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HomeMy WebLinkAbout31. 22-411SEPTEMBER 27, 2022 22-411 RESOLUTION (CARRIED____5-1__LOST______LAID OVER______WITHDRAWN______) PURPOSE: APPROVE ALLOCATION OF AMERICAN RESCUE PLAN ACT (ARPA) FUNDS TO OSHKOSH COMMUNITY ENTITIES ($470,000) INITIATED BY: CITY MANAGER WHEREAS, the city of Oshkosh (“City”) was allocated approximately $20.5 million in Federal funds under the American Rescue Plan Act (ARPA) for various eligible purposes including, among other things, public infrastructure projects, as well as support to entities negatively impacted by the COVID-19 pandemic; and WHEREAS, on September 28, 2021, the Common Council for the City of Oshkosh adopted Resolution 21-498, creating parameters for usage of American Rescue Plan Act (ARPA) funds; and WHEREAS, Resolution 21-498 specified that funds spent on non-City programming or direct assistance should be about 25 percent of all ARPA expenditures, which represents approximately $5,128,000 of the total ARPA allocation; and WHEREAS City staff solicited project proposals from Oshkosh entities that provide services to residents not normally provided by the city of Oshkosh, particularly those who may have been impacted by the COVID-19 pandemic; and WHEREAS, City staff reviewed applications and suggestions for ARPA funds, taking into consideration ARPA allocation guidelines adopted by the Federal Government, goals identified in the city’s Strategic Plan, needs identified by the general community, and goals established by the Common Council for the City Manager; and WHEREAS, on September 13, 2022, Council adopted Resolution 22-382, allocating $2,080,480 to various community entities in a first round of allocations, leaving approximately $3,048,000 available to allocate to other community entities; and WHEREAS, based on further review of the applications from community entities in Oshkosh, the City Manager is prepared to make additional recommendations on a limited number of ARPA funding requests. NOW THEREFORE BE IT RESOLVED by the Common Council of the City of Oshkosh, that the community entities identified on “Exhibit A” are hereby approved for funding in the amounts shown through funds allocated to the city of Oshkosh through American Rescue Plan Act (ARPA); and BE IT FURTHER RESOLVED that the proper City officials are hereby authorized to take those necessary steps to implement said allocations by preparing and executing the appropriate agreements to ensure that the allocations are made consistent with the subject applications. 0224-0010-6417 ARPA City Council 3rd Party Payments SUGGESTED USE:REQUESTED AMOUNT (est.) RECOMMENDED AMOUNT COTS Transitional Housing Program 500,000$ 250,000$ Oshkosh Co-op 220,000$ 220,000$ 720,000$ 470,000$ ARPA non-infrastructure allocation 5,128,621$ Previously allocated 2,080,480$ Remainder for future allocations 2,578,141$ Proposed ARPA allocations for non-infrastructure purposes/community Exhibit A City Hall, 215 Church Avenue P.O. Box 1130 Oshkosh, WI 54903-1130 http://www.ci.oshkosh.wi.us TO: Honorable Mayor and Members of the Common Council FROM: Mark A. Rohloff, City Manager DATE: September 22, 2022 RE: Approve Allocation of American Rescue Plan Act (ARPA) Funds to Oshkosh Community Entities ($470,000) BACKGROUND In 2021, the city received notification that it would be receiving approximately $20.5 million in funds under the American Rescue Plan Act (ARPA). After a review of the various types of eligible projects, Council directed staff to allocate 75% of the ARPA funds to infrastructure projects, and the remaining funds to nonprofit entities and non-infrastructure purposes. The remaining 25% is slightly over $5.1 million. In June of 2021, staff solicited proposals from citizens and area nonprofits. Now that some time has passed and some ARPA funds have been made available through other sources, Council has asked that I bring forward recommendations on the use of the remaining 25% allocation for nonprofit purposes. Because of the time that has elapsed since these initial proposals were made, I have followed up with several nonprofit agencies to determine their current needs and the status of their initial applications. Following those meetings, I gave these groups the opportunity to make amendments to their initial request if necessary. Following a review of the current needs, I have identified