HomeMy WebLinkAboutItem VIPLAN COMMISSION STAFF REPORT JUNE 20, 2023
ITEM VI: PUBLIC HEARING: REVIEW 2023 ANNUAL ACTION PLAN COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM
BACKGROUND
Staff requests review and acceptance of the 2023 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 2023 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 2023 CDBG Action Plan.
- 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 (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 2023
Program Year began May 1, 2023 and ends April 30, 2024. The 2023 entitlement allocation is
estimated to be $807,095.
Staff is proposing 2023 entitlement allocations to the following projects:
1. $120,000 Central City Redevelopment (varied regulations; each reference listed with
corresponding activity below)
Activities may include, but are not limited to, acquisition 24 CFR 570.201(a),
clearance and demolition 24 CFR 570.201(d) and cleanup of contaminated sites 24
CFR 570.201(d). The following 24 CFR 570.201(c) activities that may be
undertaken are water/sewer improvements, street improvements, sidewalks and
tree planting. Additionally, interim assistance 24 CFR 570.201(f) and privately
owned utilities (24 CFR 570.201(l) may be activities executed under the Central
City Redevelopment project.
2. $350,000 Public Facilities 24 CFR 570.201(c)
Activities may include, but are not limited to, acquisition, construction,
reconstruction, rehabilitation or installation of public facilities and
improvements, except as provided in § 570.207(a), carried out by the recipient or
other public or private nonprofit entities. Examples of activities that may be
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funded include park improvements, and acquisition of transitional or supportive
housing facilities.
3. $120,000 Public Services 24 CFR 570.201(e)
Activities may include, but are not limited to, assistance to local non-profit
agencies that provide needed services to LMI individuals and households.
Examples of programs that may be funded include, health care assistance,
emergency shelter, food pantry, peer support, advocacy and education and
emergency assistance.
*Public Service activities can represent no more than 15% of the total annual grant
allocation.
4. $150,000 Program Administrative Costs 24 CFR 570.206
Activities may include, but are not limited to, general management, oversight
and coordination, public information, Fair Housing activities, indirect costs,
submission of applications for federal programs, administrative expenses to
facilitate housing, associated training and related costs and preparation of
functional plans.
*Administration activities can represent no more than 20% of the total annual grant
allocation.
Staff is proposing the following prior year resource re-allocations:
• $97,743.06 in remaining 2020 Housing Rehab funds being reallocated to the 2023 Central
City project (listed under 2023 entitlement allocations).
• $50,000 of 2022 Public Facilities funds being reallocated to the 2023 Public Facilities
project (listed under 2023 entitlement allocations).
• $50,000 of 2022 Neighborhood Initiatives funds being reallocated to 2023 Public Facilities
project (listed under 2023 entitlement allocations).
Staff estimates that the City will receive $36,000 in Program Income in the upcoming 2023
Program Year. There will be a public participation opportunity to comment on the proposed
activity when these dollars are received.
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 2023 Annual Action Plan for the Community Development
Block Grant Program, together with a determination of consistency that projects/activities
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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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Reallocating prior year Housing Rehab funds for Acquisition. Reallocating Public Facility mobility
improvements to Public Facility acquisition. Reallocating Neighborhood Initiative funds for property
rehab to Public Facility open space development.
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The Fiscal Year 2023 Annual Action Plan represents the fourth 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) 2023.
During the 2023 Program Year, the City of Oshkosh will pursue the implementation of projects in the
categories:
1. Central City Redevelopment
2. Public Facilities
3. Public Services
4. Program Administration & Planning
Total resources $1,040,838 are broken down into three categories:
$807,095 in 2023 CDBG Entitlement Funds
$36,000 in 2023 Program Income (funds recieved from disposition of CDBG acquired properties)
$197,743 in Prior Year resources being reallocated
Prior Year resources that are being reallocated are made up of:
$97,743.06 in remaining 2020 Housing Rehab funds (IDIS activity 492) being reallocated to 2023
Central City
$50,000 of 2022 Public Facilities funds (IDIS activity not yet created) being reallocated to 2023
Public Facilities
$50,000 of 2022 Neighborhood Initiatives funds (IDIS activity not yet created) being reallocated
to 2023 Public Facilities
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A minimum of 70% of funds will be spent on activities that will benefit LMI persons in the next three
year period, including program years 2023, 2024 and 2025.
