HomeMy WebLinkAboutOshkosh_ARPA_Application_2024_Farmington FINAL ALL DOCUMENTS 1
American Rescue Plan Act (ARPA)
Funding Application for
Non-Profit Entities, Community Groups, and Neighborhood Associations
Due Date: March 1, 2024, 4:30 PM
Application must be completed in full to be considered.
Submit complete application & budget sheet electronically to citymgr@oshkoshwi.gov -or-
Mail - City Manager’s 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.
Application Review Criteria
The electronic version (including email message and all attachments) cannot exceed 10 MB
GENERAL INFORMATION
1. Name of Project/Program:
2. Organization Name:
3. Address:
4. Primary Contact Person:
5. Title: Phone:
6. E-mail
7. If applicable: Federal Tax Identification Number:
8. If applicable: DUNS number:
Provide Mission Statement/Purpose:
PROPOSAL OVERVIEW – must match Budget Overview sheet
Funds Requested Total Project Cost Annual Organizational Budget
$ $ $
2
PROPOSAL DETAILS
(Please limit to 700 words)
1. PROGRAM/PROJECT APPROACH – include the following details, as applicable:
a) Briefly describe the program/project you are requesting funds for.
b) Describe the need for your program/project.
c) Identify any other organizations in Oshkosh that address this need.
d) Describe your level of collaboration with other agencies on this project.
e) Is this a new, existing, or changed program?
f) Specifically, what will you use ARPA funds for?
g) Who will benefit and how?
h) How will you prevent the duplication of benefits to end users?
i) How many individuals/families will be served by this program/project?
j) How will these funds help you respond to, or recover from COVID-19?
k) For existing programs: How many people were served during the last program
year? How many were from the City of Oshkosh?
l) If existing, describe measurable impact has the program achieved to date (with
examples)
2. PROJECT OUTCOMES
a) If this is a continuing activity, describe a measurable outcome of your previous
year's work regardless of funding source.
b) Describe two anticipated measurable outcomes for your proposed
project/program.
c) Describe (if applicable) how proposed use of funds may achieve sustainability
objectives as described in the City’s Sustainability Plan.
d) Describe (if applicable) how project and proposed use of funds will benefit
underrepresented or marginalized individuals/groups, and/or achieve objectives
contained in the City’s Diversity, Equity and Inclusion Plan.
3. 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.
b) How does your agency plan to segregate ARPA funds from other agency funds
for purposes of identification, tracking, reporting and audit?
4. CONTINGENCY PLAN
a) If your grant request is not fully funded, what adjustments are you prepared to
make?
5. PROJECT BUDGET
a) Briefly explain project revenues and expenses related to this proposal. This
should match with the Budget Overview sheet.
b) Be specific about how ARPA dollars would be spent.
c) Provide details about how funds would be used by December 31, 2024.
PLEASE COMPLETE THE ATTACHED BUDGET OVERVIEW AND SUBMIT
WITH YOUR APPLICATION.
3
BUDGET OVERVIEW / INCOME AND EXPENSES
ORGANIZATION NAME: ____________________________________________________
REVENUE SOURCE PROJECTIONS
Estimated
Funding for this Project/Program
Proposed ARPA Funding
Other Government Grants - list:
OACF Funding
OAUW Funding
Donations/Other Fundraising
Internal/Self-Funding
Other – list:
TOTAL REVENUES $
EXPENSES
REGULAR OPERATING
EXPENSES
Project/Program
Budget
(PROPOSED)
Salaries/Benefits
Occupancy
Professional Fees/
Contracted Services
Program/Office Materials
Marketing/Printing
Professional Development
Supplies/Materials
Other – list:
Other – list:
Other – list:
COVID RELATED EXPENSES
(please identify)
Other
Other
Other
TOTAL EXPENSES $
NOTE: Revenues and Expenses must balance
4
THE APPLICATION CERTIFIES TO THE BEST OF ITS KNOWLEDGE:
1. The information submitted to the city of Oshkosh (“City“) in this application, and
substantially in connection with this application, is true and correct.
2. The applicant is in compliance with applicable laws, regulations, ordinances and
orders applicable to it that could have an adverse material impact on the project.
Adverse material impact includes lawsuits, criminal or civil actions, bankruptcy
proceedings, regulatory action by a governmental entity or inadequate capital to
complete the project.
3. The applicant is not in default under the terms and conditions of any grant or loan
agreements, leases or financing arrangements with its other creditors that could have
an adverse material impact on the project.
4. The applicant has to close, and will continue to disclose, any occurrence or event that
could have an adverse material impact on the project.
THE APPLICANT UNDERSTANDS:
1. This application and other materials submitted to the City may constitute public
records subject to disclosure under Wisconsin’s Public Records Law. The applicant
may mark documents “confidential” if the documents contain sensitive information.
2. Submitting false or misleading information in connection with an application may result
in the applicant being found ineligible for financial assistance under the funding
program, and the applicant or its representative may be subject to civil and/or criminal
prosecution.
YES NO (circle one) I certify that the requested funding is needed to ensure this project will
happen in the City of Oshkosh.
Signature Date
Authorized representative of Applicant/Organization
PRINTED NAME:
TITLE OF APPLICANT:
ORGANIZATION NAME:
Kay M. Qualley
The City of Oshkosh Housing Needs Assessment and Strategy Plan (Housing Study
https://www.oshkoshwi.gov/PlanningServices/Documents/2022_03_Oshkosh_Housing_Needs_
Assessment_low_res.pdf ), adopted by the Common Council, identified goals such as creation
of affordable workforce housing as critical to future prosperity, by prioritizing housing for the
“missing middle”. The “missing middle” describes small to mid-sized residences that are
largely unavailable in the marketplace now. Greatly expanding the supply of housing that’s
affordable for middle-income households helps businesses and schools. Council indicated that
they are supportive of workforce housing and directed staff to explore options to facilitate
workforce housing opportunities that would fill this community need.
City Staff identified a five-acre vacant piece of land as a potential location for 15-20 modest-
sized homes for working families. The development of the parcel is an opportunity to fulfill a
Housing Study strategy to positively impact the community. There are no other organizations
who develop workforce housing besides Habitat for Humanity who facilitates home ownership
for low-income residents.
Lack of affordable housing was compounded by recent economic challenges from the impact of
COVID-19. Those who were struggling with housing cost burdens prior to the pandemic have
seen their buying power further eroded with inflation and increased interest rates. The 2024 WI
Realtors Association Housing Affordability Index dropped 7.10% from 2023 for a median-
priced home. Moving this project forward is necessary for ongoing resilience to effectively meet
community needs in advance of the next crisis. The Housing Study identified gaps including a
need to increase the supply of owner-occupied housing for low to moderate-incomes. This is a
new opportunity, that also fits within the City’s HUD Community Development Block Grant
Action Plan and the City’s Strategic Plan.
The City will collaborate with the Oshkosh Chamber, Oshkosh Area Community Foundation
and Greater Oshkosh Economic Development Corporation. Each organization will work in a
different capacity to support creation of additional workforce housing. The ARPA funds will be
used to acquire the property and install public infrastructure. No other ARPA funds are being
used towards the project which will avoid duplication of benefits.
