying, “Yeah, there’s no affordable housing,” and then move on. We have to be deliberate in making sure policies are nondiscriminatory and accessible to those with the most need.
Mark Downs: I believe in evidence-based and performance-based support. If we’re allocating resources to an organization, we need to ensure those resources are being used efficiently and are truly serving the most vulnerable. Seniors, people with disabilities, and the poorest of the poor must be prioritized. That should be a key part of how we evaluate these efforts.
What examples from other cities or past projects inspire your approach to affordable housing?
Mark Downs: Locally, I’ve been really interested in the tiny home initiative Brandon Brammer was working on. I’d love to help get that project across the finish line. I’ve also read about wraparound housing services in places like Houston, where support services are built into specialized developments. That model is worth looking into, but for us, the priority is to get one successful project launched and build from there.
Stephanie Hunt: Columbus, Ohio, for one—they use a Housing First model that’s been proven to work. They focus on permanent housing without preconditions, and it's reduced chronic homelessness significantly. It’s also more cost-effective since it reduces reliance on emergency services.
I also really like Cincinnati’s “Clean Team” initiative. It provides paid employment to people experiencing homelessness and connects them with services and housing opportunities. Programs like that offer dignity and opportunity at the same time.
And I think tiny home villages could be a great transitional option that creates a sense of community. We don’t need to reinvent the wheel—plenty of cities are doing things that work. We just need to choose something and actually do it.
Council Priorities and Expectations
If elected, how do you envision your responsibilities and priorities as a city council member?
Stephanie Hunt: I’ve been learning as much as I can about how Council functions—how agendas are set, how departments operate, and where things get stuck. To me, being on Council means doing the slow, real work of listening, responding, and following through. It’s about pushing for systems that better serve people.
One of my priorities would be advocating for things like tax incentives for affordable housing. I know I won’t be running departments or hiring people directly, but I can have a vision and push for progress. I also want to make sure city staff have what they need to succeed, without bottlenecks slowing everything down.
Mark Downs: I see the core responsibilities as leadership, advocacy, and policymaking. First, I want to see stronger leadership from City Council—real involvement in setting priorities and leading the city forward. As an advocate, I plan to dig into issues neighborhoods are facing and fight for the changes they want to see. And from a policy standpoint, I think we need to revisit and modernize some outdated policies that no longer serve our city well.
What role do you believe City Council should play in shaping the long-term vision and direction of Morgantown? How is this different from what is currently happening?
Mark Downs: This is one of the reasons I’m running. I don’t think Council is currently setting a clear long-term vision. No offense to those already on Council—I know people are working hard—but the direction just hasn’t been there. I’ve been involved with Main Street and other groups, and I’ve seen good ideas get lost or go nowhere. Council should be leading with a vision, not just reacting. The administrative side should be there to serve that vision, not dictate it.
Stephanie Hunt: Honestly, I don’t think we have a cohesive long-term vision right now. One example is Richwood—it didn’t fall apart overnight. It happened because we ignored warning signs for years. We equated code compliance with quality housing, which clearly wasn’t the case.
We can’t let neighborhoods deteriorate and then act surprised. Everything is connected: housing availability, safety, property values. I want to be someone who steps in before things collapse, someone who brings ideas to the planning department and city manager.
I’d love to create programs to help people on fixed incomes stay in their homes—like funding for sidewalk repairs or home maintenance. Helping people keep housing is just as important as building new units.
How would you describe your leadership style, and how do you see it working within a collaborative, deliberative body like City Council?
Stephanie Hunt: I’m all about collaboration. I want to understand where people are coming from, even when I don’t agree with them. That’s the only way to move forward together.
I’ve already talked with some current council members, and we’re aligned on wanting real action on affordable housing. I know I’ll need to build coalitions to get items on the agenda—and I’m ready to do that work.
Mark Downs: I lead by example. I talk to everyone—especially people who disagree with me—because that’s where common ground starts. I’ve come into messy situations in my career where two sides were at a stalemate, and the key was always getting them in a room to talk. I’ve led from the front, from behind, and everything in between. But I prefer to lead from behind because it lets me work more closely on the interpersonal dynamics that actually build consensus.
How do you plan to engage with constituents and make sure their voices are represented in your decision making?