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
2023 programs and activities identified in the Action Plan. The Con Plan goals are listed below in no
particular order:
1. Provide safe, decent, affordable housing
2. Provide housing, services and facilities for homeless persons or those at-risk of becoming
homeless
3. Provide housing, services and facilities for persons with special needs
4. Improve community facilities, infrastructure, public services and quality of life for residents
5. Create suitable living environment through public facilities or infrastructure improvements
6. 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.
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-20 (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 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. For
example, 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.
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4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
In accordance with the City's Citizen Participation Plan, the draft Action Plan is available online at
www.ci.oshkosh.wi.us/EconomicDevelopment/ and a copy is available for review at the Community
Development Office at Oshkosh City Hall, 215 Church Ave. throughout the thirty day public comment
period. Hard copies of the Action Plan are available upon request.
The thirty day comment period began on May 28, 2023 and ended on June 28, 2023
The FY 2023 Action Plan was presented and discussed at the in-person Plan Commission and Common
Council meeting on June 20, 2023 and June 27, 2023, respectively.
City staff 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.
City staff also consulted with a number of organizatios through email correspondance, a summary of
those comments are attached.
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.
Not applicable. No comments were recieved. A summary of Consultation comments, referenced in the
previous paragraph, are attached.
6. Summary of comments or views not accepted and the reasons for not accepting them
Not applicable. No comments were recieved.
7. Summary
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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
CDBG Administrator OSHKOSH Community Development Department
HOME Administrator N/A
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 2023 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
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PH: 920.236.5029
Email: etardiff@ci.oshkosh.wi.us
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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 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.Including Habitat for Humanity, Oshkosh Kid’s Foundation,
COTS, Northpointe Development Inc.
Winnebagoland Housing Coalition / CoC - oversees the Continuum of Care Network for the City
of Oshkosh and Winnebago County.
Local jurisdictions, agencies, and organizations will be invited to submit proposals/applications for CDBG
funds for eligible activities. These groups are welcome to 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
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and funding opportunities. Also, the staff of the Community Development 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 quarterly 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.
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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 currently has twenty-five (25) beds
during the winter months, open only from October 15th through April 15th, however with their new
location opening up on May 15th, 2023 Day by Day will be able to provide shelter and services 365 days
of the year with a 50-bed capacity.
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 housing for approximately 35 individuals and ten (10)
families per year. ADVOCAP also operates a HUD-funded permanent supportive housing project, with
three (3) households within Oshkosh in scattered sites, and Rapid Re-Housing projects, with twelve (12)
households in Oshkosh. The number of units occupied are directly affected by the availability of
housing units at fair market rent, as there is an increasing number of people who need the homeless
programs.
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.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction’s consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization WINNEBAGO COUNTY HOUSING AUTHORITY
Agency/Group/Organization Type PHA
What section of the Plan was addressed by Consultation? Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Discussed affordable housing needs in the community as well as the needs
of the City's low to moderate income residents, and how the city and
housing authority could work together collaboratively
2 Agency/Group/Organization Winnebagoland Housing Coalition
Agency/Group/Organization Type Continuum of Care
What section of the Plan was addressed by Consultation? Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Public Service Agencies
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The Coalition was consulted for affordable housing and public housing
needs in the community. City staff attends quarterly Coalition meetings
to keep informed on services available and needs of the community
3 Agency/Group/Organization City of Oshkosh Economic Development
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by Consultation? Economic Development
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
economic development strategies and initiatives that are currently in
place or may be undertaken
4 Agency/Group/Organization Greater Oshkosh Economic Development Corporation
Agency/Group/Organization Type Business Leaders
Non profit economic development group
What section of the Plan was addressed by Consultation? Economic Development
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
A non-profit corporation that works with the community to provide
leadership, direction, coordination, and services to advance economic
development in the greater Oshkosh area
5 Agency/Group/Organization Winnebago County Health Department
Agency/Group/Organization Type Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Health
Other government - County
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs
Lead-based Paint Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Lead based paint policies and health and safety needs of Oshkosh
residents
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6 Agency/Group/Organization ADVOCAP, INC.