Community partners understand the need for housing for all in our community. Housing
stability has a profound impact on a person’s future. Filling the gaps in the city’s housing
continuum so there is an ample selection of housing options is critical for Oshkosh. Housing
initiatives such as the Day by Day Warming Shelter, Tiny Homes, COTS, and low-income
housing projects are helping to close gaps in the continuum and complement this project. The
City has an opportunity to increase moderate-income home sites to provide housing
opportunities for working residents.
The City and our community partners will have these measurable outcomes:
1. The City will advance goals from the Housing Study by creating 15-20 new affordable
workforce housing units.
2. A vacant parcel will be developed and increase the tax base.
The project aligns with multiple objectives in the City’s Sustainability Plan and Diversity,
Equity and Inclusion Plan.
City’s adopted Sustainability Plan:
“Work with public and private housing providers to offer a mix of housing types affordable to low and
moderate-income owners and renters.”
City’s adopted Diversity, Equity, and Inclusion Plan:
“Identify Community Barriers and make recommendations to support the efforts of the City and Council
in removing barriers within the Community including, but not limited to: Housing, Health, Economic
Mobility.”
City policies will be followed to ensure that all aspects of the project are equitable. Oshkosh
completes an audit annually to ensure compliance. Staff time will be tracked for reporting and
future audits.
Decreasing the scope of work is not realistic for the Farmington project. Without full funding,
the project would be on hold, until funds can be identified to complete the project as originally
intended.
Other project funding sources include CDBG and CIP funds. ARPA funds would be used to
acquire the land and install public infrastructure. The parcel is located in a census tract
designated as low-income by HUD. The City may use CDBG funds to assist with project costs to
install public infrastructure mains and stormwater management. If awarded funding, the City
would purchase of the land by July 1, 2024. The City would obtain bids for infrastructure
installation prior to December 31, 2024.
Farmington School Acquisition and Site Prep for 15-20 Shovel-Ready Lots
ARPA CDBG Existing CIP
Overall Task
Total
Acquisition $150,000 $150,000
Utilities $150,000 $400,000 $450,000 $1,000,000
Contingency $100,000 $100,000
TOTAL $300,000 $400,000 $550,000 $1,250,000
FarmingtonSite
ExampleFarmington Site Layout
February 28, 2024
Mr. Mark Rohloff
215 Church Avenue
Oshkosh, WI 54901
RE: ARPA Application Support for Farmington Workforce Housing Development
I am writing on behalf of the Greater Oshkosh Economic Development Corporation to
wholeheartedly endorse the collaborative ARPA application submitted jointly by the City of
Oshkosh Department of Community Development, Greater Oshkosh Economic
Development Corporation, Oshkosh Chamber of Commerce, and the Oshkosh Area
Community Foundation.
This joint effort represents a significant opportunity to address the pressing need for workforce housing within the City of Oshkosh while advancing the shared objectives of our
respective organizations. The provision of workforce housing stands as a linchpin in the
City's strategy to both attract and nurture a vibrant community.
Specifically, the acquisition and site preparation of the Farmington parcel offer a promising
prospect to provide approximately 15-20 new workforce homes. Such an endeavor promises
to catalyze a sustainable, long-term positive impact on our community, bolstering its
resilience and vitality.
In endorsing this endeavor, we underscore our unwavering commitment to fostering an
environment where individuals and families can thrive, work, and contribute to the fabric of
Oshkosh. We believe that this initiative aligns seamlessly with our vision for a prosperous
and inclusive community, and we are confident in its potential to yield tangible benefits for
all stakeholders involved.
In conclusion, we express our full support for the joint ARPA application and stand ready to
collaborate closely with all parties involved to ensure its successful implementation.
Thank you for considering our endorsement.
Sincerely,
Tricia Rathermel
President & CEO
Greater Oshkosh Economic Development Corporation
www.greateroshkosh.com
•The availability and aordability of
the housing market will continue to limit
the growth of the city.
Aordability
Supply
Interest Rates
• Major need for new development in
the $200-300K range.
With other factors raising the cost of construction,
people see the need and feel new housing in the
middle price ranges becoming hard to produce.
• Underproduction of Single-Family Units
MEDIAN PRICE IN WI
$265,000January 2024
MEDIAN PRICE IN WI
$250,000January 2023
6.0%from Jan. 2023
$259,900MEDIAN PRICE NORTHEAST REGION
7.13% for a 30-year xed on March 1, 2024
355 units needed in the $150-$225K range
in the City of Oshkosh
*City of Oshkosh Housing Needs Assessment
Workforce Housing Need - City of Oshkosh
Prices
Housing Aordablity Index is 145
down 7.10% from Jan. 2023
A Value of 100 means a family with the median income
has exactly enough to qualify for a mortgage on a median-prices home.
Homes Sold by price range in the State of Wisconsin
Previous 12 Months
$500,000 and higher
5,000 10,000 15,000 20,000 25,000 30,000
$350,000 - $499,999
$200,000 - $349,000
$125,000 - $199,000
$0 - $124,999 5,129
12,941
24,162
13,414
8,930
PAGE 2
more hOUSING
WISCONSIN
More Housing Wisconsin
Wisconsin is experiencing a significant housing shortage. A recent study estimates
Wisconsin will need to build over 200,000 housing units
by 2030 to accommodate all the people who want to live and work here.[i] More
Housing Wisconsin, a collaboration between the Wisconsin Realtors Association,
the Wisconsin Builders Association, and the League of Wisconsin Municipalities,
seeks to educate and inform Wisconsin city and village leaders and staff about
zoning changes and other strategies communities can use to help address
this state’s housing shortage. Our goal is to bring tools,
resources, and best practices to municipalities to help communities initiate
housing solutions that meet their unique needs and strengthen our
economy.
PAGE 4
HELPING COMMUNITIES DEVELOP HOUSING SOLUTIONS.
Housing ReadyChecklist for Municipalities[ii]
more hOUSING
WISCONSIN
Few communities will be able to answer “yes” to every question on this checklist-
and not every community will want to. Each community’s plans, policies, zoning
codes, and procedures are unique to local circumstances. The checklist can serve
as a conversation starter among policymakers, staff, and interested citizens about
what code changes, tools, and strategies your community may want to consider
implementing to help create more housing options.iii.
HOW TO USE THIS CHECKLIST
Has your community taken steps to understand local housing needs
and affordability?
Has your community updated the housing element of
its comprehensive plan under Wis. Stat. § 66.1001(2)
(b) within the last 5 years?
Has your community conducted a housing needs
assessment?
Has your community conducted a survey of the
community’s existing housing stock?
Has your community prepared a “Housing Affordability
Analysis” as described in Wis. Stat. § 66.10013.?
(Municipalities over 10,000 in population are required
to prepare such a report annually and post it on the
community’s website. Smaller communities may also
benefit from such an exercise.)