five nonprofits that I believe meet several criteria for addressing both short and long-term goals established by Council. As the attached sheet indicates, I reviewed short term goals established under ARPA and annual goals that Council has set forth for me, as well as long-term goals as established through long range plans of the city, including our Strategic Plan. The short term goals that staff identified are as follows:  Help those with immediate needs  Help those directly impacted by COVID-19  Compliant with federal ARPA regulations  Politically acceptable to the Council and Community  Ability to leverage ARPA funds with other revenue sources  Avoid duplication of effort with other agencies and avoid duplication of ARPA funds The long-term goals identified through various long-range plans include the following:  Strategic plan goals  Long term visible impact  Long-term benefit to individuals and community  Long-term relief to those repaying ARPA funds in the future. At the September 13 meeting, Council approved the allocation of $2,080,480 in ARPA funds allocated for non-infrastructure purposes to three (3) community entities. This leaves approximately $3,048,000 in ARPA funds remaining for these purposes, which represents approximately 59% of the funds set aside for non-infrastructure purposes. The projects I am recommending in the second round of funding allocations are as follows: Oshkosh Area Community Foundation - COTS Transitional Housing - $250,000 In the Housing Continuum Report, transitional housing was identified as a major hurdle for people with acute homelessness to transition to housing stability. The Oshkosh Area Community Foundation (OACF) has been working with COTS, and Appleton-based nonprofit that is expanding to the Oshkosh area. Working with OACF, COTS has acquired one of the buildings on the Father Carr’s Homeless Shelter site. COTS not only provides transitional housing, but works with individuals to transition them to permanent housing over a two-year period. They offer counseling and workforce development skills to assist in making a smoother transition that will reduce the possibility of returning to homelessness. One of the target audiences that COTS identifies are people who have been recently released from prison. This facility and program will help those individuals transition back to post incarceration life and improve their chances of success. The success rate for COTS clients is nearly 90%. $250,000 is proposed to be allocated to COTS that will go towards the total $2,434,621 capital campaign that is being led by OACF. This amount does not include another $1.8 million that OACF is raising to get COTS established on the operating side for up to 6 years. Oshkosh Food Co-op - $220,000 The Oshkosh Food Co-op opened just prior to the start of the Covid emergency. As a result, the Co-op has had difficulty in meeting their target performance as initially envisioned. As part of their fundraising campaign, the Food Co-op received $250,000 from the city’s Revolving Loan Fund (RLF) that is administered by the Greater Oshkosh Economic Development Corporation. Due to the challenges the Co-op faced through Covid and with the initial struggles after opening, including the current closure of the Jackson-Oregon Street bridge, they have only repaid about $30,000 of their loan obligation. The Co-op is concerned about not being able to fulfill their remaining $220,000 obligation due to the strain it places on their cash flow. Furthermore, should the Co-op default on this loan, this would impact the city’s Revolving Loan Fund, which is my primary concern. Eventually, staff would like to create a targeted Revolving Loan Fund for women and minority owned businesses. The creation of such a program could be at risk if we have a major loan default. As a result, I am recommending that we use $220,000 in ARPA funds to pay off the Food Co-Op’s loan from the Revolving Loan Fund. Rather than giving the funds directly to the Co-op, the funds would immediately applied to their RLF loan to retire this obligation. I believe that this leveraging of funds makes sense for the Food Co-op and is consistent with ARPA goals. Following the presentation of this request to Council, I received several comments and concerns regarding this request. One of the primary concerns was that the Oshkosh Food Co-op is technically a