Agency/Group/Organization Type Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Services-Education
Services-Employment
Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
HOPWA Strategy
Economic Development
Anti-poverty Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Consultation regarding affordable housing needs; collaborate on various
programs/activities to best serve the community
7 Agency/Group/Organization City of Oshkosh Public Works Department
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by Consultation? Economic Development
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
discussion regarding various infrastructure improvements planned during
the program year
8 Agency/Group/Organization Neighborhood Associations
Agency/Group/Organization Type Neighborhood Associations
Neighborhood Organization
What section of the Plan was addressed by Consultation? Housing Need Assessment
Neighborhood Initiatives
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
discuss neighborhood programs/activities to create strong and healthy
neighborhoods
9 Agency/Group/Organization Day by Day Warming Shelter
Agency/Group/Organization Type Services-homeless
Services-Health
Services-Education
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
provide shelter and advocacy
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10 Agency/Group/Organization Greater Oshkosh Healthy Neighborhoods
Agency/Group/Organization Type Non-profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Neighborhood Initiatives
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
expand on the organization's role in developing, expanding and organizing
neighborhood planning projects/programs/activities, acquiring slum and
blight properties
11 Agency/Group/Organization HABITAT FOR HUMANITY OF OSHKOSH INC.
Agency/Group/Organization Type Non profit
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Habitat's continued role in construction of new affordable housing for LMI
households. Continue partnership projects with City and local PHA
12 Agency/Group/Organization METROPOLITAN MILWAUKEE FAIR HOUSING COUNCIL
Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by Consultation? Fair Housing
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
continue to contract with satellite office in Appleton to provide training
opportunities for landlords and tenants, as well as investigate potential
fair housing complaints in the community
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13 Agency/Group/Organization Oshkosh Public Service Consortium
Agency/Group/Organization Type Business and Civic Leaders
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Strategy
Non-Homeless Special Needs
Public Service Agencies
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
collaboration effort between City, local community foundation and United
Way to allocate funds to public service agencies
Identify any Agency Types not consulted and provide rationale for not consulting
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Winnebagoland Housing
Coalition
Alleviate the impact of homelessness in the community through cooperation and
collaboration of social service providers
Oshkosh 2005-2025
Comprehensive Plan;
Update 2040
City of Oshkosh
City's general plan is comprised of various elements that provide a comprehensive slate of
city-wide policies and furthers the City's smart growth strategy for growth and
development.
City of Oshkosh Comp
Plan - Housing City of Oshkosh
Housing Element serves as a policy guide to help the city meet its existing and future
housing needs. The Plan has the goal of creating and preserving affordable housing stock
within the city.
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Oshkosh Analysis of
Impediments City of Oshkosh
Analysis of Impediments to Fair Housing Choice presents a demographic profile of the city,
assesses the extent of housing needs among specific income groups and evaluates the
availability of a range of housing choices for residents
Oshkosh Housing
Authority 5 Year Plan
Oshkosh/Winnebago
Housing Authority The goals of the City and Housing Authority are complementary.
Oshkosh Strategic Plan City of Oshkosh The goals are complementary.
City of Oshkosh Housing
Study City of Oshkosh
The recommendations in the housing study are similar to the Strategic Plan. The City of
Oshkosh made the following amendments to its Zoning Ordinance to allow for use of the
Accessory Dwelling Units (ADU) in residential zoned districts. ADUs increase the
opportunities for affordable workforce housing in the City of Oshkosh. Working in the
coordination of reducing the minimum lot width, increasing density, reducing parking
requirements in multifamily development districts, and eliminating the minimum dwelling
size to free up lots that historically haven't been able to be developed for housing.
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City of Oshkosh will publish a public notice with a summary of the proposed Action Plan which includes a list of locations where it may be
reviewed. The Action Plan will be available for review at the Community Development Department (215 Church Avenue, Room 201), online at
www.ci.oshkosh.wi.us, and hard copies are available upon request. The notice will include information on the public hearing(s) including
location, date and time, along with contact information to submit written comments and the comment deadline. Those with specialized needs
are directed to contact the Community Development Department at least five (5) days prior to a meeting.
City staff continues to work with the Oshkosh Public Service Consortium and community groups, organizations and agencies to increase citizen
participation and improve the FY 2023 CDBG application and evaluation process.
The Community Development Department goes through the citizen participation process and evaluates how that feedback can be incorporated
into the City’s Annual goals and future plan’s goals.
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Citizen Participation Outreach
Sort Or
der
Mode of Outr
each
Target of Outr
each
Summary of
response/atten
dance
Summary of
comments rec
eived
Summary of com
ments not
accepted
and reasons
URL (If applicable)
1 Public
Meeting
Non-
targeted/broa
d community
Plan
Commission
(PC) will meet
on June 20,
2023 to allow
the public the
opportunity to
comment and
recommend
approval to the
Common
Council. The
Plan will be
approved by
Common
Council, with
any comments
received at the
PC meeting
added prior to
the City's
submission of
the Plan.
