HomeMy WebLinkAboutItem IVPLAN COMMISSION STAFF REPORT JULY 5, 2022
ITEM IV: PUBLIC HEARING: REVIEW 2022 ANNUAL ACTION PLAN COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM
BACKGROUND
Staff requests review and acceptance of the 2022 Annual Action Plan for the Community
Development Block Grant Program (CDBG).
The purpose of this review is for the Plan Commission to make a determination of consistency
that the proposed projects/activities in the 2022 Annual Action Plan are consistent with the
City’s 2005-2025 Comprehensive Plan, Comprehensive Plan Update 2040, official maps, or other
planned activities of the City.
ANALYSIS
Staff is requesting the Plan Commission to review and accept proposed projects/activities
designed to meet one of the national objectives (listed below) of the CDBG program, and
recommend Council authorize submittal of the 2022 CDBG Action Plan.
- Benefit to low- and moderate-income (LMI) persons
- Aid in the prevention or elimination of slums or blight, and
- Meet a need having a particular urgency (i.e. flooding, tornado, etc.)
The City prepares and submits an Annual Action Plan to the US Department of Housing and
Urban Development (HUD) to demonstrate how federal CDBG funds will be spent. The 2022
Program Year began May 1, 2022 and ends April 30, 2023. The 2022 allocation is estimated to be
$812,322. As proposed, over 70% of the CDBG 2022 allocation (less planning and
administration activities) will benefit low to moderate income (LMI) persons during the
program year.
Staff is recommending the following allocations:
$120,000 for public service activities implemented by local non-profit agencies that provide
needed services to LMI individuals and households. Public Service activities can represent no
more than 15% of the total annual grant allocation.
$85,000 for owner occupied housing improvement loans to assist LMI homeowners in making
needed repairs.
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$50,000 for the maintenance code violation program to assist LMI homeowners who have
received code violation citations from the City.
$30,000 to assist LMI homebuyers with financial assistance, principal reduction assistance,
and/or closing costs.
$25,000 to assist in lead paint housing identification and mitigation for LMI homeowners.
$158,322 to create affordable housing options for LMI households through the construction and
reconstruction of homes throughout the City.
$55,000 to assist LMI neighborhoods in property rehabilitation, including activities such as
landscaping and curb appeal type projects.
$120,000 for central city redevelopment of properties to remove slum and blight, including
activities such as acquisition and demolition.
$50,000 for public facility updates in a LMI area to ensure ADA compliance.
$119,000 administration and fair housing activities, which are not included in the 70% LMI
requirement.
Final Step
Prior to Council consideration, the Action Plan is reviewed by the Plan Commission for
consistency with the City’s 2005-2025 Comprehensive Plan, Comprehensive Plan Update 2040,
official maps, and other planned activities of the City.
Staff has reviewed all proposed projects and activities and none have been identified as being
contrary to the Comprehensive Plan, as updated, official maps, or other planned activities of the
City.
RECOMMENDATIONS/CONDITIONS
Staff recommends acceptance of the 2022 Annual Action Plan for the Community Development
Block Grant Program, together with a determination of consistency that projects/activities
identified above and listed on the attached are not in conflict with the City of Oshkosh
Comprehensive Plan, as amended, official maps or other planned activities of the City.
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2022 CDBG
Proposed Allocations
Housing Initiatives $348,322
Neighborhood Initiatives $55,000
Central City $120,000
Public Facilities $50,000
Public Services $120,000
Administration & Fair Housing $119,000
TOTAL $812,322
Annual Action Plan
2022
1
OMB Control No: 2506-0117 (exp. 09/30/2021)
2022 ANNUAL ACTION PLAN
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
CITY OF OSHKOSH, WI
Annual Action Plan
2022
2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Fiscal Year 2022 Annual Action Plan represents the third year of the City's Consolidated Plan (Con
Plan) for Fiscal Years 2020-2024 as approved by the Oshkosh Common Council and the US Department
of Housing and Urban Development (HUD). The Action Plan is the City of Oshkosh's application for HUD
entitlement grant funds and identifies the proposed programs and projects to be funded during the
City's CDBG Fiscal Year (FY) 2022.
During the 2022 Program Year, the City of Oshkosh will pursue the implementation of projects and
activities in the categories: 1) Central City Redevelopment; 2) Housing Initiatives; 3) Public Services; 4)
Neighborhood Initiatives; 5) Public facility improvements and 6) Program Administration & Planning. Of
the $812,322 in 2022 CDBG entitlement funds plus 2022 Program Income, a minimum of 70% of funds
must be spent on activities that will benefit LMI persons.
Activities funded with CDBG funds in this Action Plan will meet the national objectives of benefiting LMI
persons and/or preventing or eliminating slum or blighting conditions.
It is important to note that the Con Plan sets goals and strategies to be achieved over the FY 2020-2024
period. The six Con Plan Goals represent high priority needs for the City and serve as the basis for FY
2022 programs and activities identified in the Action Plan. The Con Plan goals are listed below in no
particular order:
Provide safe, decent, affordable housing
Provide housing, services and facilities for homeless persons or those at-risk of becoming
homeless
Provide housing, services and facilities for persons with special needs
Improve community facilities, infrastructure, public services and quality of life for residents
Create suitable living environment through public facilities or infrastructure improvements.
Encourage employment and promote economic opportunities
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items, or a table listed elsewhere in the plan or a reference to another
location. It may also contain any essential items from the housing and homeless needs assessment, the
housing market analysis, or the strategic plan.
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
For details regarding the objectives and outcomes targeted in the Con Plan and this Annual Plan in
relation to each of the six goals listed above, please refer to Sections AP-15 (Annual Goals and
Objectives) and AP-35 (Projects).
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
The City continues to monitor and evaluate the performance of the City's CDBG programs and activities
while ensuring regulatory compliance. The City's Annual Action Plan and Consolidated Annual
Performance and Evaluation Reports (CAPERs) have provided details about the innovations, projects and
programs completed by the City over the past program year.
The City recognizes that the evaluation of past performance is critical to ensuring the City and its
subrecipients are implementing activities effectively and that those activities align with the City's overall
strategies and goals. The performance of programs and systems are evaluated on a regular basis. The
City continues to improve the CDBG subrecipient application process in order to ease the administrative
burden on applicants and volunteer community-member boards and reviewers.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
In accordance with the Citizen Participation Plan outlined in the Con Plan, the draft Action Plan was
available online and a copy was available for review at the Community Development Office at the
Oshkosh City Hall. A thirty day public comment period was held after release of the proposed plan. Hard
copies of the Action Plan are available upon request.
The FY 2022 Action Plan was presented and discussed at the following virtual and/or in person meetings:
- Virtual Public/Neighborhood meeting – February 22, 5:00 pm
- Plan Commission, July 5, 4:00 pm
- Common Council, July 12, 6:00 pm
City staff also consulted with representatives from area agencies participating in the Winnebagoland
Housing Coalition, as well as the Oshkosh/Winnebago County Housing Authority and ADVOCAP. These
agencies provide a wide spectrum of services in the community and represent needs of many different
segments of the population to ensure future CDBG programming meets the needs of the community.
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
A summary of responses received via email is attached as an exhibit. Responses were received
from:
ADVOCAP
Christine Ann
Damascus Road
Day by Day Warming Shelter
Friendship Place
Miravida Living
Oshkosh Kids Foundation
Reach Counseling
Solutions Recovery, Inc.
Tri County Dental
United Way
Winnebago County Overdose Fatality Review Team / Jennifer Skolaski, PhD
6. Summary of comments or views not accepted and the reasons for not accepting them
Note: Insert response after end of public comment period.
7. Summary
The City of Oshkosh’s FY 2022 Annual Action Plan has been prepared as a guide for the expenditure of
CDBG funds based upon input from citizens and local agencies regarding the needs of the community
and use of funds; an assessment of needs in the community related to housing and community
development and an analysis of the area’s market create a picture of the environment in which the
program will be administered.
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency OSHKOSH
CDBG Administrator OSHKOSH Community Development
Department
HOME Administrator
Table 1 – Responsible Agencies
Narrative (optional)
The City of Oshkosh has designated its Community Development Department as the lead agency
responsible for administration of the Community Development Block Grant (CDBG) program and
associated reports. The Department is also the major public agency responsible for administering
programs addressed in the Consolidated Plan and this FY 2022 Annual Action Plan, except for Homeless
Programs. The Continuum of Care (CoC) for Homeless Programming is the Winnebagoland Housing
Coalition with ADVOCAP as the local non-profit agency taking the leadership role in administration.