private, for profit entity, and some members of the public believe that the use of ARPA funds for a private business entity is inappropriate. Other concerns dealt with the ability of the Co-op to make it financially, even if the grant to pay off the loan is approved. With respect to their status as a for-profit entity, the Food Co-op, while technically a for-profit organization, exists specifically to address community needs in a food desert, which is what downtown Oshkosh is designated. Their mission of addressing this community need is equal to or more important than a profit motive, which makes them different than a standard grocery or convenience store. Furthermore, the Co-op was ineligible for federal PPP funds because they were not in existence long enough prior to the start of COVID to qualify for the PPP program. Meanwhile, other co-ops with longer histories received federal PPP funds. The applicant has also provided evidence that co-ops in other parts of the country received both ARPA funds as well as other local governmental support to address a unique need among for profit entities. As for their financial status, the Food Co-op has agreed to open their books for review to be as transparent as they can be about their financial condition. Ms. Brenda Haines, the Oshkosh Food Co-op board president, will be available to address questions of this nature either at the Council meeting, or is willing to meet with individual Council members prior to the meeting. The gap between emergency crisis/care and independent housing is identified to be an ongoing challenge in the Oshkosh community. Traditionally, an individual moves from the local emergency and crisis care centers: Day by Day Warming Shelter, The Salvation Army, Christine Ann Domestic Abuse Services, Father Carr’s Place2B into independent housing. This is proven to be an unsuccessful process as many residents were proven to cycle back into homelessness. We know that before the COVID-19 pandemic, Oshkosh had approximately 97-120 homeless individuals using homeless shelters each night, with over 200 individuals experiencing homelessness that are not receiving services. Individuals who struggle with homelessness often experience multi-faceted barriers to independent, such as unmet behavioral health needs, unemployment, social isolation, and lack of affordable housing. Many people experiencing homelessness struggle to move from crisis care to independent housing. The Oshkosh Area Community Foundation previously researched solutions state-wide that could be replicated in Oshkosh and found the neighboring COTS organization is the right solution. COTS has been providing transitional shelter services in the greater Fox Cities since 1998 and has a history with Winnebago County referral agencies. COTS transitional shelter provides a safe home to over 70 single men and women across the greater Fox Cities, working toward a self-sufficient, independent lifestyle. COTS bridges the gap between emergency/crisis care and independent housing, by providing programming to overcome personal barriers that lead to homelessness. COTS programming focuses on four key pillars: housing stability, employment/education, well-being, and pro-social connections. Each Pillar provides structure and education for residents to plan and implement successful steps in their journey to independence. Removing many of the barriers that COTS residents face (food insecurity, housing, health care) allows residents to be fully engaged in programming and learn how to build a self-sufficient lifestyle during their stay at COTS. COTS’ collaborations with Partnership Community Health Center and Riverview Gardens ServiceWorks®job training programming, and county treatment courts and centers allow people to move forward with ongoing success plans. Following a successful transition from COTS, residents are enrolled into the Positive Placement Program providing follow-along services for three years to ensure individuals remain in stable and self-sufficient living. Currently COTS has 117 individuals enrolled in Positive Placement with a 90% success rate. COTS partners with over 40 regional agencies to connect each resident to local expertise and a greater support network for stability moving forward in Winnebago County. These include local emergency shelter agencies mentioned above as well as Oshkosh Department of