Yes No
Yes No
Yes No
ASSESSING AND ANALYZING COMMUNITY HOUSING NEEDS
Yes No
PAGE 5
HELPING COMMUNITIES DEVELOP HOUSING SOLUTIONS.
Business Leaders & Major Employers
School Districts
Local Residents
Public Housing Authorities
Nonprofit Housing Developers &
Housing Advocates
Groups Representing REALTORS®
Home Builders and Landlords
Mortgage Lenders
Economic Development Associations
Senior Citizen Groups
Has your community adopted a local housing strategy?
Has your community reached out to the following
stakeholders and sought their opinion about the need for
more workforce housing through surveys, public meetings,
focus groups, or other methods?
Yes No
Yes No
ZONING STRATEGIES
While most zoning regulations are implemented to serve specific health, safety, and
welfare needs, they may unintentionally adversely impact housing availability and
affordability. Zoning can be a barrier, preventing the construction of many types of
in-demand housing, increasing development costs, or requiring complex and lengthy
approval processes. An updated zoning code can create a clear, predictable path
for developers to follow, resulting in more of the type of housing that a community
wants and needs.iv.
Does your community’s zoning and subdivision ordinance include/allow the
following:
Allow multi-unit housing (e.g. triplex and fourplex) as
permitted uses in single-family residential districts that have
historically included two-family and multi-family structures.
Permit residential uses, including multi-family, within
downtown and Main Street zoning districts.
Yes No
Yes No
PAGE 7
Has your community reviewed its zoning and subdivision permit
approval process and taken the following actions:
Conducted a self-assessment of the permitting process, examining,
for example, how long a typical development review takes from
start to finish and whether there are any improvements that can be
made to the process?
Created a centralized One-Stop Permit Desk or taken other steps to
streamline the subdivision process, such as imposing a time limit
on the municipal review process?
Adopted a Traditional Neighborhood Development ordinance,
which follows the historic compact development pattern of
Wisconsin’s older cities and villages? (Wis. Stat. § 66.0127 requires
communities over 12,500 in population to adopt such an ordinance,
but smaller communities could benefit from such an ordinance.)
Developed a transparent, easy to follow “developer’s checklist” of
zoning and other requirements that must be met before a project is
launched?
Developed forms and permits that are simple, easy to access, and
make the development process as transparent and efficient as
possible?
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
PROMOTING AVAILABILITY OF LAND FOR HOUSING
Has your community considered or implemented:
Creating an inventory of local-government owned properties,
redevelopment-ready properties, or other sites available and
appropriate for housing development?
Taking actions to encourage infill development, including:
Preparing an inventory of potential infill
sites and distributing it to developers.
Adopting flexible regulations allowing
development of irregular or substandard
infill lots.
Allowing mixed uses for infill
developments.
Assisting in the consolidation of infill lots
into larger, more easily developed sites.
Yes No
Yes No
HELPING COMMUNITIES DEVELOP HOUSING SOLUTIONS..
PAGE 8
Facilitating adaptive reuse of surplus and/or outmoded
buildings, such as strip malls, factories, warehouses, or
schools, to housing by developing more flexible ordinances,
arranging for possible property transfers of publicly owned
buildings, and providing assistance in obtaining sources of
funding to help cover cost of conversion?
Entering into partnerships with major employers, nonprofits,
or private developers to acquire land and advance workforce
housing development?
When building workforce housing, there is almost always a “gap” between the costs
of construction and a price that’s affordable to the end buyer or renter. Builders
and partners must find a way to fill that gap, often with grants, low-interest loans,
donations of land, tax credits, reduced impact fees or infrastructure costs. Local
governments can help through the use of tax incremental financing and other tools.v.
Has your community considered or implemented:
Taking advantage of the affordable housing extension
provided in the tax incremental financing law (Wis. Stat. §
66.1105(6)(g)), which allows a community to extend a TIF
district for an additional year before it terminates and use the
extra tax increments to “benefit affordable housing” within the
community.
Using tax increment financing to assist in the building or
rehabilitating of affordable housing for middle- and lower-
income households.
Entering into a public- private partnership to develop
workforce housing for the community.
Yes No
Yes No
FUNDING & FINANCING
Yes No
Yes No
Yes No
HELPING COMMUNITIES DEVELOP HOUSING SOLUTIONS..
more hOUSING
WISCONSIN
Summary of Wisconsin Housing Statistics
January 2024 Report Card
Report Criteria: Reflecting data for: January 2024 | State: WI | Type: Residential
$125,000 - $199,999 12,941
$200,000 – $349,999 24,162
$350,000 - $499,999 13,414
$500,000 and higher 8,930
January 2023
MONTHS OF INVENTORY
MONTHS MONTHS
January 2024
January 2024
HOMES SOLD BY PRICE RANGE PREVIOUS 12 MONTHS HOME SALES BY REGION
19.0%
Please note: each % represents the share of the statewide total.
MEDIAN HOME PRICE
January 2024
from last year
TOTAL STATEWIDE LISTINGS
January 2023
ACTIVE LISTINGS
from last year from last year 2.0%7.4%
HOMES SOLD ACTIVE LISTINGS
3,436
January 2024
January 20233,200
MONTHLY HOME SALES
January 2024
HOMES SOLD
from last year
13,087January 202413,352
MEDIAN PRICES BY REGION
January 2023$265,000 $250,000
6.0%
MEDIAN PRICE IN WI MEDIAN PRICE IN WI
2.50 2.10
3,436 3,200
0
1,000
2,000
3,000
4,000
5,000
6,000
JAN-24 JAN-23Monthly Home SalesMonth / Year
$250,000
$265,000
JAN-23JAN-24 Median Home PriceYear
TM
5,219
12,941
24,162
13,414
8,930
0 5,000 10,000 15,000 20,000 25,000 30,000
$0-$124,999
$125,000 - $199,999
$200,000 –$349,999
$350,000 - $499,999
$500,000 and higher
$217,800 $226,100 $259,900
$322,000
$267,000 $265,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
Central2617.6%
North
3038.8%
Northeast
67319.6%
South Central
67719.7%
Southeast
1,23836.0%
West284
8.3%
Central North Northeast South Central Southeast West
2.5
2.1
1.5 2 2.5 3
JAN-24
JAN-23
$265.0K $250.0K
$150K
$170K
$190K
$210K
$230K
$250K
$270K
$290K
JAN-24 JAN-23Median Home PriceMonth / Year
13,352 13,087
3,000
5,000
7,000
9,000
11,000
13,000
15,000
JAN-24 JAN-23Total Statewide ListingsMonth / Year
January 2024 WI Real Estate Report
Report Criteria: Reflecting data for January 2024 | State: WI | Type: Residential
Wisconsin REALTORS® Association
Wisconsin REALTORS® Association | 4801 Forest Run Road | Madison, WI 53597 | 608.241.2047 | wra.org
January 2024 WI Real Estate Report
Report Criteria: Reflecting data for January 2024 | State: WI | Type: Residential
Wisconsin REALTORS® Association
Wisconsin REALTORS® Association | 4801 Forest Run Road | Madison, WI 53597 | 608.241.2047 | wra.org
Metropolitan counties include: Brown, Calumet, Chippewa, Columbia, Dane, Douglas, Eau Claire, Fond du Lac, Green, Iowa, Kenosha, Kewaunee, La Crosse, Lincoln, Marathon, Milwaukee, Oconto, Ozaukee, Outagamie, Pierce, Racine, Rock, Sheboygan, St. Croix, Washington, Waukesha and Winnebago.