The City works with numerous community-based organizations, partners, businesses, other funders, as
well as City of Oshkosh departments, to plan, develop, implement and evaluate activities outlined in this
plan.
Consolidated Plan Public Contact Information
Ms. Emily Tardiff
Grants Coordinator
City of Oshkosh
PH: 920.236.5029
Email: etardiff@ci.oshkosh.wi.us
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
Consultation on development of this Plan was achieved through interviews, e-mail correspondence,
social media outreach and public hearings. Efforts were made to consult agencies that provide a wide
range of services so that a clear picture of community needs would be available during development of
the Plan. The City of Oshkosh consulted with public and private agencies and organizations that provide
assisted housing, health services, and social services (including those focusing on services to children,
elderly persons, persons with disabilities, persons with HIV/AIDS and their families, homeless persons),
community-based and regionally-based organizations that represent protected class members, and
organizations that enforce fair housing laws.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l))
The City's Community Development Department acts as the single point of contact to coordinate efforts
between public and assisted housing providers, as well as private and governmental health, mental
health, and social service agencies. The City works with the following agencies to enhance funding and
service allocations to address the housing and community development needs of the area:
City of Oshkosh Community Development Department - oversees the CDBG program
Winnebago County Department of Human Services - provides care and protection to County
residents from infancy to old age, through consumer-focused programs designed to maintain
and improve the quality of life for consumers and their families.
Oshkosh/Winnebago County Housing Authority - manage the Public Housing and Section 8
Housing Choice Voucher Programs, create improvements to public housing communities, and
develop affordable housing.
Social Services Agencies - provides services to address the needs of low- and moderate-income
persons and those with special needs.
Housing Providers - rehabilitates and develops affordable housing for low- and moderate-
income families and individuals.
Winnebagoland Housing Coalition / CoC - oversees the Continuum of Care Network for the City
of Oshkosh and Winnebago County.
Each year as part of the application planning process, local jurisdictions, agencies, and organizations are
invited to submit proposals for CDBG funds for eligible activities. These groups participate in the
planning process by attending the public hearings, informational meetings, and through electronic
updates. These groups are notified through the City’s Community Development Department network of
upcoming meetings and funding opportunities. Also, the staff of the Community Development
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Department have proactively been participating in additional community encounter opportunities and
forming partnerships to accomplish larger scale housing and community development activities.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City of Oshkosh is a member of the Winnebagoland Housing Coalition, under the Wisconsin Balance
of State Continuum of Care (WIBOSCOC). Winnebagoland Housing Coalition meets each month to
engage in conversations regarding homeless issues, as well as coordinating the efforts of a variety of
agencies serving youth, families, and veterans experiencing homelessness. City of Oshkosh staff attends
the local CoC meetings and acts as the City's representative. The City coordinates its activities with the
Continuum of Care and supports its applications for funds. The City helps WIBOSCOC to address
homelessness by working together to develop a framework to deliver housing and supportive services to
the homeless and those at risk of homelessness.
The Winnebagoland Housing Coalition identifies regional and local homeless issues; coordinates regional
planning; identifies regional housing gaps and needs, strategies, and priorities; provides input for
Supportive Services for Veteran Families (SVF) and Emergency Solutions Grants (ESG) applications;
participates in completion of the CoC application; monitors Homeless Management Information Systems
(HMIS) participation and implementation; and coordinates and follows-up on the Point in Time (PIT)
count and Annual Homeless Assessment Report (AHAR).
The Winnebagoland Housing Coalition has representation from multiple interest groups including: CDBG
Jurisdictions, Public Housing Authorities, domestic violence service providers, Veterans, youth service
providers, Community Action Partnerships, homeless service providers, and faith-based organizations.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
Most of WIBOSCOC ESG funding is allocated by the Wisconsin Department of Administration, Division of
Housing, Energy, and Community Resources (DEHCR). The CoC develops priorities, target populations,
outcome measures, and evaluation processes for ESG through an elected agency such as ADVOCAP,
including prioritizing Rapid ReHousing (RRH). The CoC decides on ESG funding ranking and project
scoring based on knowledge of projects, capacity of applicants and participation in CoC planning.
ADVOCAP, as the Collaborative Applicant and HMIS Lead, has access to the Point in Time and Homeless
Management Information System (HMIS) data.
Annual Action Plan
2022
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OMB Control No: 2506-0117 (exp. 09/30/2021)
The Winnebagoland CoC and the HMIS work together to assess data quality throughout the CoC. This
includes working on Annual Homeless Assessment Report (AHAR) submission, the PIT count, project
review/ranking, and working with individual programs while completing their Annual Performance
Reports (APRs). There are thirty-seven (37) beds at the Christine Ann Domestic Violence Shelter, fifty
(50) rooms at Father Carr’s. Lastly, the Day-by-Day Warming Shelter has twenty-five (25) beds during the
winter months, open only from October 15th through April 15th.
There are three (3) transitional housing projects within Winnebago County. COTS operates two
transitional housing shelters in Oshkosh, one eight (8) bed shelter for women and one ten (10) bed
shelter for men. ADVOCAP also operates one scattered-site transitional housing project funded by the
Department of Justice. The DOJ-funded project can provide for three (3) individuals and ten (10) families
per year. ADVOCAP also operates a HUD-funded permanent supportive housing project, with five (5)
households within Oshkosh in scattered sites, and four (4) HUD-funded Rapid Re-Housing projects, with
seventeen (17) households in Oshkosh. However, there are zero Runaway or Homeless Youth beds being
reported in Oshkosh or Winnebago County. Additional outreach to volunteer and faith-based
organizations will occur through the implementation of coordinated entry. The CoC will work with
Veterans to improve participation among VA-funded projects.
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Annual Action Plan
2022
23
OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City of Oshkosh may provide vacant/undeveloped lots to private developers, Habitat for Humanity,
ADVOCAP or other non-profit/CHDO agencies for construction of new affordable housing units.
Discussion
The CDBG program year runs from May 1, 2022 through April 30, 2023. The CDBG funds will be used to
address the following priority needs:
Housing Needs
Homeless Needs
Other Special Needs
Community Development Needs
Economic Development Needs
Administration, Planning, and Management Needs
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.
Annual Action Plan
2022
27
OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
During the 2022 Program Year, the City of Oshkosh will pursue the implementation of projects and
activities in seven major categories:
Program Administration & Planning
Fair Housing
Housing Initiatives
Neighborhood Initiatives
Central City Redevelopment
Public Services
Public Facility
The use of CDBG funds in 2022 will focus on activities and programs that:
Improve, maintain and create housing accessibility to homeownership for income qualified
homebuyers
Revitalize neighborhoods through streetscaping improvements, curb appeal improvements,
elimination of slum and blight properties
Provide funding to various public service agencies, to be determined, that provide
shelter/services to persons that are homeless, affected by domestic abuse, recovering from
addiction, need health care services, etc.
Provide training for landlords or tenants on fair housing regulations
Provide administration of the overall CDBG program
Projects
# Project Name
1 Program Administration
2 Fair Housing
4 Housing Initiatives
5 Neighborhood Initiatives
6 Central City Redevelopment
Annual Action Plan
2022
28
OMB Control No: 2506-0117 (exp. 09/30/2021)
# Project Name
7 Public Services
8 Public Facility
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
All funding allocations are consistent with priority needs in the City of Oshkosh and align with the 2020-
2024 Consolidated Plan, Citizen Participation Plan, City Strategic Plan, the Oshkosh Housing Study, and
various other documents that guide staff during the allocation process. Every effort was made to ensure
that the most vulnerable citizens in Oshkosh are the beneficiaries of the Program Year 2022 CDBG
funding allocation. Unfortunately, the needs are greater than the funding received.
Annual Action Plan
2022
29
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
1 Project Name Program Administration
Target Area
Goals Supported AM-1 Overall Coordination
Needs Addressed Housing Need
Homeless Need
Other Special Needs
Funding CDBG: $100,000
Description Funds used for salaries of personnel involved in general management,
oversight and coordination of CDBG program, associated training and
related costs; as well as, preparation of functional plans and studies.
Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
66,816 persons (April 1, 2020 Census)
Location Description City of Oshkosh, Department of Community Development, 215 Church
Avenue, Oshkosh, WI 54903-1130
Planned Activities Matrix Code: 21A General Program Administration 570.206
2 Project Name Fair Housing
Target Area Oshkosh Priority Areas
Goals Supported AM-1 Overall Coordination
Needs Addressed Housing Need
Homeless Need
Other Special Needs
Funding CDBG: $19,000
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Description Provide fair housing counseling and training activities to protected
populations who are prospective renters and/or landlords and property
owners, as well as provide fair housing services (i.e. intake, referrals, etc.)
for residents of Oshkosh. Process complaint/intake services; referral
services with non-fair housing inquiries, as well as provide fair housing
training sessions for local landlords, tenants, homeowners, and
interested parties.
Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
66,816 persons (April 1, 2020 Census)
Location Description Citywide
Planned Activities Matrix Code: 21D Fair Housing Activities (subject to Admin cap) 24 CFR
570.206(c)
3 Project Name Housing Initiatives
Target Area
Goals Supported HS-1 Housing Support
HS -2 Housing Construction
HS-3 Housing Rehabilitation
Needs Addressed Housing Need
Homeless Need
Other Special Needs
Funding CDBG: $348,322
Description Funds used to rehab and expand the City's affordable housing stock for
LMI households as well as to stabilize and visually improve older LMI
neighborhoods. Funds will be used to provide home ownership
opportunities to eligible homebuyers by providing direct financial
assistance loans. Funds will be used to acquire homes in need of repair,
make needed repairs and sell the home to a qualified homebuyer.
Improve, maintain and create affordable housing options for LMI
persons/households; home ownership assistance, rental rehabilitation,
acquisition, rehab, construction/reconstruction and resale to eligible
homebuyers.
Target Date 4/30/2023
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Estimate the number
and type of families
that will benefit from
the proposed
activities
12 LMI Households
Location Description Citywide
Planned Activities Matrix Codes: 13B Homeownership Assistance (excluding Housing
Counseling under 24 CFR 5.100) 24 CFR 570.201(n) AND 14A
Rehabilitation: Single-Unit Residential 24 CFR 570.202(a)(1) AND 12
Construction of Housing 24 CFR 570.201(m), 570.204 or 42 USC
5305(a)(15) Construction of housing with CDBG funds must either be:
carried out by CBDOs, in accordance with the regulations at 24 CFR
570.204(a); in accordance with 42 USC 5305(a)(15); or last resort housing
under the provisions of the Uniform Act, 42 USC Part 49.
National Objective: LMH Low/mod housing benefit: activities that are
carried out for the purpose of providing or improving permanent
residential structures that will be occupied by low/mod income
households. 570.208(a)(3)
4 Project Name Neighborhood Initiatives
Target Area Oshkosh Priority Areas
Goals Supported HS-3 Housing Rehabilitation
Needs Addressed Housing Need
Homeless Need
Other Special Needs
Funding CDBG: $55,000
Description Funding to assist in rehabilitation of properties occupied by residents in
low-moderate income areas.
Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
10 LMI Households
Location Description Citywide
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Planned Activities Matrix Code: 14A Rehabilitation: Single-Unit Residential 24 CFR
570.202(a)(1)
National Objective: LMA Low/mod Area Benefit: activities that are
carried out for the purpose of providing or improving permanent
residential structures that will be occupied by low/mod income
households. 570.208(a)(1)
5 Project Name Central City Redevelopment
Target Area Oshkosh Priority Areas
Goals Supported CD-5 Clearance/Demolition
Needs Addressed Housing Need
Community Development Need
Funding CDBG: $120,000
Description Assist with redevelopment of blighted properties within the central city,
acquisition of scattered spot blighted properties, properties within
designated redevelopment areas, or approved neighborhood
associations. Activities may include acquisition, relocation, demolition,
environmental remediation, public facility improvements, streetscaping
and site clearance.
Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
66,816 persons (April 1, 2020 Census)
Location Description Central City
Planned Activities Matrix Code: 04 Clearance and Demolition 24 CFR 570.201(d)
National Objective: SBS Slum/blight, spot basis - Activities undertaken on
a spot basis to address conditions of blight or physical decay not located
in designated slum/blight areas. 570.208(b)(2)
6 Project Name Public Services
Target Area
Goals Supported CD-3 Public Services
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Needs Addressed Housing Need
Homeless Need
Other Special Needs
Community Development Need
Funding CDBG: $120,000
Description Funds provided to local non-profit agencies that provide needed services
to LMI individuals/households. An established Public Service Consortium,
consisting of citizens at large, provides a streamlined application &
evaluation process to reduce funding overlaps with limited dollars. The
Public Service Consortium will allocate funds to public service agencies
that may apply for funding through the City's application process.
Activities may include health care assistance, emergency shelter, food
pantry, peer support, advocacy and education, emergency assistance,
dental care.
Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
1,000 LMI persons
Location Description Citywide
Planned Activities Matrix Code: 05Z Other Public Services Not Listed in 03T and 05A-05Y 24
CFR 570.201(e)
National Objective: LMC Low/mod limited clientele benefit - Activities
that benefit a limited clientele, at least 51% of whom are low/mod
income. LMC activities provide benefits to a specific group of persons
rather than to all the residents of a particular area. 570.208(a)(2)
7 Project Name Public Facility
Target Area Center City
Goals Supported CD-1 Community Facilities and Infrastructure
Needs Addressed ADA Accessible
Other Special Needs
Community Development Need
Funding CDBG: $50,000
Description Funds to be used to remove building and architectural barriers that
restrict mobility and accessibility.
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Target Date 4/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
66,816 persons (April 1, 2020 Census)
Location Description Central City
Planned Activities Matrix Code: 03Z Other Public Improvements Not Listed in 03A-03T 24
CFR 570.201(c)
National Objective: LMA Low/mod Area Benefit: activities that are
carried out for the purpose of providing or improving permanent
residential structures that will be occupied by low/mod income
households. 570.208(a)(1)
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
All programs, projects, and activities to be carried out under the 2022 Annual Action Plan will meet one
of the three National objectives of:
Benefit to low and moderate income (LMI) persons.
Aid in the prevention or elimination of slums or blight.
Meet a need having a particular urgency
Funds will be used to assist LMI persons and households on a city-wide basis or in neighborhoods with
approved associations, occur in and benefit LMI/LMA census tracts/block groups, or in spot blighted or
approved redevelopment areas. See Exhibit B for low to moderate income census block groups for the
City’s approved neighborhood association map. It should be noted the neighborhood associations map
will change as new associations are recognized by the City.
Geographic Distribution
Target Area Percentage of Funds
Oshkosh Priority Areas 85
Center City
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Assistance will be directed primarily to LMI census tracts and block groups and recognized neighborhood
associations (as shown in the maps in Exhibit B), as well as properties spot blighted or designated as
redevelopment areas by the City, or on a community wide basis to LMI income eligible persons. The
majority of the LMI census tracts and block groups are located within the oldest areas of the Central
City, which are predominately single and two family residential neighborhoods (though many have
experienced inappropriate single family to multiple family conversions), but also include a mix of
commercial, industrial and institutional uses.
Residents in these areas have limited financial capacity to address housing and non-housing conditions,
as well as neighborhood revitalization efforts. The City’s 2022 CDBG Action Plan activities and programs
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are intended to address these needs.
Discussion
Not applicable.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
City of Oshkosh will utilize its CDBG funds to support housing financial assistancecode violation
assistanceand owner-occupied housing rehabilitation programs.
The following affordable housing accomplishments are expected to be completed during the FY 2022
CDBG Program Year:
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 15
Special-Needs 0
Total 15
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 13
Acquisition of Existing Units 2
Total 15
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
The City will fund the following affordable housing activities to achieve the stated one year goals above
with FY 2022 CDBG funds:
Housing Rehabilitation - 11 LMI owner-occupied housing units rehabilitated and 2 LMI
households provided downpayment assistance
Code Violation - 2 LMI owner-occupied housing units rehabilitated
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AP-60 Public Housing – 91.220(h)
Introduction
The City of Oshkosh will provide funding to support the Oshkosh/Winnebago County Housing Authority
and the local Habitat for Humanity’s homebuyers programs with homebuyer financial assistance loans
and rehabilitation as needed for repairs/code violations.