Mark Downs: By being present. I’ve been attending neighborhood association meetings for years and working in the community both as a private citizen and through my work with Main Street. For big projects like the downtown districting study and the Decker’s Creek recreation feasibility study, we made sure to involve a diverse group of stakeholders from the start—CVB, local businesses, neighborhood reps, MUB—so we weren’t working in a silo. I’ll continue that approach on Council.
Stephanie Hunt: We have to do better. Right now, most people don’t even know about the Morgantown 311 app. So if they’re not attending Council meetings—many of which are intimidating or inaccessible—they feel like they don’t have a voice.
I want to find ways to open communication and bring in ideas from other cities where residents feel truly heard. The status quo isn’t working.
What forces do you foresee will be attempting to influence you on Council, and how will you deal with that?
Stephanie Hunt: I’m not here for big money interests. I’m not connected to wealthy landlords or political insiders—I don’t owe them anything. I care about everyone’s opinion equally, but that doesn’t mean I’ll be swayed by those with more money or influence.
Mark Downs: Everyone will try to influence you. I’ve already heard from landlords and property owners, and some of them aren’t happy with my views. That’s okay. I’m not doing this for any specific group—I’m doing it for the entire community, especially for those who’ve been marginalized. I lean on people I trust when I need support or advice, and I’m not afraid to say no when influence doesn’t align with what’s right. I need to be able to sleep at night knowing I stood up for people who need it most.
What do you see as the biggest challenges facing the Council right now, and how would you approach addressing them?
Mark Downs: The city budget. It’s down 22% since 2014 when adjusted for inflation. That’s a serious problem. We have fewer jobs and fewer capital projects within city limits, partly because our tax structure and state code limit how cities can generate revenue. Businesses are setting up just outside city limits to avoid those hurdles, and we’re paying the price.
We need to turn that around with better policy and better procedures. We have to make it easier to open and operate businesses in Morgantown. Right now, people are waiting six months for permits to hang drywall, or being required to hire architects just to install a bathroom. These are burdens that push small business owners out of the city. We need to streamline that process so folks can invest and grow here.
Stephanie Hunt: One big challenge is how we’re handling homelessness.
We say it’s a major issue, but the city commits less than 1% of its budget to services that actually address it—like mental health, addiction, and housing. I’m not saying the answer is always more funding, but we can’t expect real results if we’re not supporting the systems that are trying to solve the problem. If we say something’s a priority, our actions should reflect that.
The camping ban didn’t solve homelessness. It just moved people around. Real solutions involve investing in what works: housing stability, long-term services, and real prevention strategies. Criminalizing poverty has never worked. If it had, the problem would be solved by now.
Another issue is how we define “safety.” Everyone has a different interpretation. We need to have that conversation and then follow the evidence about what actually creates a safer community.
What do you believe are the most important qualities of an effective City Council member, and how do you embody them?
Stephanie Hunt: You have to be willing to say, “I don’t know,” and then go find the people who do know. I spend a lot of time researching what’s working in other places and listening to professionals.
It’s not about having all the answers—it’s about asking the right questions and making informed decisions with the help of people who’ve spent years in their field.
Mark Downs: Open-mindedness, compassion, and availability. I try to answer every phone call. I walk downtown every day. I try to be approachable. This past winter, I opened a vacant storefront during a freezing weekend to give people a place to stay warm. I caught some heat for that, but I don’t regret it—it helped people and brought attention to a real problem.
I don’t align with any one ideology. I’m a militant independent. I value thinking freely and listening carefully. That’s what I’ll bring to the table.
As a city councilor you command somewhat of a bully pulpit how will you leverage that tool?
Mark Downs: I’d use it to champion causes that help the community move forward—especially those that promote healing and unity. The camping ban, for example, was divisive. I was against it, and I still think it was a mistake, but I want to help us heal from it.
Running for Council gives you a little more visibility, and I’ve been using that to talk with folks and open dialogue. I’ve only been on social media for about four months, but I’m learning and using it to stay connected.
I also have strong relationships at every level—WVU, County Commission, the state legislature. I’ve worked as a lobbyist for child welfare services. I know how to advocate, and I know how to get people in a room to find solutions. That’s what I’ll keep doing.
Stephanie Hunt: I’ve always stood up for people who need someone in their corner. That’s why I’m doing this. I’m not interested in sound bites or grandstanding—I want to draw attention to real issues and broken systems.