No comments
received
No comments
received N/A
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Sort Or
der
Mode of Outr
each
Target of Outr
each
Summary of
response/atten
dance
Summary of
comments rec
eived
Summary of com
ments not
accepted
and reasons
URL (If applicable)
2 Public
Meeting
Non-
targeted/broa
d community
Common
Council will
meet on June
27, 2023 to
allow the public
the opportunity
to comment and
approve the
submission and
implementation
of the 2023
Action Plan. The
Plan will be
approved, with
any comments
received at the
meeting added
prior to the
City's
submission of
the Plan.
No comments
received
No comments
received N/A
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Sort Or
der
Mode of Outr
each
Target of Outr
each
Summary of
response/atten
dance
Summary of
comments rec
eived
Summary of com
ments not
accepted
and reasons
URL (If applicable)
3 Email
outreach
Non-targeted;
email
distribution of
availability of
draft Action
Plan for
comments
Email
distribution list
of 30+ members
E-mail
comments
received
expressing
needs of
individual
organizations,
also
mentioned in
the
Consultation
section of the
plan (AP-10).
Comments
received are
summarized in
the attachment.
N/A
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Sort Or
der
Mode of Outr
each
Target of Outr
each
Summary of
response/atten
dance
Summary of
comments rec
eived
Summary of com
ments not
accepted
and reasons
URL (If applicable)
4 Newspaper
Ad
Non-
targeted/broa
d community
A public hearing
notice detailing
the public
hearing
schedule and
opportunity to
comment during
the comment
period was
published in the
Oshkosh
Northwestern
on May 28th
and May 30th,
2023.
No comments
received N/A N/A
5 Internet
Outreach
Non-
targeted/broa
d community
City website
linked the public
hearing notice
detailed in item
number 4
above.
N/A N/A https://www.ci.oshkosh.wi.us/Economic
Development/
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Oshkosh will receive $807,095 in CDBG entitlement funds for FY 2023 Program Year. The City expects to receive $36,000 in Program
Income from the disposition of properties. And Prior Year resources of $197,743 will be reallocated during the FY 2023 Annual Action Plan
period. The City’s FY 2023 CDBG program year starts on May 1, 2023 and concludes on April 30, 2024.
The following financial resources are identified for the FY 2023 Annual Action Plan and will be used to address the following needs: Community
Development; Economic Development Needs; Neighborhood Initiatives; and Administration, Planning, and Management Needs; Other Special
Needs. The accomplishments of these projects/activities will be reported in the FY 2023 Consolidated Annual Performance and Evaluation
Report (CAPER).
You'll note that Housing Needs was not listed above, those needs are addressed with current open activities in IDIS, reflected in the Expected
Amount Available Remainder of Con Plan.
Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 807,095 36,000 197,743 1,040,838 1,480,621
Based on evaluating previous years
program income from disposing of
the CDBG funded properties. The City
estimates $36,000 in program
income.
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction
for ownership
TBRA 0 0 0 0 0
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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Other public -
federal
Admin and
Planning
Economic
Development
Public Services
Other 0 0 0 0 0
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
While the CDBG program does not require leveraging, the program does leverage other resources. The City budgets funds in its Capital
Improvement Program for additional programs for housing related activities (i.e. acquisition, housing rehabilitation), public facility
improvements, landscaping, curb appeal projects, and acquisition of properties to eliminate slum and blight.
The Oshkosh Area Community Foundation and the Oshkosh United Way partner with the City of Oshkosh in forming the Oshkosh Public Service
Consortium. The Consortium seeks applications from public service agencies for programs/activities that meet one of HUD's national objectives
and provides a direct benefit to low to moderate income households.
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If appropriate, describe publically 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
Please reference the AP-35 (Projects) Section of the Plan.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 CD-3 Public Services 2020 2024 Non-Housing
Community
Development
Oshkosh
Priority
Areas
Community
Development Need
CDBG:
$120,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 1000 Persons
Assisted
2 CD-1 Community
Facilities and
Infrastructure
2020 2024 Non-Housing
Community
Development
Oshkosh
Priority
Areas
Center City
Community
Development Need
CDBG:
$450,000
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 1000 Persons Assisted
3 AM-1 Overall
Coordination
2020 2024 Administration,
Planning, and
Management
Oshkosh
Priority
Areas
Administration,
Planning, and
Management Need
CDBG:
$150,000
Other: 2 Other
4 ED-2
Redevelopment
2020 2024 Economic
Development
Center City Housing Need
Community
Development Need
Economic
Development Need
CDBG:
$534,838
Other: 10 Other
Table 6 – Goals Summary
Goal Descriptions
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1 Goal Name CD-3 Public Services
Goal
Description
Improve and enhance the public and community development services in the City.