The Oshkosh/Winnebago County Housing Authority currently owns eight public housing properties, in
addition to a number of scattered sites:
1. Court Tower - 104 units, 100 Court Street, Oshkosh, WI 54901
2. Raulf Place - 104 units, 530 N Main Street, Oshkosh, WI 54901
3. Marian Manor - 121 units for elderly and disabled residents, 600 Merritt Avenue, Oshkosh, WI
54901
4. Fox View Apartments - 31 units for elderly residents, 330 West Main Street, Omro, WI 54963
5. Riverside Commons - 30 units, 101 North Second Street, Winneconne, WI 54986
6. Cumberland Court Apartments - 72 units, 1030 Cumberland Trail, Oshkosh, WI 54904
7. Waite Rug Apartments - 56 units for elderly, disabled, or veteran residents, 300 East Custer
Avenue, Oshkosh, WI 54901
8. Willow Apartments - 13 units, 202 E Tennessee Ave, Oshkosh, WI, 54904
Actions planned during the next year to address the needs to public housing
The City of Oshkosh will collaborate with the Oshkosh/Winnebago County Housing Authority on projects
to further affordable housing for low- to moderate-income households and/or disabled households.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Residents of the Oshkosh Housing Authority have an annual meeting with the Executive Director, as well
as bi-monthly meetings with property managers and social workers. Additionally, there is a tenant from
Raulf Place on the Housing Authority Board. The Housing Authority also sends out newsletters to
residents to keep them informed on Housing Authority activities and initiatives. In order to better serve
non-English speaking public housing residents, the Housing Authority has translators available for
residents. Additionally, the housing authority invites a guest speaker at an annual employee event, and
sends out monthly Fair Housing online newsletters to all staff.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable; the Oshkosh Housing Authority and Winnebago County Housing Authority are not
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designated as troubled.
Discussion
The City of Oshkosh has identified that there is a need for decent, safe and sanitary housing that is
affordable and accessible to address the households affected by housing problems, severe housing
problems, and housing cost burdens. The largest groups affected by housing problems are the extremely
low-income households and senior households. The Oshkosh/Winnebago County Housing Authority is
an important part of the City's affordable housing strategy and the primary assisted housing provider of
housing for extremely low income, very low income, and lower income residents of the City of Oshkosh.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The Wisconsin Balance of State CoC (WIBOSCOC) serves a total of sixty-nine counties. The 69 counties
are organized into twenty-one geographically dispersed local homeless coalitions. The City of Oshkosh is
part of the Winnebagoland CoC. The region is made up of two counties which include: Fond du Lac
County and Winnebago County.
According to the WIBOSCOC governance charter, the purpose of the Wisconsin Balance of State CoC is
to lead and support the efforts of its members to end homelessness. The CoC works toward ending
homelessness by providing leadership to providers of homeless services and ensuring the efficient and
effective delivery of housing and supportive services to individuals and families experiencing
homelessness or at risk of homelessness. This includes strongly encouraging community-wide
commitment to ending homelessness, providing funding for efforts by nonprofit providers, and
promoting access to and effective use of mainstream programs by individuals and families experiencing
homelessness.
The City continues to collaborate with the local warming shelter and recently assisted in the Shelter's
efforts in acquiring property to construct a more permanent shelter facility that will offer on-site
services, additional resources and additional beds.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Homeless service providers maintain contact with other agencies that may not be active members of the
housing coalition to facilitate homeless participants accessing services in a timely manner or to assure
appropriate referral of persons by other agencies to the homeless service providers.
Also, ADVOCAP and the Day by Day Warming Shelter provides staff support to conduct point in time
surveys of homeless needs, prepare annual needs assessment and prioritization of unmet needs, and
write grants for joint homeless activities. The City will continue to participate as a member of the
Winnebagoland Housing Coalition to provide and obtain input from organizations providing the
necessary services and assist with funding where possible.
The biggest risk factors of homelessness continued to be: 1) a person or family double-up with another
family, 2) being released from a psychiatric facility, 3) being released from a substance abuse treatment
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facility, or 4) being released from a correctional facility.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Oshkosh will continue to support the Day by Day Warming shelter that serves a small but
definite population of persons with limited shelter options in the community. The Day by Day Warming
Shelter adds an important level to the continuum of care in this area by providing a safe setting to a
vulnerable homeless population. Despite nearly 200 success stories of guests working toward self-
sufficiency at the shelter, the need for temporary overnight shelter is growing in Oshkosh. The City will
continue to support this public service activity in 2022.
Homelessness and the factors affecting it are increasing and the temporary local warming shelter has to
regularly turn people in need away. The City will work with Day by Day Warming Shelter in its pursuit of
a more permanent shelter facility that will offer on-site services and resources and additional beds.
Also, the Redevelopment Authority (RDA) of the City of Oshkosh has leased a single family house to
ADVOCAP for short term transitional housing.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
Using the HUD System Performance Measure Guidance, the HMIS Lead developed a CoC Performance
Report with metrics for “Length of Time Homeless” (LOTH) and reviewed this data with the CoC Data
Committee which meets quarterly to review CoC Performance and identify needed interventions. The
strategies to reduce the length of time of homelessness include: 1) Coordinated Entry through the
Vulnerability Index & Service Prioritization Decision Assistance Tool which included LOTH as a
prioritization factor; 2) the CoC adopted a protocol that mirrors CPD 14-012, “Notice on Prioritizing
Persons Experiencing Chronic Homelessness and Other Vulnerable Homeless Persons in Permanent
Supportive Housing and Recordkeeping Requirements for Documenting Chronic Homeless Status”,
which directs Permanent Supportive Housing resources to those with the greatest LOTH; 3) the CoC
increased its Rapid Rehousing inventory with the goal of housing people within 30 days of becoming
homeless; and 4) the Data Committee reviewed aggregate and project level performance data quarterly
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to identify where LOTH was not decreasing.
Through the use of the VISPDAT, the CoC prioritizes the most vulnerable families. Rapid Rehousing (RRH)
programs, along with all project types, are expected to serve families based on their vulnerability score,
while utilizing a Housing First approach. The use of RRH has increased throughout the CoC. ESG funds
are prioritized for RRH over homeless prevention services. An increase in Supportive Services for
Veteran Families (SSVF) resources are being utilized to rapidly rehouse veteran families.
The CoC also aims to reduce the rate of individuals and families who return to homelessness. The
Wisconsin Balance of State CoC looks at reoccurrence rates as part of the project scoring for HUD
Competition each year. The WIBOSCOC looks at one and two-year returns. Winnebagoland CoC’s
Permanent Supportive Housing project has a 0% return, one Rapid Rehousing project has an 8% return,
and another RRH project has an 11% return.
The Center for Veteran’s Issues operates the HUD VASH project in Winnebago County. The Center does
not fall under direct control of a single governmental entity. It works as an independent provider and
servicer dedicated to ending Veteran homelessness in the state of Wisconsin.
The Oshkosh/Winnebago County Housing Authority administers the HUD-VASH program and prioritizes
veterans on their waiting list.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The City will continue to participate on the Winnebagoland Housing Coalition to provide and obtain
input from organizations providing the necessary services and assist with funding where possible.
While City staff will not lead the effort to create a discharge policy, staff will participate in any efforts to
create such a policy.
Discussion
The City of Oshkosh does not receive any private or public funds to address homeless needs or to
prevent homelessness. There are a number of public and private organizations providing these
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homeless services in the community and the City supports these agencies through funding public service
agencies. And, the Continuum of Care (CoC) in Oshkosh has a direct influence in addressing the needs of
the homeless.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
In 2020, the City of Oshkosh prepared an Analysis of Impediments to Fair Housing Choice (AI). The AI
identified local jurisdictional and regional collaborative actions the participants will undertake over the
next five years to address fair housing choice and housing affordability.
The City of Oshkosh Community Development staff routinely responds to questions from City residents
pertaining to the Fair Housing Act and its provisions. City staff are familiar with local Ordinances and
Federal laws concerning fair housing that are designed to protect all residents of the community from
discrimination.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The Oshkosh public transportation system, provides bus service to LMI households in Census Tracts 1, 2,
4, 5, 7, 8 , 11, 12, 14 and 15.
As City streets are resurfaced, they are designed to enable safe access for all users, including
pedestrians, cyclists, motorists and transit riders, that helps create a livable community for all citizens.
Also, there are a number of State and local regulations designed to promote the orderly development
and maintenance of safe, decent and sanitary housing in the community. To eliminate duplication, the
City uses the building codes established by the State for uniform construction standards. Consequently,
the City’s building codes do not appear to hinder the development or preservation of
affordable housing.
Likewise, the locally established Minimum Housing Code does not create a barrier for affordable
housing. These standards parallel the National Minimum Housing Code Standards and are minimum
requirements established to preserve and promote the public health, safety, comfort, personality and
general welfare of the people. Their enforcement is necessary to preserve and encourage the
private/public interests in housing and its maintenance.