Micropolitan counties include: Dodge, Dunn, Florence, Grant, Jefferson, Manitowoc, Marinette, Menominee, Portage, Sauk, Shawano, Walworth and Wood.
Rural counties include: Adams, Ashland, Barron, Bayfield, Buffalo, Burnett, Clark, Crawford, Door, Forest, Green Lake, Iron, Jackson, Juneau, Lafayette, Langlade, Marquette, Monroe, Oneida, Pepin, Polk, Price, Rusk, Richland, Sawyer, Taylor, Trempealeau, Vernon, Vilas, Washburn, Waupaca and Waushara.
The Wisconsin Housing Affordability Index shows the portion of the median-priced home that a qualified buyer with median family income can afford to buy, assuming 20% down and the remaining balance financed with a 30-year fixed mortgage at current rates.
Summary of Wisconsin Housing Statistics
January 2024 Report Card
Report Criteria: Reflecting data for: January 2024 | State: WI | Type: Residential
Data based on Freddie Mac, 30 year fixed-rate mortgage rates
0 0
0 0
0 0
0 0
Index Down 7.10% from Jan. 2023
January 2023January 2024
37
AVG 30 YR. FIXED HOMES SOLD THRU 1/24
HOUSING AFFORDABILITY INDEX
A value of 100 means a family with the median income has exactly
enough income to qualify for a mortgage on a median-priced home.
AVG DAYS ON MARKET
MONTHS OF INVENTORY BY URBAN CLASSIFICATION
6.64%January 20236.27%
HOMES SOLD THRU 1/23
from last year from last year 7.4%
AVG 30 YR. FIXED
3,200Year-to-Date 20233,436
MORTGAGE INTEREST RATES
January 2024
YEAR-TO-DATE HOME SALES
Year-to-Date 2022 January 2024 January 20237880
-2.5%
DAYS ON MKT DAYS ON MKT
from last year
6.64%6.27%
2%
4%
6%
8%
JAN-24 JAN-23Monthly AVG Rate (30 year fixed)Month / Year
2.2
2.6
3.4
2.5
0 1 2 3 4
Metropolitan Counties Combined
Micropolitan Counties Combined
Rural Counties Combined
All Wisconsin Counties
145 156
0
50
100
150
200
250
UNAFFORDABLE
AFFORDABLE
MEDIAN
# MONTHS
78
80
77 78 79 80 81
JAN-24
JAN-23
TM
3,436 3,200
0
1,000
2,000
3,000
4,000
JAN-24 DEC-22YTD Home SalesMonth / Year
BASIS POINTS
A Place in OshkoshA Place in Oshkosh
A HOUSING NEEDS ASSESSMENT
AND STRATEGY PLAN
March 22, 2022
6
Chapter 1: Community
Vision
The public engagement process revealed
important themes that became the guide for the
development of the Oshkosh Housing Study. These
themes were distilled from input received from
the stakeholder listening sessions, committee
discussions, and the community and landlord
surveys. In summary, overall qualitative themes fell
into:
1. Lack of existing inventory on the
market
• A point the market data in the next chapter
validates.
2. Rental gaps at less expensive ends of
the scale
• Not surprising as these are units that cannot
be produced by the private market alone, also
validated in the next chapter.
3. Influence of 2020-2021 material costs
on affordability
• A point made more in the qualitative listening
sessions and concern about the uncertainty
these price increases bring for future housing
production.
4. Major need for new development in
the $200-300K range
• With other factors raising the cost of
construction, people see the need and feel new
housing in the middle price ranges becoming
hard to produce.
EXECUTIVE SUMMARY
5. Generational issues in the building
community
• Expressed in the listening sessions as a main
factor for housing supply lagging behind
housing demand.
6. Maintenance provided
communities/“condos” are in demand
• There is value and opportunities in Oshkosh
for a variety of ownership options beyond
traditional single-family homes.
7. Interest in alternative housing types –
owner-occupied duplexes as an example
• People are open to moving into “different”
housing models to achieve the price points they
want a lifestyle they seek - either by necessity
or choice.
8. Development still runs into
neighborhood opposition even when most people are aware of the need for more affordability
• People know the amount of “house” people can
afford is getting less but when other options are
proposed, people voice opposition.
9. Executive housing happening more in
rural surroundings
• Many express a desire to have more land and
live in rural areas. Thus the feeling of higher-end
options only being available outside of the city.
10. Employers understand the need and
may be willing to engage in housing market development
• However, none appear to be devoting resources
to help solve housing challenges quite yet.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
7
Chapter 2: Demographic
and Economic Atlas
TAKEAWAYS:
1. Steady Growth, Lagging the Region
Oshkosh continues to add population. However,
when compared to growth in Winnebago County,
the percent of people living in Oshkosh is trending
downward. Its regional peers are also growing
faster.
2. Dropping Vacancies
The total vacancy rate of rental and owner-
occupied housing is falling in Oshkosh, generally
a good thing for a community. The current rate
is healthy at between 5%-6%. This likely reflects
lower new construction and inventory since
the 2008 recession as people fix up homes or
dilapidated homes get demolished.
3. Affordability Burden on Renters
Renters continue to be more cost burdened
than owners, a situation in many communities.
However, in Oshkosh more renters are cost
burdened than in peer cities. This is partially
related to the student population that is
living in rentals but have low incomes (rent is
supplemented by parents, student loans, or both).
However, the higher renter cost burden is also an
indication of low supply of rentals affordable to
more income groups.
4. Competition for Same Housing
Products and Price Points
A shortage of homes exists for the lowest income
households in Oshkosh and households making
more than $75,000, likely indicating that these
upper income households are out-competing
middle income households for the same housing
products. Middle income households are then
faced with more affordability challenges while
upper income households may prefer to live in
housing that better matches their income and
amenity preferences, if available.
5. Lower Home Values versus Median
Incomes
Housing values in Oshkosh are generally self-
sustaining to support new development.
Housing in other cities is valued higher, but
median incomes are also higher. For example,
the value of homes over $200,000 as a
percent the populations in Neenah and the rest
of the MSA are higher than Oshkosh which may
mean higher income households are choosing
to live outside of Oshkosh. This could be
because of community preferences or simply
lack of options in Oshkosh.
6. Low Inventory of Homes for Sale
The supply of available homes for sale is at
historic lows, a trend not unique to Oshkosh.
The effects in Oshkosh may mean more
demand for home rehabilitation or living in
substandard units.
7. Underproduction of Single-Family
Units
Oshkosh’s overall single-family unit production
remains low for a community over 65,000
people. Between 2010 and 2020, the market
produced some 263 new single-family units at
an average rate of about 24 new units per year.