2 Goal Name CD-1 Community Facilities and Infrastructure
Goal
Description
Improve the City’s public facilities and infrastructure.
3 Goal Name AM-1 Overall Coordination
Goal
Description
Provide program management and oversight for the successful administration of CDBG programs.
4 Goal Name ED-2 Redevelopment
Goal
Description
Acquire and dispose of properties to promote the development and revitalization of vacant residential, commercial, and
industrial areas.
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Projects
AP-35 Projects – 91.220(d)
Introduction
During the 2023 Program Year, the City of Oshkosh will pursue the implementation of projects and
activities in four major categories:
1. Central City Redevelopment
2. Public Facilities
3. Public Services
4. Program Administration & Planning
The use of CDBG funds in 2023 will focus on activities and programs that:
Improve, maintain and create housing accessibility to homeownership for income qualified
homebuyers
Revitalize neighborhoods through park and playground improvements, acquisition and
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
The project allocations total $1,040,838 which include Program Income and Prior Year Resources, as
referenced in AP-05 Executive Summary and AP-15 Expected Resources.
Projects
# Project Name
1 Central City Redevelopment
2 Public Facilities
3 Public Services
4 Administration
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-
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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 2023 CDBG
funding allocation. Unfortunately, the needs are greater than the funding received.
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AP-38 Project Summary
Project Summary Information
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1 Project Name Central City Redevelopment
Target Area Center City
Goals Supported ED-2 Redevelopment
Needs Addressed Housing Need
Community Development Need
Funding CDBG: $320,838
Description Assist with the redevelopment of the central city.
Target Date 5/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
The eventual redevelopment will hopefully result in benefitting at least
10 housing units within the Central City.
Location Description Central City properties.
Planned Activities Activities may include, but are not limited to, acquisition 24 CFR
570.201(a), clearance & demolition 24 CFR 570.201(d) and cleanup of
contaminated sites 24 CFR 570.201(d). The following 24 CFR 570.201(c)
activities that may be undertaken are water/sewer improvements, street
improvements, sidewalks and tree planting. Additionally, interim
assistance 24 CFR 570.201(f) and privately owned utilities (24 CFR
570.201(l) may be activities executed under the Central City
Redevelopment project.
2 Project Name Public Facilities
Target Area Oshkosh Priority Areas
Center City
Goals Supported CD-1 Community Facilities and Infrastructure
Needs Addressed Other Special Needs
Community Development Need
Funding CDBG: $450,000
Description Assist nonprofits and other organizations with various public facility
improvements.
Target Date 5/1/2024
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Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description Citywide.
Planned Activities Activities may include, but are not limited to, acquisition, construction,
reconstruction, rehabilitation or installation of public facilities and
improvements, except as provided in § 570.207(a), carried out by the
recipient or other public or private nonprofit entities. Examples of
activities that may be funded include park improvements, and acquisition
of transitional or supportive housing facilities.
3 Project Name Public Services
Target Area Oshkosh Priority Areas
Goals Supported CD-3 Public Services
Needs Addressed Homeless Need
Funding CDBG: $120,000
Description Funds provided to local non-profit agencies that provide needed services
to LMI individuals and households.
Target Date 5/1/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
1,000 LMI persons.
Location Description Citywide.
Planned Activities Activities may include, but are not limited to, local nonprofit
subrecipients carrying out the following programs: health care assistance,
emergency shelter, food pantry, peer support, advocacy and education
and emergency assistance.
4 Project Name Administration
Target Area Oshkosh Priority Areas
Goals Supported AM-1 Overall Coordination
Needs Addressed Administration, Planning, and Management Need
Funding CDBG: $150,000
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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 and
Fair Housing activities.
Target Date 5/1/2024
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 Activities may include, but are not limited to, general management,
oversight and coordination, public information, Fair Housing activities,
indirect costs, submission of applications for federal programs,
administrative expenses to facilitate housing, associated training and
related costs and preparation of functional plans.