Legal Action of Wisconsin (LAW) provides legal aid related to affordable housing, serving low-income
residents living in the City. LAW staff provides assistance to residents who face eviction, are denied
housing, or are forced to live in uninhabitable conditions. Information on foreclosures, consumer issues,
and fair housing is also provided to the residents. LAW policies and activities promote the awareness of
fair housing requirements. They provide consultation to developers and municipalities to ensure that
rental and for-sale units are marketed in accordance with the affirmative marketing rules of the U.S.
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Department of Housing and Urban Development. LAW ensures that all housing programs and services
provided by the City, its municipalities, and LAW itself, are administered in a way that promotes fair
housing on the basis of race, national origin, religion, gender, disability, and familial status.
The City contracts with the Fair Housing Center of Northeastern Wisconsin (FHCNW) for fair housing
services. The FHCNW Outreach & Education Program provides fair housing training for interested
parties, fair housing technical assistance for government agencies, development and distribution of fair
housing educational materials, and presentations to the general public. The mission of FHCNW is to
promote fair housing throughout the State of Wisconsin by combating illegal housing discrimination and
by creating and maintaining racially and economically integrated housing patterns.
The City’s zoning and land-use codes promote the morals, aesthetics, prosperity, health, safety and
general welfare of all people in Oshkosh. These codes are constructed to allow compatible development
throughout the community and are flexible enough to encourage redevelopment in the community’s
existing, established areas.
All residential properties are assessed on a citywide basis using market sales data of comparable
properties in and around the immediate neighborhood. Citywide assessing ensures an equitable
treatment of residential property and provides an incentive to those who maintain and improve their
properties.
The current public policies relating to housing and, in particular, affordable housing, do not appear to be
excessive, exclusionary, or discriminatory nor do they duplicate any other policies. The City will work
with developers, homeowners and public agencies that encounter barriers to affordable housing to
address the issues.
Discussion:
The City of Oshkosh will continue to monitor and review public policies for discriminatory practices,
and/or impacts on housing availability during this program year. In addition to the proclamation, the
City has completed the following activities to promote fair housing:
The City continues to contract with Milwaukee Fair Housing Council and has revised the Fair Housing
Ordinance to reflect the current structure for investigation and disposition of complaints through a
third-party contract (Fair Housing Council) as needed.
The City continues to administer a voluntary Residential Rental Registration and Inspection program.
The City-wide program is voluntary and provides for the registration and inspection of residential rental
dwelling units in the City to ensure units provide safe, decent, and sanitary living conditions for tenants
and to prevent further deterioration of those units.
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AP-85 Other Actions – 91.220(k)
Introduction:
City of Oshkosh has developed the following actions to address obstacles to meeting underserved
needs, foster and maintain affordable housing, reduce lead-based hazards, reduce the number of
poverty-level families, develop institutional structures, and enhance coordination between public,
private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs
The primary obstacle to meeting the underserved needs in the City is the limited financial resources
available to address the priorities identified in the Five-Year Consolidated Plan and the lack of affordable
housing in the City. Under the FY 2022 CDBG Program the City will take the following actions:
Continue to leverage its financial resources and apply for additional public and private funds
Continue to provide financial assistance for housing initatives
Continue to provide funding for public service activities
Continue to do provide public facility improvements
Actions planned to foster and maintain affordable housing
The City will fund the following affordable housing activities with FY 2022 CDBG funds:
Central City Redevelopment
Housing Initiatives
Public Services
Actions planned to reduce lead-based paint hazards
The City will continue to comply with Title 24 Part 35: Lead-Based Paint Poisoning Prevention in Certain
Residential Structures (Current Rule) for its Housing Rehabilitation Program. In order to meet the
requirements of the lead-based paint regulations, the City will take the following actions regarding
housing rehabilitation:
Applicants for rehabilitation funding receive the required lead-based paint information and
understand their responsibilities.
Staff properly determines whether proposed projects are exempt from some or all lead-based
paint requirements.
The level of Federal rehabilitation assistance is properly calculated and the applicable lead-
based paint requirements determined.
Properly qualified personnel perform risk management, paint testing, lead hazard reduction,
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and clearance services when required.
Required lead hazard reduction work and protective measures are incorporated into project
rehabilitation specifications.
Risk assessment, paint testing, lead hazard reduction, and clearance work are performed in
accordance with the applicable standards established in 24 CFR Part 35, Subpart R.
Required notices regarding lead-based paint evaluation, presumption, and hazard reduction are
provided to occupants and documented.
Program documents establish the rental property owner's responsibility to perform and
document ongoing lead-based paint maintenance activities, when applicable.
Actions planned to reduce the number of poverty-level families
The City’s goal is to reduce the extent of poverty by actions the City can control and through work with
other agencies and organizations. The City will fund the following anti-poverty activities with FY 2022
CDBG funds:
Central City Redevelopment
Housing Initiatives
Public Services
Actions planned to develop institutional structure
The City's Community Development Staff will coordinate activities among the public and private
agencies and organizations in the City. This coordination will ensure that the goals outlined in the FY
2020-2024 Five-Year Consolidated Plan will be effectively addressed by more than one agency. The staff
of the Economic Development Division will facilitate and coordinate the linkage between these public
and private partnerships and develop new partnership opportunities in the City. This coordination and
collaboration between agencies is important to ensure that the needs of the residents of the City of
Oshkosh are being addressed.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City is committed to continuing its participation and coordination with social service agencies,
housing agencies, community and economic development agencies, City, county, federal, and state
agencies, as well as with the private and non-profit sectors, to serve the needs of target income
individuals and families in the City. The City solicits funding requests for CDBG funds annually. The
Economic Development Division staff provides help and assistance as needed to assist these public
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agencies that receive CDBG funding.
Discussion:
None
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The City of Oshkosh expects to receive $812,322 in CDBG funds for FY 2022 Program Year. The City
expects to receive $150,000 in Program Income during the FY 2022 Annual Action Plan period.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The percentage of CDBG funds that will be used for activities that benefit persons
of low and moderate income. Overall Benefit - A consecutive period of one, two or
three years may be used to determine that a minimum overall benefit of 70% of
CDBG funds is used to benefit persons of low and moderate income. Specify the
years covered that include this Annual Action Plan. 75.48%
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Exhibit of E-mail Responses Received from Non-Profit Agencies
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ADVOCAP Response
1. When working with citizens in Oshkosh, what has your organization identified as a the
greatest need in order to effectively serve the citizens? What barriers is your organization
facing when trying to help community members and meet the goals of your organization?
The lack of truly affordable housing is the highest identified need we see when dealing with
people in our homeless program.
We have seen an increase in persons who are dealing with untreated mental health issues, as
well as those who have AODA issues, some of them chronic. Finding appropriate medical care
is very difficult.
The inability to afford necessary repairs that prevent further deterioration of buildings. Existing
programs do not provide financial assistance for urgent low/moderate cost repairs for owners.
2. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
Again, readily available mental health care seems to be a gap.
Assistance to move people. Many landlords end up with household full of 'stuff' because
tenants do not have a way of moving furniture or a way to get rid of excessive trash. It
becomes a habit to just leave it, as they are accustomed to not getting security deposits back.
When we ask people who are requested assistance why they have not had an income for x
many months, or indicate they can't find a job -- these are the top three reasons we hear:
Affordable and reliable transportation is still a gap for many of our households.
24 hour, affordable child care, with transportation for the children back and forth to
school. Many of the living wage jobs work extended hours, and households with one
parent have no way of getting their children back and forth to school and day care.
Long term affects of COVID, or the need to keep their children home for periods of time
when they have been exposed to COVID.
Financial assistance for maintenance of rental property is non-existent.
3. What is the number one issue you see when assisting community members? Right now
there is a lot of extra funding due to federal COVID money.
I'm concerned about the future, when these funds are gone.
Deferred maintenance of owned and rental housing.
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Advocap Continued:
4. Does your organization plan to submit an application for CDBG funds for the upcoming
program year?
5. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals. Possible
affordable housing opportunities that have ties to behavior health services.
COMMUNITY NEEDS
Transportation
Working with individuals and businesses in our service area we continue to hear the same
needs and barriers individuals face in their day to day living. With jobs very plentiful the
problem is not finding a job but instead it is keeping a job once you get it because of the lack of
transportation and child care in our area. Many of the jobs available are located in the outskirts
of our city limits. So many of the larger companies have moved out to the Industrial Parks
where transportation is very limited if not non existent. If an individual does not own a vehicle
their chances of getting a good job and keeping it are greatly reduced because of the shortage
of reliable used vehicles. Used vehicles that are reliable have gone up drastically in price making
it hard for the individual who has not had a job almost impossible to obtain without paying a
very high interest rate. The Work N Wheels program is available to them once they have
worked at a job for 3 months but 3 months is a long time to try and get rides to work and home.