This is similar to Neenah, which is about a third
the size of Oshkosh.
8
Chapter 3: Market
Assessment
TAKEAWAYS FOR SUCCESS:
1. Consider Oshkosh’s potential to satisfy
regional needs
The Fox Valley is growing rapidly, and even though
Oshkosh is growing at a more moderate pace, the
city provides valuable employment, educational,
civic, and housing opportunities to the region. As
such, the region offers these and other amenities
to Oshkosh. Satisfying demand for housing takes a
holistic approach.
The forecast in this study show Oshkosh to grow
by over 3,200 permanent residents by 2030. To
accommodate this population, Oshkosh will need
to produce almost 1,700 new housing units. This
demand equates to about 160 units annually.
2. Production must be balanced
across price points to prevent further
affordability issues
However, housing construction must be balanced
across price points to ensure that Oshkosh
does not continue its shift toward becoming
unaffordable. To achieve a healthy balance of
housing opportunities, the most significant number
of owner-occupied units should target the middle-
income price-points, with owner units being sixty
percent of all new units.
3. Production must be balanced across
ownership and rental types
Permit data shows that Oshkosh is under-
producing single-family housing units compared to
peer cities in the region. This means more options
for homeowners in other cities looking to move
to or within the region. Therefore, the program in
this chapter targets sixty percent of new homes as
owner-occupied, and 40% as renter-occupied. This
ratio will favor owner units in the market over what
exists today as a 55%/45% owner/renter split.
Additionally, an emphasis should be placed on
generating various owner and renter housing
types such as small, medium, and large single-
family homes, duplexes, townhomes, and
condominiums in addition to apartments and
independent senior living options.
4. The availability and affordability of
the housing market will continue to limit
the growth of the city
The economy is limited by the ability to recruit
and retain employees for jobs at all economic
levels. It may be necessary to provide incentives to
encourage the development of the workforce and
entry-level housing.
The housing market is limited by the shortage of
housing units which drive-up the cost of housing
without driving an increase in the quality of
existing housing. The addition of new units - both
ownership and renter options - would increase
housing quality.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
9
Chapter 5: Housing
Program
QUESTIONS FOR SUCCESS:
• How do we build the capacity to develop
“affordable, attainable” housing and a healthy
housing market?
• How do we encourage housing products and
options that retain our households?
• How do we conserve our neighborhoods and
preserve their housing fabric?
• How do we address the needs of people who
are unhoused or inadequately housed?
Policy Directions Based on Affordability
• Overall Policy Direction: Public policy should
focus on encouraging development of
affordable moderate and medium-cost housing,
where financing gaps and challenges are more
likely to keep the market from satisfying the
need.
Policy Directions Based on Location and
Retention
• Overall Policy Direction: Policy should
encourage development that 1) provides options
for people now moving outside Oshkosh to find
their place in the city and 2) that uses infill sites
or contiguous greenfield sites effectively to
provide these options.
Policy Directions Based on Innovation
and New to Market Products
• Overall Policy Direction: Policy should
encourage and moderate the risks of non-
conventional or emerging forms of residential
development that accommodate emerging
markets but are unfamiliar to many conventional
developers and builders.
Policy Directions Based on Reinvestment
• Overall Policy Direction: Policy should provide
strong, positive incentives for housing and
mixed use investment in targeted reinvestment
areas.
Chapter 4: Opportunity
Assessment
HOUSING ASSETS AT A GLANCE
• Emerging developer interest in new
housing types
• Consumer interest in alternative
forms of housing
• Employers understanding the need to
engage in workforce housing
• General community support
• Neighborhoods and urban housing
quality
• Opportunities to develop
• Opportunities on the waterfront for
density
• Downtown and community character
• Demand for older adult communities
HOUSING CHALLENGES AT A GLANCE
• Lack of existing inventory on the
market
• The cost of construction
• Infrastructure development
• Township and urban service areas
• Infill opportunities
• Housing conditions
• Program diversity and funding
• Nonprofit development capability
• Unseen homelessness
• Shortage of builders and workers
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
17
Survey Housing Preferences
Respondents were given several types of housing
options and asked if they felt any of these housing
types would be successful in Oshkosh today
(Figure 1.2). The most popular housing types, as
chosen by more than 75% of respondents were:
• Mid-size, three bedroom homes.
• Small, two-to-three bedroom homes.
• Independent – Senior Living.
• Townhouse or Rowhome (rental or owner).
Mixed-use and downtown residential also ranked
high. The positive response should be taken as
support for continued enhancement in downtown
and commercial corridors.
Figure 1.2: What new housing types do you think would be successful in the City of Oshkosh today?
The housing types that the majority did not think
would be successful were:
• Larger homes with four or more bedrooms.
• Large lot, estate residential.
It is likely that two factors contribute to the low
rankings for these housing types:
• People understand the limited land areas for
these types of homes.
• These units are not typically affordable to lower
and middle income households.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
25
5. Lower Home Values versus Median
Incomes
Housing values in Oshkosh are generally self-
sustaining to support new development. Housing
in other cities is valued higher, but median incomes
are also higher. For example, the value of homes
over $200,000 as a percent the populations
in Neenah and the rest of the MSA are higher
than Oshkosh which may mean higher income
households are choosing to live outside of
Oshkosh. This could be because of community
preferences or simply lack of options in Oshkosh.
6. Low Inventory of Homes for Sale
The supply of available homes for sale is at historic
lows, a trend not unique to Oshkosh. The effects
in Oshkosh may mean more demand for home
rehabilitation or living in substandard units.
7. Underproduction of Single-Family
Units
Oshkosh’s overall single-family unit production
remains low for a community over 65,000 people.
Between 2010 and 2020, the market produced
some 263 new single-family units at an average
rate of about 24 new units per year. This is similar
to Neenah, which is about a third the size of
Oshkosh.
CHAPTER 2: AT A GLANCE
TAKEAWAYS
TAKEAWAYS:
1. Steady Growth, Lagging the Region
Oshkosh continues to add population. However,
when compared to growth in Winnebago County,
the percent of people living in Oshkosh is trending
downward. Its regional peers are also growing
faster.
2. Dropping Vacancies
The total vacancy rate of rental and owner-
occupied housing is falling in Oshkosh, generally
a good thing for a community. The current rate
is healthy at between 5%-6%. This likely reflects
lower new construction and inventory since
the 2008 recession as people fix up homes or
dilapidated homes get demolished.
3. Affordability Burden on Renters
Renters continue to be more cost burdened than
owners, a situation in nearly all communities.
However, in Oshkosh more renters are cost
burdened than peer cities. This is partially related
to the student population, but also an indication of
low supply.