Corrections, Winnebago County Health & Human Services and Mental Health Institution, Solutions Recovery Services, Nova Counseling, Genesis House, Ascension and Aurora behavioral health programs, and many others. Reducing homelessness in Northeast Wisconsin serves both the immediate needs of our residents and the long-term interests of our communities. A chronically homeless person costs the taxpayer an average of $35,578 per year. This largely represents the expense of emergency medical services that those experiencing homelessness seek because they are guaranteed care. Our community also knows that chronically homeless older adults have a higher risk of institutionalization paid for by Medicaid when there are little to no other housing options available. In contrast, COTS’ annual cost for housing and services per resident is $9,000. As part of their financial literacy living skills, residents pay $285 a month for program fees, which helps offset costs for case management and necessities. The true cost, however, to COTS per resident is $900 per month. COTS needs to at least raise $615 a month for each resident to support operations, utilities, facility rental, facility safety and security, and maintenance. COTS’ main criterion for measuring success is the number of individuals who leave the COTS program, move into safe, stable, and independent housing and maintain self-sufficiency while in our Positive Placement (aftercare) Program. COTS uses the following objectives and criteria to define program success:  Minimum 65% successful discharges from programming  94% positive discharges from programming remain in stable housing for 3 years (Positive Placement Program)  100% of residents who participate in or complete Living Skills programming (including renter’s education, recovery & relapse prevention, money management, obtaining/maintaining employment, and decision making for self-management With respect to being a new agency in the Oshkosh community, COTS objectives and measures also include  Serve 10 individuals who want to become self-sufficient (year 1)  10 positive discharges over the 12 months  Establish 10 – 20 new partnerships with supporting agencies in the Oshkosh area. (i.e., food pantries, clothing, housing, employers, etc.)  Establish partnerships to create a continuum of care for residents as they work through the program – from treatment and warming shelter  Engage with 8 referring agencies  Engage with donors to gain feedback for results The Oshkosh Area Community Foundation (OACF) has acted as the third party to confidentially identify the best facility to provide safe and adequate shelter to run a transitional program. After touring 25+ buildings, a deal was reached with non-profit Father Carr’s Place2B and non-profit COTS, for COTS to take over their previous women’s and family shelter. OACF saw this purchase as a win-win for both agencies, investing in housing shelter operations for both facilities. The OACF and COTS Board of Directors initially made the agreement to set up COTS in Oshkosh without financial risk to the establish Appleton campus. OACF would financially support for three plus years and to support the operating budget, while introducing COTS to the community. OACF took the responsibility of purchasing the building and funding the operations in the short term while COTS works to be fully established and recognized as a community partner. 1 2021 BUDGET OVERVIEW / INCOME AND EXPENSES ORGANIZATION NAME: COTS Oshkosh REVENUE SOURCE PROJECTIONS Estimated Funding for this Project/Program Proposed ARPA Funding $250,000 OACF Funding $300,000 Private Donors (8) $1,345,121 Donations/Other Fundraising $539,500 TOTAL REVENUES $2,434,621 EXPENSES REGULAR OPERATING EXPENSES Project/Program Budget Building Costs $2,200,000 Renovation Costs $166,900 Professional Fees/ Contracted Services $20,000 Acquisitions Costs $20,721 In Kind Services Provided $27,000 COVID RELATED EXPENSES (please identify) Other Other Other TOTAL EXPENSES $2,434,621 NOTE: Revenues and Expenses must balance COTS, INC 1:54 PM Profit & Loss Budget Overview 09/06/2022 January through December 2022 Accrual Basis TOTAL Jan - Dec 22 Ordinary Income/Expense Income 4000 · Contributions Income 4100 · Restricted Donations 4120 · Restricted Grants 290,513.00 Total 4100 · Restricted Donations 290,513.00 4200 · Unrestricted Donations 4220 · Unrestricted