Buses are not available to many of the industrial parks and if they are a person may be able to
get to work but not get home because of the bus schedules. A taxi is not a viable option
because of the cost if you have to get a ride to and from work 5 days a week. In order to solve
this problem the municipalities have to work closer with companies to figure out a way to make
transportation available for workers to get from home to work and back for at least the 1st and
2nd shifts.
Child Care
Child care in the last couple of years has become an even bigger need in our communities. Child
cares are full with waiting lists to get in. So many people are not able to work because of the
lack of child care available. After hour day care is almost non existent in our area leaving
individuals who could work a second shift job no way to take advantage of that opportunity.
Right now the problem is not that there are no jobs available for the individuals the problem is
there is no child care for their children during and after regular shift hours. So many of our
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businesses in our area are looking for those individual that can work the hours after 5:00PM
and before 8:00AM but employees have no where to go with their children. We have assisted
many child care centers get started from the very small ones to very large ones and no matter
how big they are before they ever get started they are at maximum capacity for children. We
have assisted child care centers opening in our biggest cities and our very small communities
with the same results. Over capacity in the first month. Infant care is really non existent in our
area. Parents contact child care centers when they first find out they are going to be parents
and chances are they will not be able to find a slot in any day care. Regulations are very strict to
start a child care business, as they should be. The answer to helping resolve this problem may
be that more companies consider putting a child care center in their own facility. Businesses
that have done this have found it to be a very worth while expense as they are getting
employees and keeping them. We will continue to assist entrepreneurs to start day care
centers but the demand is much greater than what can be provided.
With the Nutrition Program our greatest need is to supply the elder population with a nutritious
meal.. One of their priorities is to stay in their homes as they age. It is harder for the elder
population to stand for long periods of time and because of poor motor skills it is harder for
them to chop and slice their food. Food is also increasingly expensive and delivery services are
even more so. As a result, the elderly may skip a meal or sometimes go without. This is a direct
impact on an already fragile populations health. Our program provides a solution to some of
their biggest barriers to selfsufficiency by meeting our clients needs through a daily meal. We
provide 1/3 of their daily meal requirements. With this program we can ensure that we are
serving this population at least one healthy meal per day.
Our program is cost efficient for clients: we simply ask for a donation. This enables our clients
to focus their budgets on more important items like life-saving medications, rent and utilities,
and other important costs that enable them to be self-sufficient and stay in their homes as they
age. Prior to COVID, we had 11 mealsites and the criteria for our Home Delivered Meals were
for persons that were 60 or older, homebound, and some disabled persons. Since COVID
started, we had to close down all of our mealsites. To ensure the health and safety of our
participants we went to all Home Delivered Meals and we no longer ask for the person to be
homebound. We have had to add on another route and are looking at adding a second
additional route to cover the needs of our clients. Without funding, we would not be able to do
help this already fragile population. Our community partners would be helping to meet their
needs.
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Additionally, we have daily wellness checks. We do not just drop the food by the door. We
make sure that we talk to the participant or see them before we leave. If the person does not
answer, we have protocols in place to ensure that the participant is safe. Our drivers talk to
them for a while before going on to the next client. By doing this, it makes our participants feel
safer and less isolated. Because of this population being afraid to go out in the public, we have
also started a Hygiene program. We provide toiletries and sanitary items such as toilet paper,
paper toweling, facial tissues, soap, sanitizer, shampoo, sanitizing wipes, toothpaste,
toothbrushes, adult diapers, and pads, and anything else they may require. We have also
volunteers that have been going to the pantries and delivering food to our participants, so they
do not have to leave their homes. These funds respond to the COVID pandemic, as they provide
contact-free delivery of vital nutrition and sanitary items for a vulnerable population that would
otherwise be at increased risk of contracting COVID and dealing with complications that would
increase risk of death.
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Christine Ann Response
1. When working with citizens in Oshkosh, what has your organization identified as the greatest
need in order to effectively serve the citizens? What barriers is your organization facing when
trying to help community members and meet the goals of your organization?
The lack of transportation and daycare for 2nd and 3rd shift workers (which are often
much more lucrative paying positions that could actually allow individuals to move out of
poverty without the need for entitlements or assistance) along with the limited availability
of safe, affordable housing.
1. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
A homeless shelter serving women or men and their children. There is no place
for homeless families/children in this community.
A trauma informed, transitional housing program with client driven case
management. Instead of a check list telling the clients the things they need to do
to succeed, we should be working with the individual so they can identify where
their greatest need is and together create a plan to work toward the goals of the
individual as well as goals for their children’s future. While the program should be
voluntary, there still needs to be accountability and parameters in order to remain
part of the program. We have seen self-determination (with the help of supportive
services) create the most successful, long-term outcomes.
2. What is the number one issue you see when assisting community members?
That homelessness is not simply a housing issue.
Most of our clients don’t know:
What community resources are available to them
How to navigate through those systems
How to advocate for themselves when those providing the resource services aren’t
responsive or expectations have not been provided.
a. And assisting those that fall in the middle of low income but not low enough to
qualify for services is the most challenging.
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3. Does your organization plan to submit an application for CDBG funds for the upcoming program
year?
Yes
4. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals.
Homelessness is often a cycle with co-occurring challenges. We would love to
implement a trauma informed; transitional housing program as explained above. We’ve
seen this model of client driven programming be successful within our organization when
we have housing available specifically for our clients. The challenge has been relying on
others to provide the properties. We’ve had to halt the programs when the properties are
sold until we can identify additional properties. This has not allowed us to offer a
consistent, stable housing programming to more than a few clients. If the City could
assist in us purchasing a property for transitional living, that would allow us to assist
individuals and families to move past their life of abuse and offer them the tools to end
the cycle of generational poverty.
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Damascus Road Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest
need in order to effectively serve the citizens? Emergency housing for those who are being
sexually exploited, those with criminal records and those who are struggling with
addiction. What barriers is your organization facing when trying to help community members
and meet the goals of your organization? No housing options currently exist to serve immediate
and short term transitional needs of the women we serve.
2. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available? Yes – we need to have immediate need transitional
housing for those who have exploitation, criminal history, trauma and addiction as a piece of
their life story.
3. What is the number one issue you see when assisting community members? No way to respond
to immediate needs (especially outside of business hours).
4. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If there is funding that we qualify for to meet emergency needs of clients we serve.
5. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals.Help with
funding the purchase and qualified staffing of immediate need shelter for the women we serve.
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Day by Day Warming Shelter Response
Case Statement:
The Day by Day Warming Shelter has been serving Oshkosh and Winnebago County for over
10 years. The shelter is dedicated to serving the most vulnerable population in our community,
successfully providing them shelter, basic needs, programs, and services with the goal of self-
sustainability. We have been a critical provider of services, keeping our homeless off the streets, and
moving them towards a better life. Each year over 200 people use our shelter and resources.
In the early years, the shelter’s primary focus was simply providing shelter and a hot meal in the coldest
months of the year. Today, in partnership with many local organizations, we provide programs for our
guests primarily focused on life skills, to help them achieve an independent lifestyle, with the ability to
care for themselves.
Day by Day serves an adult population (18 and over). We turn away no one (other than due to capacity)
offering services and support to those who are veterans, have been incarcerated, battling addiction,
have been abused, or suffering mental illness.
While we continue to provide programs and services to an increasing homeless population, our current
location is no longer meeting the needs of the increasing services we provide and the needs of the
homeless.
In opening a new location, we will be able to provide shelter and services 365 days of the year with a 50-
bed capacity, turning away fewer people. Further, the new shelter will increase the programs and
services we offer, thereby reaching more people to achieve self-sufficiency.
Over the next year, our goal is to raise over 4.5 million dollars in order to secure this new location. With
your contribution to our capital campaign, Day by Day will be empowered to help more people out of
homelessness.
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Friendship Place Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest need in
order to effectively serve the citizens? We serve many individuals from Oshkosh at our Neenah facility
as there are no similar mental health services provided in Oshkosh. Oshkosh residents struggling with
mental illness need day services to allow them to acquire the skills to live well with their mental
illness! What barriers is your organization facing when trying to help community members and meet
the goals of your organization? One of the barriers to serving Oshkosh residents is transportation.
Valley Transit is available, but there is a higher cost to our members when returning to Oshkosh as GO
Transit does not accept our Valley Transit transfer. One of the other barriers is bus times. Members
become increasingly more anxious when they need to return home as they are afraid of missing the
bus times.