4. Competition for Same Housing
Products and Price Points
A shortage of homes exists for the lowest income
households in Oshkosh and households making
more than $75,000, likely indicating that these
upper income households are out-competing
middle income households for the same housing
products. Middle income households are then
faced with more affordability challenges while
upper income households may prefer to live in
housing that better matches their income and
amenity preferences, if available.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
49
2000-2020 Construction Rate
2000-2020 Growth Rate
1990-2020 Growth Rate
Average
71,291
69,601
68,856
ANALYZING HOUSING PRODUCTION NEEDS
The following principles and assumptions are
applied to translate the market analysis and
community input received through the process of
this study into housing demand:
• Production should be guided to generate a
gradual shift that gradually overcomes the
needs of the current market while seeking to
meet the needs of Oshkosh in the next ten
years.
• The lowest income market often requires
intervention from the public and not-for-profit
sectors. Production of more middle-income
housing may require support or leadership
through ongoing demonstration projects.
• Production should create availability and
movement in the housing market to enable
residents to enter Oshkosh’s housing market,
move-up to appropriate options through their
life cycle, and then down-size when desired.
Note that down-size may mean lower square
footage but not necessarily a low price.
• The housing market understands the benefit
of the student population and the impact of
this population on overall housing supply and
affordability, even if mostly secluded to areas
around the University of Wisconsin - Oshkosh.
Population Forecast
Considering past trends and factors that influence
future population growth, this study forecasts a
population growth rate of 0.50% through 2030,
similar to the North Jackson Street Corridor Study.
Indicators of this growth rate include:
• Oshkosh has seen modest but steady rates
of growth since 1980. From 2000-2020 the
average annual growth rate was 0.30%.
• Over the next ten years, if the student
population held steady and the city’s permanent
population grew by 0.5% annually, the city
would reach a population over 70,200 by 2030,
a change of about 3,400 residents.
• This rate is forecast considering efforts to
provide greater housing diversity that supports
households at different stages of life.
Source RDG Planning & Design
Figure 3.1: Annual Growth Rate Scenarios*
PERIOD RATE 2025
POPULATION
2030
POPULATION
2020-2030
CHANGE
Annual Growth At 1990-2020 Rate 0.65%69,017 71,291 4,475
Annual Growth At 2000-2010 Rate 0.49%68,477 70,179 3,363
Annual Growth At 2000-2020 Rate 0.30%67,828 68,856 2,040
Annual Growth At 2010-2020 Construction Rate 0.41%68,194 69,601 2,785
Natural Growth 69,034 69,598 2,782
Study Forecast Rate 0.50%68,503 70,233 3,417
Source: U.S. Census, City of Oshkosh, RDG Planning & Design. *Scenarios projected from the 2020 Census population of 66,816
52
Housing Development
Program
To translate overall demand into a practical
program for what types of housing are needed,
the housing development program delves into
price points and the proportion of units that will
be owner-occupied and renter-occupied. The
following assumptions are made to create the
program:
• The demand for future housing in the city
(Figure 3.3) differs if considering Oshkosh’s
existing household incomes versus household
incomes in the broader MSA. Two programs
show a distribution based on the current
estimated income distribution in Oshkosh
and the MSA (by percent of households). The
demand for lower price points could be smaller
if incomes rise.
• Over the next several years, greater production
of ownership options should focus on pent-up
demand and the need to offer more affordable
housing options. Therefore, the Housing
Development program has a greater portion of
the city’s future demand for owner-occupied
options.
• The lowest-priced units will not be produced by
the private market.
• Most low-income residents will be
accommodated in rental units.
Market Definitions
• Affordable-Low Ownership Demand.
Often the best source of affordable
housing is the existing housing stock in
older neighborhoods. Many higher-income
households compete for the same housing
stock as lower-income households. The
low-income ownership market demand can
be met, in part, by providing opportunities
for moderate-income households to move-
up in the market.
• Affordable-Low Rental Demand.
Production of rental units under $700 will
likely need assistance programs like low-
income housing tax credits and project-
based Section 8, but some may result from
market adjustments due to new higher-
quality rental units creating competition
in the market. It will also be essential to
preserve the units existing in this price
range today.
• Affordable Moderate Ownership Demand.
It will be challenging for the private market
to produce housing in this price range in
Oshkosh. Most will need to come from the
existing market and individuals moving up
or to other product times freeing up homes
in this price range or produced through
assistance programs like Habitat for
Humanity or through a filter effect created
by the production of move-up housing.
• Market and High Market. The private
market has been successful in producing
market-rate housing, although not at the
level needed. The development community
should be encouraged to continue its work
in market-rate housing development. These
developments should be encouraged to
employ innovative practices to create high-
quality neighborhoods and new housing
products.
54
Types of Housing in the Program
Figure 3.6 displays a model that distributes the
forecast unit demand by types of buildings and
density ranges under the MSA development
program. It will be helpful for more detailed land
use planning and may guide area developers.
Figure 3.6: What Does New Housing Look Like in the MSA?
TOTAL
DEMAND (MSA
SCENARIO)
CONVENTIONAL
SINGLE-FAMILY
SMALL LOT
SINGLE-FAMILY
DETACHED &
ATTACHED
SINGLE-FAMILY
ATTACHED &
LOW-DENSITY
TOWNHOMES
HIGH DENSITY
TOWNHOMES &
MULTIFAMILY
Typical Density <4 du/A 8 du/A 12 du/A >16 du/A
Ownership
Affordable Moderate: $150-$225K 355 0%40%40%20%
Moderate Market: $225-$3K 255 20%40%30%10%
Market: $300-$400K 260 60%15%15%10%
High Market: Over $400K 149 70%10%10%10%
Rental
Low: Less than $650 157 N/A 20%30%50%
Affordable: $650-$1,000 215 N/A 20%30%50%
Market: $1,000-$1,500 179 N/A 30%35%35%
High Market: $1,500+129 N/A 35%35%30%
Senior Housing
Housing appropriate and desirable for seniors is
a need in the city, mentioned in discussions and
evidenced in the population forecast in Figure 3.7.
“Senior housing” does not stand alone as nursing
homes and assisted living facilities. Senior housing
simply means housing that matches the needs of
an aging population. These units would be low
maintenance and designed with accessibility in mind,
often referred to as universal design, allowing seniors
to remain in their home communities for longer. By
providing independent living options a quality entry
level or family-sized home is often also brought to
the market as seniors, retirees, or empty-nesters
move out of traditional single-family dwellings.
Figure 3.7: Independent Older Household Potential in Oshkosh
2030 POPULATION WITH
MIGRATION
PEOPLE PER
HOUSEHOLD
HOUSEHOLD
DEMAND CAPTURE RATE UNIT DEMAND
55-64 6,405 2.00 3,203 2.0%64
65-74 6,378 1.75 3,645 2.0%73
75 and Over 8,512 1.25 6,810 1.0%68
Total 55 and Over 21,296 13,657 205
Source: 2019 American Community Survey 5-year estimates, RDG Planning & Design
• A population in 2030 of 21,296 people over the
age of 55 roughly equals 13,657 households
when assuming household sizes range between
1.25 and 2 - older households tend to be smaller.