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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 2023 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 attached 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 75
Center City 25
Table 8 - Geographic Distribution
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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 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 2023 CDBG Action Plan activities and programs
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 unspent prior year CDBG funds to support housing financial assistance and
owner-occupied housing rehabilitation programs.
The following affordable housing accomplishments are expected to be completed during the FY 2023
CDBG Program Year:
One Year Goals for the Number of Households to be Supported
Homeless 1,000
Non-Homeless 0
Special-Needs 0
Total 1,000
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 0
Acquisition of Existing Units 7
Total 7
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 2023 CDBG funds:
Homeless - An estimate based on previous year support through our Public Services Program
Acquisition - An estimate based on a property in mind with the intention of LMI housing for
roughly 7 units
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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 with unspent prior year CDBG funds.
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
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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
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.
Discussions with the Oshkosh/Winnebago County Housing Authority included how they can work
together collaboratively with the City on a number of projects including a need for additional supportive
housing needs in the community, City assistance in home rehabilitation, environmental phase 2 of an
existing redevelopment housing project, and needed office space for the Housing Authority.
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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 Day by Day Warming Shelter and assisted in our 2021 Action
Plan in the Shelter's efforts in acquiring property to construct a permanent shelter facility that will offer
on-site services, additional resources and additional beds. The new facility is planned to open on May
15, 2023.
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
facility, or 4) being released from a correctional facility.
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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 continues to grow in Oshkosh.
Homelessness and the factors affecting it are increasing and the temporary local warming shelter has to
regularly turn people in need away. The City has assisted Day by Day Warming Shelter in its land
acquisition fora permanent shelter facility that will offer on-site services and resources and additional
beds, opening on May 15 of 2023.
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
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
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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 funds to address homeless needs or to prevent
homelessness. There are a number of public and private organizations providing these homeless
services in the community and the City supports these agencies through funding public service agencies.
The City also allocated a portion of American Rescue Plan Act (ARPA) funds to support homelessness
initiatives. The Continuum of Care (CoC) in Oshkosh has a direct influence in addressing the needs of the
homeless, as well.
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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 respond 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), a satellite office of
the Metropolitan Milwaukee Fair Housing Council (MMFHC), 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 made the following amendments to its Zoning Ordinance to allow for use of the Accessory
Dwelling Units (ADU) in residential zoning districts. ADUs are smaller, independent residential dwelling
units located on the same lot as a stand-alone (i.e., detached) single-family home. ADUs increase the
opportunities for affordable workforce housing in the City. Working in the coordination of reducing the
minimum lot width, increasing density, reducing parking requirements in multifamily development
districts, and eliminating the minimum dwelling size to free up lots that historically haven’t been able to
be developed for housing sites
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.
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 2023 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 2023 CDBG funds:
Central City Redevelopment
Housing Initiatives (supported with unspent prior year funds)
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.
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 accepts funding requests for CDBG funds annually. The
Economic Development Division staff provides help and technical assistance as needed to assist these
public 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 $807,095 in CDBG entitlement funds for FY 2023 Program Year,
$447,743 in Prior Year resources being reallocated, and the City expects to receive $ in Program Income
from disposing of CDBG acquired properties funds during the FY 2023 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 estimated 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. 51.59%
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
n/a
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
n/a
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
n/a
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
n/a
n/a
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Attachments
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Grantee Unique Appendices
Area Agency Consultation Attachment
NAMI-Oshkosh Alliance for the Mentally Ill Response 2023
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?
We need more mental health care delivered quickly.
2. Has your organization identified gaps in services that would positively impact the citizens in Oshkosh
but is currently not available?
There is no good mental health care available quickly. For example, the Winnebago County
Walk-In Mental Health Clinic lets you see a receptionist. There is nothing offered except a
long wait for an appointment. When a person called Oshkosh Police and requested a Crisis
Intervention Team office, the dispatcher said, “He doesn’t come in until this afternoon.” We
have many trained CIT officers and we have the Crisis Team, but the staff members who
direct officers, apparently, are not properly trained. When calling OPD for an officer to stop
by during a NAMI support group because of an anticipated problem, we were told, “If it
becomes an emergency, call 911” So despite efforts to be proactive instead of reactive, we
were shut down. What is the number one issue you see when assisting community
members?
3. What is the number one issue you see when assisting community members?
4. We need more mental health care delivered quickly.
5. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If so, have you identified a program that could be assisted with CDBG funds?