2. Has your organization identified gaps in services that would positively impact the citizens in Oshkosh
but is currently not available? As stated above, there are no day services like Friendship Place provided
in Oshkosh. We tried a pilot program in Oshkosh in 2014/2015 but needed to close due to lack of
significant funding support. We have continued to serve all interested individuals from Oshkosh at our
Neenah facility. There used to be more support from the Winnebago County HHS caseworkers
encouraging their clients to utilize our services in Neenah. That has significantly declined, especially
since March 2020. We have remained open the entire time, continuing to serve members in person at
our facility.
3. What is the number one issue you see when assisting community members? As a non-profit that does
not charge our members a cost to utilize our services, continued financial support is a major issue in
assisting community members with their mental illness. Our members need daily services in order to
acquire the skills to live well with their mental illness.
4. Does your organization plan to submit an application for CDBG funds for the upcoming program year?
Probably not. Quite honestly, for the amount of paperwork required, the likelihood of receiving a grant,
we are likely to seek funding elsewhere to continue providing our services.
5. Alternately, please let us know if there is a way the City can partner with you to help you achieve
organizational goals which align with the City’s Consolidated Plan goals. We are always open to
collaboration and partnerships!
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Miravida Living Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest
need in order to effectively serve the citizens? What barriers is your organization facing when
trying to help community members and meet the goals of your organization?
2. The greatest need, gap in services and number one issue encountered in our Simeanna
Apartments (HUD-subsidized, affordable housing) is support for people with mental
illness. Many residents do not realize they are mentally ill or refuse to seek help themselves.
Most have alienated themselves from everyone in their life, so they do not have family or
friends that are willing to help them. We have reached out to HUD/WHEDA, the police
department, ADRC, Adult Protective Services and Crisis Intervention on several occasions. The
standard response is "unless the person is a physical threat to themselves or others there is
nothing we can do." A person with mental illness can be a threat, be very disruptive, and
cause a lot of issues for themselves and others in the community even when they are not
threatening to physically hurt themselves or others. There is currently no help for a person in
this situation.
3. As a landlord, our only recourse is eviction. Eviction is not consistent with our mission and
definitely not a good solution for the person with mental illness. Even when faced with
eviction, the individual is not likely to receive the help they need and are most likely to end up
homeless.
2. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
Accessible transportation is needed by the population living on the Miravida campus (225 N.
Eagle Street). Several years ago, there was a bus stop on the campus which helped to address
the needs of our residents. Even after presenting the need for the centrally located stop, it
was eliminated. There is a resource called Making the Ride Happen which requires a resident
to schedule their ride one week in advance. This requirement means transportation is not
always available when needed. Gold Cross Ambulance offers non-emergency medical
transportation which is generally cost prohibitive for our residents.
3. What is the number one issue you see when assisting community members?
Lack of support for the mentally ill.
4. Does your organization plan to submit an application for CDBG funds for the upcoming program
year?
To be determined.
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Oshkosh Kids Foundation Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest need
in order to effectively serve the citizens? What barriers is your organization facing when trying to
help community members and meet the goals of your organization?
Over the last 3 years, the number one thing we are asked for is housing assistance (motel stay, security
deposit, or rent assistance). 1) The cost for us to house someone is $60/ night -this is not sustainable
and little change in situation occurs 2) local motels do not want to do the extended stays 3) desperate
lack of low income housing 4) lack of a city wide communication system between organizations
Has your organization identified gaps in services that would positively impact the citizens in Oshkosh but
is currently not available?
1) city wide communication system between organizations
2) shelter for homeless families
3)location of bus lines and hours of service
4)continued free busing for student
What is the number one issue you see when assisting community members
1) no shelter for homeless families
2) lack of transportation
Does your organization plan to submit an application for CDBG funds for the upcoming program year
Yes
Alternately, please let us know if there is a way the City can partner with you to help you achieve
organizational goals which align with the City’s Consolidated Plan goals.
OKF is willing to partner with the city in any fit capacity, especially in regards to the Tiny House Village.
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Reach Counseling Response
1. When working with citizens in Oshkosh, what has your organization identified as the greatest need in
order to effectively serve the citizens?
Our current greatest need in order to effectively serve our clients is the need to grow our
staff. Throughout our local community, the demand for mental health treatment is extremely high and
counseling agencies are experiencing significantly longer wait lists for services. Research conducted by
Mental Health America found that the number of people looking for mental health help has
skyrocketed. From January to September 2020, 315,220 people took mental health screens, a 93
percent increase compared to 2019. Mental health care that is trauma-specific is also needed in our
community. Reach continually receives an average of 40 new requests for counseling services each
month. Throughout the pandemic, we continue to watch demand for our services increase. Currently,
we are operating with a 90+ day wait time for counseling, which is the highest in the history of our
agency. In order to meet our community’s increasing need for services, we are adding three additional
Resident Therapists to our team. That way, we can reduce our wait time for services and take on
additional referrals from nearby counselling agencies who are also operating with a wait list.
2. What barriers is your organization facing when trying to help community members and meet the
goals of your organization?
Due to the pandemic, several unique barriers have come up when trying to help community members.
Outreach events have significantly decreased and/or moved online, meaning less community members
are learning of our services that may need them. Our volunteer advocacy program has also experienced
a significant decrease in volunteers due to COVID (many volunteer advocates stepped away during the
pandemic out of fear of providing in person support at the hospitals). Due to this, we decided to
restructure the program to create a separate, part-time position to solely focus on volunteer
recruitment, retention and coordination. This gives our volunteer advocacy program the focus it needs
to maintain the program and spread awareness.
3. Has your organization identified gaps in services that would positively impact the citizens
in Oshkosh but are currently not available?
We have identified that there aren't as many resources available for undocumented clients. As such,
we've secured funding to provide basic needs assistance for those who don't qualify for other
resources.
4. What is the number one issue you see when assisting community members?
We have noted an increase in clients that are not able to afford copays and/or sliding fees associated
with counseling. Fortunately, we worked closely with several funders to ensure all of our clients are able
to access the healing services they need. Many women that we are working with now were trapped at
home with their abuser during Safer at Home. There was a lot of trauma endured during this time for
these women and oftentimes their children. With online school last year, youth had less access to
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trusted adults who they could disclose abuse to. This led to a dip in referrals for youth in need of our
services that has since picked up again. COVID also caused financial barriers as we are seeing an increase
in requests for basic needs assistance, especially from the Latina/Latino community.
5. Does your organization plan to submit an application for CDBG funds for the upcoming program year?
Alternatively, please let us know if there is a way the City can partner with you to help you achieve
organizational goals which align with the City’s Consolidated Plan goals.
Yes, Reach Counseling plans to submit an application for CDBG funds for the upcoming program year.
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Solutions Recovery, Inc. Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest need
in order to effectively serve the citizens? What barriers is your organization facing when trying to
help community members and meet the goals of your organization?
Barriers we have identified with effectively serving citizens of Oshkosh come in two forms. For the
recovering population that we serve, we observe a difficulty finding safe, affordable housing,
either to rent or purchase. Solutions considers its program to be a part of the recovery and
housing continuum of Oshkosh through its recovery center and sober living programming options.
Many times it is observed in our sober living programming that residents have difficulty acquiring
transportation to jobs that run before 6AM. Another barrier we have identified as resident
progress through the sober living program is that they are unable to access safe and affordable
housing post sober living. Many times applications are denied due poor rental history, criminal
record, or credit history.
2. Has your organization identified gaps in services that would positively impact the citizens in Oshkosh
but is currently not available? One specific gap in service for the Winnebago County/Oshkosh
area, which can be considered a direct result of COVID-19, however was present even before the
pandemic is the bridge of care for individuals waiting for treatment. Many times individuals are
medically detoxed in facilities but have a long wait for treatment and do not have a safe place to
go in the interim. Many communities have safe, peer run respite homes that can meet this need.
3. What is the number one issue you see when assisting community members? Access to safe,
affordable housing without income restrictions in addition to transportation barriers based on bus
route/time of day.
4. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? Yes
5. Alternately, please let us know if there is a way the City can partner with you to help you achieve
organizational goals which align with the City’s Consolidated Plan goals. We would like to expand
the housing continuum in the Oshkosh area specifically for individuals that face difficulty with
accessing safe affordable housing due to history as it relates to substance use. Solutions has
submitted ARPA funding grant requests to the city and the county to address this need and looks
forward to working together with the city on providing services for vulnerable individuals and
families struggling with substance use disorders.