Contribution 29,959.00 Total 4200 · Unrestricted Donations 29,959.00 Total 4000 · Contributions Income 320,472.00 4500 · Program Fees 4509 · Oshkosh SMYC 13,680.00 4510 · Oshkosh - Men's 20,520.00 4541 · Security Deposit Forfeitures 100.00 Total 4500 · Program Fees 34,300.00 Total Income 354,772.00 Gross Profit 354,772.00 Expense 6100 · Payroll & Benefits Expenses 6005 · Payroll Expenses 6110 · Gross Wages 134,700.00 6120 · Employer Social Security Tax 8,352.00 6130 · Employer Medicare Tax 1,956.00 Total 6005 · Payroll Expenses 145,008.00 6160 · Employee Benefits 6161 · Basic Term Life Insurance 1,500.00 6162 · Dental Insurance 3,000.00 6163 · Health Insurance 26,760.00 6164 · Long Term Disabiltiy 1,750.00 6165 · Short Term Disabiltiy 1,750.00 6167 · Vision Insurance 240.00 Total 6160 · Employee Benefits 35,000.00 Total 6100 · Payroll & Benefits Expenses 180,008.00 6250 · Automobile Expense 6251 · Mileage Reimbursement 2,500.00 6250 · Automobile Expense - Other 600.00 Total 6250 · Automobile Expense 3,100.00 6300 · Bad Debt Expense 2,000.00 6400 · Dues and Subscriptions 525.00 6420 · Employee Goodwill & Recognition 1,000.00 6450 · Equipment - Computer & Software 5,780.00 Page 1 of 2 TOTAL Jan - Dec 22 6451 · Equipment & Tools 2,000.00 6500 · Grocery 2,060.00 6550 · Insurance 6551 · Business Insurance 3,364.00 6552 · Liability Insurance 15,684.00 6553 · Workers Compensation 1,900.00 Total 6550 · Insurance 20,948.00 6600 · Maintenance Expense 1,032.00 6650 · Repairs 6651 · Building & Grounds Repairs 12,640.00 Total 6650 · Repairs 12,640.00 6750 · Office Supplies 880.00 6850 · Program Furnishings & Equipment 20,000.00 6852 · Program Supplies 60.00 6900 · Utilities 6910 · Cable TV 3,790.00 6920 · Gas and Electric 49,210.00 6930 · Telecommunications Expense 1,454.00 6940 · Telephone 4,140.00 6950 · Trash Removal 3,570.00 6960 · Water & Sewer 10,575.00 Total 6900 · Utilities 72,739.00 7000 · Miscellaneous Expense 7400 · Rent 30,000.00 Total 7000 · Miscellaneous Expense 30,000.00 Total Expense 354,772.00 Net Ordinary Income 0.00 Net Income 0.00 Page 2 of 2 American Rescue Plan Act (ARPA) Funding Application Non-Profit, Community Groups, and Neighborhood Associations DEADLINE: Friday, July 30, 2021 Application must be completed in full to be considered. Submit complete application & budget sheet electronically to citymgr@ci.oshkosh.wi.us –or- Mail City Managers Office, 215 Church Ave – PO Box 1130, Oshkosh WI 54903-1130 -or- Place in City Hall Dropbox Attachments, brochures or other materials may be included as part of the application packet. The electronic version (including email message and all attachments) cannot exceed 10 MB GENERAL INFORMATION 1. Name of Project/Program: Oshkosh Food Co-op COVID Recovery Costs 2. Organization Name: Oshkosh Food Co-operative 3. Address: 155 Jackson St., Suite 101 Oshkosh, WI 54901 4. Primary Contact Person: JD Gildemeister 5. Title: General Manager PHONE: (920) 312-7220 6. E-mail GM@oshkoshfoodcoop.com 7. If applicable: Federal Tax Identification Number: 46-2841051 8. If applicable: DUNS number: 042150795 Provide Mission Statement/Purpose: The Oshkosh Food Co-op exists to strengthen the local economy, promote health and build community. To enact this vision, the mission of the Oshkosh Food Co-op is to provide a thriving, member-owned, full-service grocery store in the heart of the city. PROPOSAL OVERVIEW – must match Budget Overview sheet Funds Requested: $220,000 Total Project Cost; $$2,972,400.00 Annual Organizational Budget: $2,377,574.00 PROPOSAL DETAILS PROGRAM/PROJECT APPROACH – include the following details, as applicable a) Briefly describe the program/project you are requesting funds for. The Oshkosh Food Co-op is a member-owned grocery store in Oshkosh’s central city. ARPA funds will repay the Oshkosh Food Co-op’s Revolving Loan Fund loan, which helped fund start- up and construction costs. Eliminating the loan helps offset lower-than-budgeted sales during the Food Co-op’s start-up months; significantly influenced by COVID-related cancellations, supply chain issues and shifts in traffic patterns. b) Describe the need for your program/project. The Oshkosh Food Co-op capital campaign was still underway when initial COVID lockdown began in February of 2020. Job losses, furloughs, and a sense of income insecurity slowed the final phase of individual fund-raising, requiring other funding