If I’m in a position to speak, I want to use that voice to start conversations that push things forward. Council often feels reactive instead of proactive. I’d like to see us build momentum toward long-term change, and that starts by raising expectations.
My Two Cents
Housing is a human right. Housing is what I stay up at night thinking about. I have spent countless hours researching this topic and crafting policy for our city that would lead to more equitable housing outcomes for our city. Affordable housing is housing that everyone can afford. When folks tell you that “affordable housing means different things to different people”, what they’re saying, likely unconsciously, is that we need to ensure a diverse mix of housing types. This priority assumes that there should be different ranges of habitability for different classes of people. We need a roof over our heads to live in any productive manner in society. Societal breakdowns can, in no small part, be linked directly to housing insecurity. Affordable housing is what the the poorest of us can afford, none of us should be spending more than 30% of our income on housing, and that includes utilities. We are grossly outside of those bounds in our city and we have tools to fix this problem, inclusionary zoning, incentives for development projects that require under market rate housing, incentives for landlords to maintain voucher properties and master leasing, rent caps, and dozens of other effective policy measures that make our community a place where everyone can live and work. Raising a minimum wage isn’t going to help anyone if the cost of things they need for survival is also increasing. We have to decommodify housing or we will hasten the collapse of our communities.
Dozens of communities across the nation have instituted protections for renters such as right to counsel in eviction proceedings, instituting community land trusts, creating government initiatied collectively owned housing, and insituting regulations to stop speculation on this basic human right.
These efforts are how we stop people from falling into the river. We often hear from folks that there are many who sleep outside and refuse shelter. Sure there is some small percentage of folks who feel that way. It’s never as simple as “I don’t want to go inside” but it happens. The way we stop folks from being acculturated to being outside, from the crushing stress and daily mental health crisis being unhoused inflicts on you, is by stopping them from ever becoming unhoused in the first place. It is extremely difficult to provide services to vulneralble folks right now. Every single aspect of our system of government and economics is designed to ensure they are exploited. Yes, our safety nets are completely insufficient in our city but until we grapple with why these folks are falling into the river in the first place, we are going to spend the rest of our lives pulling the same damn folks out.
Council is not an easy job if you care about Morgantown. It’s soul crushing and most of what you are going to get out of it in terms of personal gain is honestly negative political capital unless you are willing to play ball completely and totally with the developer and WVU machine. City goverenemtn right now and for years has limped along through a vaccuum of leadership mostly propelling through sheer momentum. The cities workplace culture in many departments is toxic and dysfunctional. This absence of execution and leadership from our administration has led to those who have always held the most influence to run amock and convince the feckless folks who hold every lever of power to get along to go along. A stunning example is the Richwood project, posed as an affordable housing project that would revitalize the Richwood neighborhood and replace blighted homes with shiny new residential space accessible to everyone, this project is now panning out to be another set of luxury living apartments and townhomes hopefully largely mixed use. The residential offerings of this project will not be affordable by any median income metric, they certainly wouldn’t pass muster with HUD requirements.
This is what happens when we allow ourselves to get led by our noses. When we dont hold our administration accountable to executing on the vision we have laid out for the city. We are NOT beholden to our administration they are beholden to the council, the folks YOU elected to represent you. We shouldn’t be executing policy based on the best deal or the most efficient plan, or the least controversial way to accomplish something. We should be executing policy by making our determination of what is best for the city, the city our constiuents tells us they want. We are executing our vision not just for WVU’s local relations department, or the economic development authority, but for all of our citizens who feel as if they do not have a voice. I hope that this new council can hold our administration accountable to our goals and be brave enough to give them feedback on what is NOT happening in the plans we set forward together.
On a final note, influence creeps into every politicians ear, I would advise every prospective candidate of any office to ensure they are not deceiving themselves by thininking they are above it. You must recognize and name when you may have a bias not ignore it in the belief that you cannot be corrupted lest that be exactly what happens.
Manifold
Ya’ll had enought to read here and apologies for the change in format but I thought it was important. Enjoy this video for Luther I cannot get out of my head the quiet and poigniant expression of love that this video softly conveys. It stands as a reminder for me of my beautiful wife, the love my life:
As a disclaimer, Mark and I have been friends for years, I have personal opinions about his candidacy for council but I will refrain from sharing them here.