Yes, I would like to see us apply, but do not have enough information. We could use funds
to train more group facilitators to offer more classes and support groups. We could use
funds to place a bench with a charging station for people needing to charge phones and
electronic monitoring devices. This would help individuals who are homeless stay in touch
with needed services.
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6. Does 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?
Often homeless people are suffering from a mental illness and many times have the dual
diagnosis of an addiction and a mental health concern. Funds to conduct a dual diagnosis
support group would be well utilized.
Our building is undergoing substantial structural repairs. To provide mental health support,
education, and advocacy, we need a safe, sound building. We could use funds for those
repairs.
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Oshkosh Residents Program Response 2023
When working with citizens in Oshkosh, what has your organization identified as the greatest need in
order to effectively serve the citizens?
From the farmers market’s perspective, the greatest need is to enable lower income
families and individuals to improve their diets and support generational good nutritional
habits.
What barriers is your organization facing when trying to help community members and meet the goals of
your organization?
1. Awareness of the market’s two SNAP incentive programs that offer either a $10 (Bonus 10
program) or a $20 (Match 20 program / Oshkosh residents only) match when using their
SNSP/EBT benefits at the market.
2. Ability to benefit from the SNAP incentive programs our research has shown is limited to
individuals and families that know how to cook and have the availability of a proper kitchen in
which to cook locally grown food. Reaching the “non cooking” population is a challenge
throughout the country and requires a cultural change that is very difficult to facilitate.
Has your organization identified gaps in services that would positively impact the citizens in Oshkosh but
is currently not available?
We have not identified any at this time.
What is the number one issue you see when assisting community members?
Many of our SNAP/EBT customer’s comment that they are struggling to feed their families “the
good stuff” that is healthy foods on their very limited budgets.
Does your organization plan to submit an application for CDBG funds for the upcoming program year? If
so, have you identified a program that could be assisted with CDBG funds?
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The Oshkosh Saturday Farmers Market will be submitting an application for CDBC funds to
support our Match-20 program for Oshkosh residents. In previous years this program has had a
major impact on the purchasing behavior of SNAP/EBT customers at the market. Oshkosh
residents utilizing the program have increased their benefit use at the market and often have
used the program to budget their SNAP food benefits.
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.
The city’s various departments have been very supportive of the market which has
enabled us to become one of the top farmers markets in the state and nationally
recognized.
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Rebuilding Together Fox Valley Response 2023
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?
Our greatest need is assistance in sharing our free services with older adults. Our largest barrier
is access to funding.
2. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
There are many older homes that need extensive repairs, as well as lead paint. The funding we
receive allows us to do a fraction of what is necessary to fully address the needs of the
homeowners and help preserve access to affordable housing.
3. What is the number one issue you see when assisting community members?
A reluctance to ask for assistance
4. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If so, have you identified a program that could be assisted with CDBG funds?
Yes, we plan to apply for funding for our Safe and Healthy Housing program.
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Winnebago County Human Services Response 2023
1. When working with citizens in Oshkosh, what has your organization identified as the greatest
need in order to effectively serve the citizens?
Stable and affordable housing is one of the greatest needs.
2. What barriers is your organization facing when trying to help community members and meet the
goals of your organization?
There can be a stigma associated with interacting with a governmental agency to seek help.
3. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
Easier access to mental health services, more accessible transportation, second shift day care
and food security.
4. What is the number one issue you see when assisting community members?
For people who need assistance of any sort, whether it is in home or facility based, there is a
tremendous lack of caregivers.
5. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If so, have you identified a program that could be assisted with CDBG funds?
no
6. 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.
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I would love to see us partner with other community entities to offer transitional housing.
ADVOCAP – Food and Nutrition Program 2023
1. When working with citizens in Oshkosh, what has your organization identified as the greatest
need in order to effectively serve the citizens?
2. What barriers is your organization facing when trying to help community members and meet the
goals of your organization?
Financial limitations. ADVOCAP is able to secure grants that are focused on meeting a lot of
needs we find, but sometimes the grant restricts who we are able to help so severely that we
aren’t able to serve as many people as we would like. We see this specifically in our homeless
prevention and senior nutrition funding.
We need financial assistance that gives us the flexibility to help those who are falling through
the cracks or to provide items that aren’t covered under other funding sources, like weekend
meals, protein shakes, hygiene products and fresh fruit for our homebound elderly population.
We see needs increasing and costs of services increasing, but we remain flat funded. This forces
us to make cuts to services or reduce the number of people we can assist.