resources to be considered. Original plans budgeted $250,000 in grantsto complete the capital campaign. Several grants were reduced or denied due to emergent needs caused by the pandemic. To fill the funding gap in time to sign a lease at the Brio Building, the Co-op secured Greater Oshkosh Economic Development Corporation’s (GO-EDC) Revolving Loan Fund loan. The Co-op’s market study and pro forma projected sales sufficient to handle the loan. Early sales at the store were strong. Subsequent COVID surges due to Delta and Omicron variants significantly impacted the start-up. Events were postponed. Downtown employees still have not fully returned to the office. The Co-op had not budgeted for online ordering, curbside pickup, or home delivery. (Stores with those amenities fared well during COVID.) Sales flattened. By late fall, it was clear that a course correction was vital. A food co-op consulting team was retained to develop a recovery strategy, revise the pro forma to match sales, and provide an interim general manager. c) Identify any other organizations in Oshkosh that address this need. The Oshkosh Food Co-op is the only food co-op in northeast Wisconsin. Owned by nearly 1,900 members, it is and mission-driven to serve the central city, which has no other full-line grocery store. d) Describe your level of collaboration with other agencies on this project. First Congregational Church, Advocate Aurora Health Care, JEK Foundation, Oshkosh Area Community Foundation, Alberta S. Kimball Foundation and the Women’s Fund supported the capital campaign. The Food for All Program, scheduled for a June launch , offers shoppers at 200% of poverty or below a 10% discount on purchases. This program has funding support from Oshkosh Area United Way, Oshkosh Rotary Foundation, Oshkosh Southwest Rotary, A Cut Above Fund, and Menasha Corporation Foundation. e) Is this a new, existing, or changed program? The Co-op was incorporated in 2013. The store opened in 2021. f) Specifically, what will you use ARPA funds for? ARPA funds will repay the GO-EDC community loan, used to pay for startup equipment and buildout costs. g) Who will benefit and how? The entire Oshkosh community, and beyond, benefits from the food co-op. It is an important source of healthy food for central city shoppers; a retail anchor in the developing opportunity zone; an important outlet for local producers and a gathering place for the community. h) How will you prevent the duplication of benefits to end users? To date, no conventional grocer has located in the central city. While the need is great, the area has not attracted a large-volume store. Other boutique retail stores in the area are likely to benefit when food shoppers do their shopping downtown. i) How many individuals/families will be served by this program/project? The Co-op currently serves 1,000-1,100 shoppers/week. The Co-op’s market study shows strong growth potential, especially in the central city area. j) How will these funds help you respond to, or recover from COVID-19? Accelerating debt repayment will stabilize cash flow and free up funds for sales growth efforts. k) For existing programs: How many people were served during the last program year? How many were from the City of Oshkosh? 85% of shoppers were from Oshkosh l) If existing, describe measurable impact the program has achieved to date (with examples) The Oshkosh Food Co-op is a retail anchor in the Brio Building, the first of three redevelopment projects being constructed by Merge Urban Development. In the first 8 months, the Co-op has sold more than $200,000 in goods from local producers, offering a market to a diverse range of food producers. The Co-op serves shoppers in a USDA-designated food desert with a full line of food and household goods. PROJECT OUTCOMES If this is a continuing activity, describe a measurable outcome of your previous year's work regardless of funding source. The Oshkosh Food Co-op opened July 22, 2021. Opening the store, staffing it, and operating it were major achievements. b) Describe two anticipated measurable outcomes for your proposed project/program. 