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Tri County Dental Response
1. When working with citizens in Oshkosh, what has your organization identified as the greatest
need in order to effectively serve the citizens? What barriers is your organization facing when
trying to help community members and meet the goals of your organization? Tri-County Dental
provides preventative and needed dental care for low-income children and provide emergent
dental care to low-income adults from Oshkosh. Tri-County’s Dental Bus goes to schools in
Oshkosh to give preventative care as well as address issues needing immediate attention, which
are then addressed both on the bus and in the clinic depending on the care needed. Overall, we
currently serve roughly 30% of children who are eligible for our services. Barriers to serving
more children include getting permission to treat the children (through the completion of
forms), language barriers, transportation issues, and availability/support of school
personnel. We are also limited in the amount of care provided by the number of staff we can
deploy as well as having only one dental bus with three chairs and 10 chairs in our clinic. In
2021, we served 1,765 children on the bus, and 1,002 children and adults in the clinic, for a total
of 2,767 people.
2. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available? Transportation is a barrier to care in the clinic, which is
housed in Appleton. Additional translation services and help – especially at the start of the
school year – in filling out forms would be helpful.
3. What is the number one issue you see when assisting community members? An overwhelming
number of barriers coupled with a lack of education about dental care. People feel as though
they are destined to have bad teeth, when their poor nutrition and inadequate care are causing
the problem.
4. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? Yes.
5. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals. Support at the
start of the school year to ensure that families fill out the needed forms would be a terrific first
step.
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United Way Response
1. When working with citizens in Oshkosh, what has your organization identified as the
greatest need in order to effectively serve the citizens? What barriers is your
organization facing when trying to help community members and meet the goals of your
organization?
With Oshkosh Area United Way being a funder of programs that address early childhood
education, mental health and steps to a living wage in Oshkosh and surrounding areas,
our biggest need is financial support for our annual community campaigns. These funds
allow us to continue to support 41 programs in 2022 that will impact 1 in 3 people in the
Greater Oshkosh area.
2. Has your organization identified gaps in services that would positively impact the
citizens in Oshkosh but is currently not available?
We have solid partnerships with our funded programs and have been made aware of
several gaps in the services provided for our area. These include, but are not limited to,
transportation, second shift day care, affordable housing, and access to jobs.
3. What is the number one issue you see when assisting community members? Our funded
programs indicate their clients lack affordable housing, access to health care services,
transportation, day care services, financial resources and basic needs.
4. Does your organization plan to submit an application for CDBG funds for the upcoming
program year? No.
5. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals.
Oshkosh Area United Way would apply for available grants, and would want to
collaborate with the city to improve the health and wellbeing of our community and
those most vulnerable.
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Community & Nonprofit Leadership Consulting, LLC / Winnebago County Overdose Fatality Review
Team Response
1. When working with citizens in Oshkosh, what has your organization identified as a the greatest
need in order to effectively serve the citizens? What barriers is your organization facing when
trying to help community members and meet the goals of your organization?
- break stigma of substance use, addiction, and mental health
- break down barriers and have more navigation of what's already available
- meeting people where they're at, when they're ready to get help, and being
accessible
1. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
- more sober living, more transitional housing, and more opportunities for
employment for people with substance use disorder and past history with criminal
activity
1. What is the number one issue you see when assisting community members?
- struggling with substance use disorder and not enough services to support them.
They may have access to treatment, but how are they supported with everything
else. Looking at people holistically to give them the help they need and connecting
them with existing resources.
1. Does your organization plan to submit an application for CDBG funds for the upcoming program
year?
- no
1. Alternately, please let us know if there is a way the City can partner with you to help you
achieve organizational goals which align with the City’s Consolidated Plan goals.
- I'd be more than happy to share the current recommendations, programs, and
pilots that the Winnebago County Overdose Fatality Review are working on so that
we can collaborate.
MarinaDistrict
North Park
Sawyer-Paine
Sacred Heart Stevens Park
Woodland Park Northshore
CongressField
Lumber River
Millers Bay
MenomineeNorth
HistoricJackson
MenomineeSouth
FerryCrossing
Midtown
Bent Woods
River EastDowntown
KNAPP ST
JACKSON ST
SHOREWOODDR
S
W
ESTFIELD
ST
E GRUENWALD AV
FREEDOM AV
DAWES ST
W IRVING AV
SULLIVAN ST
W MURDOCK AV
NICOLET AV
R
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HY 41 NB
HY 41 SB
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PORTER AV
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ST
W 2ND AV
W 9TH AV
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JEFFERSON ST
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W 20TH AV
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W 19TH AV
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FOX ST
W 4TH AV
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W CUSTER AV
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CENTRAL ST
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GROVE ST
CENTRAL ST
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BURDICK ST
WALNUT ST
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COOLIDGE AV
CEDAR ST
DICKINSONAV
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VIOLA AV
W 12TH AV
W
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W 21ST AV
W 7TH AV
W SOUTH PARK AV
W 15TH AV
W 14TH AV
W 8TH AV
W 16TH AV
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W 11TH AV
HAWK ST
W 9TH AV
W 10TH AV
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BEECH ST
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E 9TH AV
MILLER LA
COMET ST
BISMARCK AV
W 12TH AV
BOW
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ST
EAST
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W 10TH AV
CHERRY ST
CENTRAL ST
FRANKLIN ST
WESTERN ST
ONTARIO ST
FREDERICK STWRIGHT ST
LIBERTY ST
MONTANA ST
BIRC H LA
MINNESOTA ST
W 12TH AV
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R E E D AV
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W 6TH AV
PLEASANT
ST
MADISON
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W 5TH AV
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MT VERNON ST
ARIZONA ST
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MC CURDY ST
OREGON ST
IOWA ST
HUBBARD ST
SIMPSON ST
MICHIGAN ST
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FABRY ST
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BOYD ST
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CLOVER ST
SOUTHLAND AV
SKYVIEW AV
N ATION AL AV
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W 3RD AV
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INDUSTRIAL AV
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W FERNAU AV
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HY41SBONRAMP
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CensusTract 3
CensusTract 5
CensusTract 15
CensusTract 1
CensusTract 2
CensusTract 4
CensusTract 11
CensusTract 7
CensusTract 8
CensusTract 9
CensusTract 10
CensusTract 12
CensusTract 13
CensusTract 14
CensusTract 16CensusTract 17
Block Group 1
BlockGroup 3
Block Group 1
Block Group 1
BlockGroup 2
Block Group 3
BlockGroup 5
BlockGroup 6
Block Group 1
BlockGroup 1
Block Group 2
Block Group 1
BlockGroup 1
Block Group 1
BlockGroup 1
Block Group 3
BlockGroup 3
Block Group 2
Block Group 1
BlockGroup 1BlockGroup 2
Block Group 3
BlockGroup 2
Block Group 1
BlockGroup 1
BlockGroup 3
Block Group 1
Block Group 2
Block Group 2
BlockGroup 2
BlockGroup 3
BlockGroup 3
BlockGroup 3
Block Group 2BlockGroup 2
Block Group 3
Block Group 1 Block Group 2
Block Group 2
Block Group 2
Block Group 3
Block Group 2
Block Group 2
BlockGroup 3Block Group 4
Block Group 2
Block Group 3
Block Group 4
Block Group 3
BlockGroup 1
BlockGroup 2
Block Group 2
Block Group 4
BlockGroup 1
H:\ jeffn\ LMI 24x36 Portra it.m xd
Cit y of O sh kosh Neig hb orhood Associa tionsCit y of O sh kosh Neig hb orhood Associa tionsLow t o Mod era te Income Block G ro ups
Low t o Mod era te Income Block G ro ups
The City of Oshkosh crea tes a nd m a inta ins GIS m a ps a nd da ta for its own use. They m a y show the a pproxim a te rela tive loca tion of property, b ounda ries a nd other fea ture from a va riety of sources. These m a p(s)/da ta setsa re provided for inform a tion purposes only a nd m a y not b e sufficient or a ppropria te for lega l, engineering, or surveying purposes. They a re provided “AS-IS” without wa rra nties of a ny kind a nd the City of Oshkosh a ssum esno lia b ility for use or m isuse.Prepared by: City of Oshkosh, WI
Printing Date: 4/20/2022
1 in = 866 ft1 in = 0.16 mi¯
MLISD da ta b a sed on 2011-2015 ACS for the FY 2021 Entitlem ent CDBG Gra ntees
Neighborhood Association
Census Tracts
Census Block Group
LMI Census Block Group