According to ADVOCAP’s 2022 Community Needs Assessment survey respondents in Winnebago
County experienced challenges in the areas of physical health, employment and income, mental
health and food and nutrition. The assessment results can be found at www.advocap.org.
In addition to those challenge areas, the 15 childcare providers who responded to our survey
indicated that they have no openings and extensive waiting lists. Several indicated if they were
fully staffed additional children could be served.
3. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
According to ADVOCAP’s 2022 Community Needs Assessment survey respondents in Winnebago
County experienced challenges in the areas of physical health, employment and income, mental
health and food and nutrition. The assessment results can be found at www.advocap.org.
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In addition to those challenge areas, the 15 childcare providers who responded to our survey
indicated that they have no openings and extensive waiting lists. Several indicated if they were
fully staffed additional children could be served.
4. What is the number one issue you see when assisting community members?
Our needs survey results reflect the overall issues we are seeing nationwide. Our families are in
a state of crisis. Although most of the respondents are working, they are unable to pay their
bills. Community services, like those that ADVOCAP provides, are the only thing keeping people
afloat right now.
5. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If so, have you identified a program that could be assisted with CDBG funds?
Yes. ADVOCAP would like to apply for funds to assist with delivering healthy meals to the older
adults in Oshkosh, allowing them to remain living independently in their homes. Older adults
need more support than just financial assistance to avoid homelessness or having to move to an
assisted living facility. In addition to the meal, all participants receive a home visit to determine
eligibility, explain how the program works and identity other resources the individual may need
to maintain a healthy lifestyle. This initial visit gives ADVOCAP staff a chance to make a
connection with the person and build trust. Building trust allows us to learn more about their
needs and guide them to the resources that will be most helpful. ADVOCAP’s meal delivery
program also provides a daily safety check. Delivery drivers need a verbal contact before they
will leave the meal. If the driver is unable to make contact, we have protocols in place to ensure
the participant is safe. This program is an essential part of the reason older adults in Oshkosh
are able to continue to live independently.
6. 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.
• Look for a way to work with area landlords to incentivize them in some way to work with
families in need and accept rental assistance programs. (including Section 8 Vouchers). Rent
cannot be more than Fair Market Rent, which includes utilities. Rent control is not going to be
the answer, but can we think of a way to incentivize landlord and property management
companies to accept vulnerable households that don’t meet their strict acceptance guidelines?
• If there are funds for housing development, providing housing with services on site that would
help people who live with mental health and AODA issues. We find that homeless people who
are the hardest to house often have these underlining issues. Housing that provides safe living
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conditions, where harm reduction and services would help get people off the street and keep
them off the streets.
• Provide funding for additional resource centers so that homeless persons have a place to go
when they leave the warming shelter. Even the new facility will not be a 24-hour facility. People
need a place to go to connect to resources. The hours of operation would need to match the
times that people need to leave the shelter. The public library and local businesses should not
have to shoulder being the place to go during the day. (but thank goodness they are currently
part of the solution).
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Oshkosh Fire Department 2023
1. When working with citizens in Oshkosh, what has your organization identified as the greatest
need in order to effectively serve the citizens?
2. What barriers is your organization facing when trying to help community members and meet the
goals of your organization?
One area of focus for the Oshkosh Fire Department is around fire prevention. We find a
significant number of housing units that do not have working smoke detectors in them. There is
also a gap that exists for detectors that are designed to alert special populations like the hearing
impaired. Additionally, many of these units also do not have carbon monoxide detectors.
Lastly, many of the fires we respond to are secondary to unattended cooking. Providing
extinguishers that can be affixed under the stove hood would help reduce these fires. The two
largest barriers that we typically face with our risk reduction efforts are lack of funds and
capacity of personnel to implement the solutions.
3. Has your organization identified gaps in services that would positively impact the citizens in
Oshkosh but is currently not available?
We have, we would like to partner with the Oshkosh Area Community Pantry to distribute the
under the hood extinguishers to their clients who are also at high risk of having these fires
occur. Unfortunately, we have not been able to secure funding for this endeavor.
4. What is the number one issue you see when assisting community members?
The overwhelming needs of the community and the lack of resources available to meet them.
5. Does your organization plan to submit an application for CDBG funds for the upcoming program
year? If so, have you identified a program that could be assisted with CDBG funds?
Yes, for the aforementioned extinguisher initiative.
6. 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.
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