• If rather conservatively 1% to 2% of the
forecasted senior households demand
alternative independent housing options
(not assisted living, nursing homes, or family
living arrangements), then 205 units would be
needed through 2030. The unit demand is not
a projection of future need, but an indication of
total housing need whether currently available
or not.
Note that higher-density housing can produce
lower unit costs, but these settings do not
necessarily make lower prices. Frequently,
townhome or villa developments with very high-
level materials and finishes and other luxury
features produce housing products that can be
relatively expensive, and maintenance services
provided in these luxury projects also increase the
monthly cost of housing.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
55
Product Definitions
Conventional Single-Family
Detached
Conventional single-family detached
housing, with gross density at or below
four units per acre, corresponding to a
typical lot size of at least 8,000.
Small Lot Single-Family Detached/
Attached
A gross density of about 6-8 units per
acre. For single-family homes, this
suggests a lot size range of between
4,000 to 6,000 square feet. This
category may also include single-family
homes with accessory dwelling units,
duplexes, and twin homes
Single-Family Attached, Low-
Density Townhomes, and
Multiplexes
Various configurations, including
row houses, townhomes, and small
multiplexes with a gross density of
between 8 to 12 units per acre.
High Density Townhomes and
Multi-Family
Typically with a gross density of 16 units
per acre and above. These would be
most traditional apartments and mixed-
use buildings in downtown or other
compact settings.
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
59
Special Issues
These perspectives, along with the analysis of
the first three chapters, help explain several
other challenges in the Oshkosh market. These in
turn frame housing policy priorities, explored in
concept here and in detail in Chapter Five.
Housing Types
For logical reasons, builders tend to build types
of houses and at price ranges that they are
familiar with. Thus, single-family homebuilders
generally continue to build single-family houses;
and apartment builders who are used to building
a specific type of building continue doing just
that. These are tested products for them that
work physically and economically. But other
housing types that meet specific needs (including
affordability) for markets such as young families,
small households, or active older adults, such as
small-lot single family units, semi-attached and
attached single-family, duplexes, townhouses,
rowhouses, and innovative multi-family designs,
are less frequently built. As a result, the so-called
“missing middle” continues to be largely missing
from the housing inventory.
Infill development
Oshkosh has had an active City Lot program
that markets lots for development acquired
through tax foreclosures and demolitions. But
infill construction on these sites and other
neighborhood sites also faces economic
challenges. Oshkosh’s urban neighborhoods are
a distinct community asset, but prevailing home
prices have generally been moderate, mostly in a
range from $140,000 to $180,000. At the $210/
square foot construction price cited by builders
during this planning process, a modestly-sized
1,400 square foot, three-bedroom home will cost
nearly $300,000, well above the typical price
of surrounding properties. This clearly creates
concerns for both the builder and buyer.
Construction Risk Exposure
With the exception of individual builder
efficiency, the one technique proven to reduce
unit construction cost is economy of scale. Mass
builders in high absorption markets like large
metropolitan areas who can build large numbers
of homes at one time cut initial mobilization
costs, use crews very efficiently, have a more
competitive labor force, establish uniform designs
and components, and order materials in large
quantities, all of which help reduce construction
cost per square foot.
Oshkosh in the Fox Valley region is theoretically
part of a large enough region to attract mass
builders but this population is spread out over six
cities and three metropolitan area. That, combined
with the size of Oshkosh’s local population and
typical annual output probably precludes very
large speculative development. But construction
of even five to ten homes at a time achieves
some economy. However, this brings the issue
of risk into focus – building this number of units
simultaneously entails a speculative inventory
that might expose a small builder or a nonprofit
developer to considerable financial exposure.
62
HOUSING ASSETS AT A GLANCE
General community
support
Housing policy is clearly important to the Oshkosh
community and the array of programs and
organizations involved in housing are testimony to
this awareness. Residents are experiencing rising
prices and a lack of options. While neighborhood
concerns can complicate larger developments,
it does not appear to be pervasive. Many of
Oshkosh residents live in mixed use, mixed density
urban neighborhoods and their value has been
demonstrated.
Neighborhoods and urban
housing quality
As mentioned above, Oshkosh’s neighborhoods
are a distinct asset, with well-kept houses
and properties, an attractive city streetscape,
interesting building types, and institutional
strengths. Older neighborhoods have areas
of structural distress, but these tend to be
somewhat isolated and can be addressed.
Engaged neighborhood associations the Healthy
Neighborhoods Initiative, Habitat for Humanity,
cost-effective programs like Rock the Block,
and supportive City policy support stable
neighborhoods.
Opportunities to develop
While Oshkosh is generally built up and
contiguous, it has significant growth
opportunities. Especially notable are the East Main
redevelopment area, Pioneer Island, River East
south of Ceape Avenue, the riverfront north of
West 6th Avenue, and the North Jackson corridor.
The city does have significant room to grow on
west side sites contiguous to urban development
which require annexation. Coordination with
the township to establish logical jurisdictional
boundaries will be important.
64
Lack of existing inventory
on the market
In 2021, Oshkosh, like most American cities, is
experiencing very high demand for existing
housing. There are a number of reasons for this,
some of which might be specific to this period.
They include supply chain problems and high
material costs that have slowed new construction
and the COVID pandemic that has tended to keep
many residents (including older households) in
their homes. The seller’s market also tends to
drive prices up, at least on a temporary basis. But
the high cost of new construction will continue to
ensure that movement in the existing market is
vital to maintaining access to affordable housing.
The cost of construction
Again, this is not a problem unique to Oshkosh,
but construction cost, combined with buyer
expectations, produce new development
prices that are out of the affordable range for
the average citizen of Oshkosh. Single-family
construction costs are placed in a typical
range of $210 to $230 per square foot, virtually
guaranteeing a base cost of $300,000 for a
typical detached home. Rental development for
quality construction requires a projected rent
of about $1.80/square foot per month. This is
achievable at the top of the market but about
$.60 above typical rent levels. It is interesting
to note that current low interest rates are
taken for granted, but have in fact created an
unprecedented subsidy for homebuyers compared
with earlier periods.
Infrastructure development
Infrastructure is a significant cost in both
greenfield development and redevelopment
of urban sites. According to Wisconsin law,
Tax Increment Financing (TIF) can be used to
finance infrastructure and public improvements
for projects that are located in blighted areas;
propose rehabilitation, conservation, or mixed
HOUSING CHALLENGES AT A GLANCE
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
65
HOUSING CHALLENGES AT A GLANCE
use developments; or involve environmental
remediation. However, in new developments
outside of tax incremental districts (TID’s)
infrastructure is privately financed. This creates
significant front-end exposure for developers,
who must service debt while lots are being
absorbed. These costs either affect margins or
are loaded into the eventual price of the lot. Some
stakeholders also perceive that Oshkosh does not
allow phasing of subdivisions, although this is not
the case.