1. The Oshkosh Food Co-op will continue to strengthen the local economy in three ways: a. The Co-op is a retail anchor tenant in the Brio Building; an amenity for residents and, as such, a catalyst for additional economic development occurring in the area (Mackson Corners, Shell Station, Morgan Crossing) b. Already, the Oshkosh Food Co-op has sourced 20% of its goods locally (within 100 miles or the State of Wisconsin.) c. Attract shoppers to the central city. Currently, 1 in 7 Food Co-op shoppers is from outside the Oshkosh community, attracting grocery dollars and visitor traffic to the central city. 2. The Oshkosh Food Co-op is committed to providing fresh, healthy food options in a USDA-designated food desert. The Co-op’s new Food for All program will enable participants, whose incomes are within 200% of the federal poverty line, to purchase groceries at a discount. The program’s outcomes will be measured by enrollment and utilization. This is part of a broader effort to build community. The Co-op is committed to providing a place where everyone experiences a sense of belonging. Locating in the food desert, developing policies, training board and staff on diversity, equity and inclusion, providing community-building activities, and creating the Food for All Program are first-year initiatives. DESCRIBE THE AGENCY'S AUDITING AND FISCAL CONTROLS a) Briefly describe your agency's fiscal oversight / internal controls to minimize opportunities for fraud, waste and mismanagement. The Oshkosh Food Co-op works with Retail Financial Services to produce monthly financial statements. A Finance Committee, comprised of professionals in the food and beverage industry, accounting, and law, provides oversight. Accounting and Finance procedures support this work. b) How does your agency plan to segregate ARPA funds from other agency funds for purposes of identification, tracking, reporting and audit? Funds will be repaid directly to GO-EDC on the Co-op’s behalf, providing clear tracking of their usage. CONTINGENCY PLAN - If your grant request is not fully funded, what adjustments are you prepared to make? The Co-op has already reduced costs to align with current sales and is raising private dollars. If not fully funded, funds awarded will be used to repay as much of the loan as possible. PROJECT BUDGET a) Briefly explain project revenues and expenses related to this proposal. This should match with the Budget Overview sheet. The Revolving Loan Fund loan helped fund buildout and equipment installation at the Co-op, as shown in the Sources and Uses budget for the project. These are one-time, capital expenditures. b) Be specific about how ARPA dollars would be spent. ARPA funds would be used to pay off the Revolving Loan Fund loan. (Note: No other COVID- related public financing was provided to the Co-op (e.g., PPP or other programs) Loan repayment now strengthens the Co-op’s financial position, allowing it to secure its role as an economic engine and source of healthy, accessible food options in the Food Desert. PLEASE COMPLETE THE ATTACHED BUDGET OVERVIEW AND SUBMIT WITH YOUR APPLICATION. 2021 BUDGET OVERVIEW / INCOME AND EXPENSES ORGANIZATION NAME: Oshkosh Food Co-op REVENUE SOURCE PROJECTIONS Estimated Funding for this Project/Program Proposed ARPA Funding $220,000.00 Other Government Grants – List: Healthy Food Financing Initiative Grant from the US Department of Agriculture $145,000.00 OACF Funding $110,000.00 OAUW Funding n/a Donations/Other Fundraising $1,028,241.00 Internal/Self-Funding Other – list: Grants $2,139.00 Other – Member Equity $292,120.00 Other – Member Loans $834,900.00 Other – Landlord and Vendor Contributions $420,000.00 Total $2,972,400.00 Operating Budget Regular Operating Income Sales $1,971,657.00 Other income $19,386.00 Reserve funds $386,531.00 Total $2,377,574.00 EXPENSES Uses Leasehold Improvements $810,204.00 Equipment $650,699.00 Inventory $180,000.00 Fees $176,653.00 Start-up Promotion $33,655.00 Start-up Staffing $162,409.00 Overhead/Admin Prior to Opening $235,186.00 Interest During Project $20,313.00 $2,269,119.00 Working Capital $703,281.00 Total $2,972,400.00 Regular Operating Expenses Salaries/Benefits $499,154.00 Occupancy $180,378.00 Professional Fees/Contracted Services $129,114.00 Program/Office Materials $46,720.00 Marketing/Printing (66000) $64,797.00 Professional Development (64950) $400.00 Other: Cost of Goods $1,279,411.00 Other: Depreciation $151,428.00 Other: Other Expenses $26,172.00 Total $2,377,574.00 COVID RELATED EXPENSES (please identify) Interest expense, GO-EDC loan $17,962.00 Difference between projected and actual sales $533,343.00