Township and urban service
areas
A significant amount of Oshkosh’s available open
land is contiguous to the city but outside the
municipal limits, located in Algoma and Oshkosh
townships. In addition, much of the city’s lower
density suburban growth is in Algoma Township
north of Witzel Road and south of Lake Butte
des Morts. Much of this large lot development
is outside of urban service areas and does not
operate under the same subdivision standards as
development in the city. While urban infrastructure
is more maintenance free and less expensive in
the long run, its higher cost creates a competitive
disadvantage in the short run. Annexation of
development areas is highly problematic, but new
development that can economically be provided
with city services should be located within the City
of Oshkosh.
Infill opportunities
Several parcels across the city are candidate infill
sites that could be feasibly served by already
existing public infrastructure or incremental
extensions. These include vacant lots, often
following demolition of a deteriorated structure;
underused commercial sites; or sites that
development has skipped over. Some of these
sites are in the City Lots program for reuse. The
previous discussion addressed the economic issues
raised by the disparity between construction cost
and comparable market value in neighborhoods.
68
How do we build the resource
capacity to develop “affordable,
attainable” housing and mobility?
How do we encourage housing
products and options that retain
our households?
A HOUSING POLICY AGENDA
1. Share risks with the private market when appropriate
Specific areas of risk-sharing to consider are:
• Front-end financing of infrastructure and
public improvements where the City or other
organization helps share the cost of initial
project set-up instead of the entire financial
burden being placed on the developer.
• Unusual or relatively new to the market project
types.
• Gap financing of neighborhood and infill
reinvestment and redevelopment.
• Construction period financing to help create
inventory and critical mass.
• Increased capacity of nonprofit development
partners.
POSITIVE SHIFTS WOULD INCLUDE:
• A focus on neighborhood infill development.
• More new and affordable housing options for
owner-occupants and renters.
• Greater housing production across the spectrum
of price points, including higher-end options.
TO ENCOURAGE THE PRIVATE MARKET AND ASSIST
NON-PROFITS IN CREATING THESE SHIFTS, IT MAY
BE NECESSARY TO:
• Assist with the development of a demonstration
product (a particular housing product,
development configuration, or price-point).
• Create a housing partnership designed with the
express purpose of supporting housing projects
including funding pools, organizational resource
sharing, public/private/nonprofit development
partnerships.
• Provide a front-end cost sharing mechanism for
infrastructure development linked to achieving
major housing objectives.
• Review of development regulations and removal
of obstacles where they occur.
• Renegotiate city/township boundary based on
extent of urban services area to permit logical
growth and annexation for Oshkosh.
• Maximize use of waterfront resources through
redevelopment incentives and possible site
assembly.
2. Increase the variety of product types,
especially in higher-end ranges and for
older adults.
Issues of affordability and availability are tied
directly to the limited mobility within the housing
market: a shortage of dwellings for new entrants
to the market and a shortage of units for existing
residents to move-up or downsize. This creates
a stalemate. Current development is highly
focused on apartments and conventional high-
cost, single-family detached homes. A variety of
housing products at various price points would
drive additional mobility that would help free
up more affordable, existing housing. Recent
interest in high-end condo development is one
OSHKOSH HOUSING NEEDS ASSESSMENT AND STRATEGY PLAN
69
How do we conserve our
neighborhoods and preserve their
housing fabric?
feasible direction to generate mobility, as well as
development in corridors like Jackson Street or on
redevelopment sites.
POSITIVE SHIFTS WOULD INCLUDE:
• Greater housing variety including maintenance
provided options for older adults seeking
alternatives to single-family homes.
• A more fluid and effective housing market with
greater inventory of existing homes on the
market.
• Increased share of Winnebago County
development occurring within Oshkosh’s
municipal limits.
TO CREATE THESE SHIFTS, IT MAY BE NECESSARY
TO:
• Recognize that a focus on affordable housing
does not mean disregarding higher-end
markets.
• Similarly understanding that, to at least
some degree, new housing products that are
attractive to high-resource households can
indirectly open housing opportunities for
younger households of more moderate means.
• Provide carefully focused and strategic front-
end assistance on key infrastructure elements.
• Renegotiate city/township boundary based on
extent of urban services area to permit logical
growth and annexation for Oshkosh.
• Incorporate a mix of incomes and products
within new redevelopment areas, including
waterfront sites.
• Incorporate Universal Design standards into
redevelopment and rehabilitation projects when
possible. Universal Design is the process of
creating products that are accessible to people
with a wide range of abilities, disabilities, and
other characteristics. Single-level homes,
accessible living communities, or universal
design rehabilitations are an opportunity to
offer a needed product in Oshkosh.
3. Preserve and rehabilitate existing
affordable housing in strategic
neighborhood areas
Neighborhoods at their best are where people
build community and personal networks. Oshkosh’s
neighborhoods are strong and cohesive - efforts
like Rock the Block and Good Neighbors add to
that cohesion, as do neighborhood businesses
and parks. Although some show their age more
than others, reinvestment is evident from property
maintenance and home improvement activity.
Existing homes help define the city’s character and
will always be the most affordable housing options
in Oshkosh. While existing programs are available
for their preservation, better targeting and higher
investments are needed.
In addition to the development initiatives described
previously, specific areas to consider include:
• Examining the structure and use of existing
housing and community development programs
to increase clarity and ease of use.
• Expanding the development and investment
capabilities of GO-HNI or other organizations
with this capability.
• Developing reasonable design guidelines to
provide architectural compatibility between
existing housing and infill development.
• Revisiting and retooling current and previous
rental registration and code enforcement
programs to create a consensus driven
approach to rental property maintenance and
code compliance.
• Working with the University of Wisconsin-
Oshkosh on student housing standards and
referrals.
70
• Investing in neighborhood parks, street
rehabilitation, greenways, and other projects
that sustain neighborhood value.
• Maintaining existing proven programs like Rock
the Block that involve citizens and volunteers in
small acts that do big things.
• Support and enhance small scale commercial
establishments in traditional neighborhoods.
POSITIVE SHIFTS WOULD INCLUDE:
• Increased use and focus of community
development programs. Introduction of
new programs that enhance equity building,
homeownership, and preservation of homes
capable of rehabilitation.
• Infill development consistent with neighborhood
context and less likely to be branded as a
product of a specific program.
• Agreement of all parties on strategic rental
property standards and means of enforcement,
with involvement of the University in this
process.
• Firmer, more predictable funding for key
neighborhood support programs.
• Strategic amenity and infrastructure projects to
support housing conservation and development
efforts.
TO CREATE THESE SHIFTS, IT MAY BE NECESSARY
TO:
• Provide small commercial rehab loans and
neighborhood commercial zoning to support
local small business in neighborhoods. Ensure
that standards insulate surrounding homes from
negative operating characteristics.
• Ensure programs are fully accessible to
households that need them most – simple
applications, targeted advertising/notice.
• Ensure developers and builders know the
resources available when creating their
development proformas.
• Connect resources across all organizations and
entities; combine resources (funding) into one
program for higher incentives when multiple
programs target the same issue.
• Educate about maintaining the housing stock.
An education program for rentals should have
two focuses:
›How to be a good tenant and what it means
to be a good neighbor.
›What are your rights as a tenant, what are the
leasing laws in Wisconsin, and what are your
responsibilities as a tenant?