Agenda for Regular Common Council Meeting

1 Regular Council Meeting September 15, 2026 AGENDA FOR REGULAR COMMON COUNCIL MEETING CITY OF SUPERIOR, WISCONSIN September 15, 2026 at 6:30 p.m. Government Center, Board Room 201, 1316 N 14th Street, Superior, WI 54880 1. PLEDGE OF ALLEGIANCE 2. ROLL CALL 3. PRESENTATIONS AND PUBLIC HEARINGS 3.1. Presentation by the Health Insurance Committee & Wellness Committee with committee Co-Chairs Lee Sandok Baker and Bob Zimmerman. 4. APPROVAL OF MINUTES 4.1. September 1, 2026 – Regular Common Council Meeting 5. CORRESPONDENCE TO BE FILED 6. MAYOR’S REPORT 6.1. Report from Mayor Paine 7. STANDING COMMITTEE REPORTS 7.1. Human Resources Committee (No meeting to report) 7.2. Public Works Committee (No meeting to report) 7.3. Finance Committee (No meeting to report) 7.4. Licenses and Fees Committee (No meeting to report) 7.5. Public Safety Committee (No meeting to report) 8. SPECIAL COMMITTEE REPORTS 8.1. REPORTS WITH RECOMMENDATIONS 8.2. REPORTS SANS RECOMMENDATIONS [20260915R 1] 2 Regular Council Meeting September 15, 2026 8.2.1. Golf Course Committee (Meeting held August 27, 2026) Report from the Chair. 8.2.2. Plan Commission (Meeting held September 8, 2026) Report from the Chair. 9. OLD BUSINESS 10. NEW BUSINESS 10.1. Miscellaneous licenses. 10.2. R26-13890, a resolution introduced by the Community Development Division to set a public hearing for the 2027 Community Development Block Grant Action Plan. 10.3. O26-4436, an ordinance introduced by the Common Council of the City of Superior amending City Code, Chapter 112 – Traffic Code, Schedule J – Accessible Parking Zones, to add accessible parking signage at 412 Weeks Avenue. 10.4. Amend existing agreement and waive bidding process for Mi-Tech Services, Inc. for the Fiber Phase 3 Professional Services contract. 11. BUSINESS BY PUBLIC Due to the requirements of the Wisconsin Open Meetings laws, only matters placed on this agenda may be approved by the Council at this meeting. Citizens who wish to address the council may do so during Business by Public by signing up with the city clerk and indicating the agenda item they wish to address. All comments by members of the public shall be limited to three minutes in length. Electioneering or personal attacks are not allowed. The City of Superior complies with the Americans with Disabilities Act of 1990. If you need an accommodation to participate in the public meeting process, please contact the City Clerk’s Office at (715) 395 -7200 (OR dial 711 for Telecommunications Relay Se rvice) prior to the scheduled meeting. The city will attempt to accommodate any reasonable request depending on the amount of notice received. In compliance with Wisconsin Open Meetings Law, this agenda was posted on 09/11/2026 at the following locations: Superior Government Center, Douglas County Courthouse, and online at https://www.superiorwi.gov/agendacenter. It was also emailed to the Superior Telegram and the Superior Public Library. [20260915R 2] 1 Regular Council Meeting September 1, 2026 PROCEEDINGS OF THE REGULAR COMMON COUNCIL MEETING CITY OF SUPERIOR, WISCONSIN September 1, 2026 at 6:31 p.m. Government Center, Board Room 201, 1316 N 14th Street, Superior, WI 54880 1. PLEDGE OF ALLEGIANCE 2. ROLL CALL Present: Nick Ledin, Sarah Anderson, Garner Moffat, Jack Sweeney, Joe Radtke, Tylor Elm, Karly Caven, Mike Herrick, Rob Hering, Lindsey Graskey – 10 Virtual: Absent: Also Present: Mayor Paine, City Attorney Prell, Chief of Staff Bernacki, City Clerk Blunt, Deputy City Clerk Bacon 3. PRESENTATIONS AND PUBLIC HEARINGS 3.1. Public Hearing to approve R26-13886, a resolution submitting question to referendum and specifying the method of payment for a water utility. 3.1.1. Recommendation introduced by Councilor Hering, to amend the referendum question within R26-13886 by striking “Should the City transition to a community-owned water utility in the event that the value of the utility, as determined by the Public Service Commission, falls within the City's financial means?” and replacing with “Should the City of Superior purchase the water utility assets currently owned by Superior Water, Light & Power, at a price to be determined by the Public Service Commission of Wisconsin, to create a city-owned water utility?” THERE WAS NO OBJECTION to opening the public hearing. The following community members spoke to the public hearing: Bill Fennessey Tony Burkhart Kristin Renskers Andy Strand Hanna Giroux Pattie Soliday Brent Fennessey Jim Dahlberg Joscelyn Skandel Dean (no last name) MOTION TO CLOSE the public hearing and APPROVE, by Councilor Ledin, was seconded by President Herrick. [20260915R 3] 2 Regular Council Meeting September 1, 2026 MOTION TO AMEND, by Councilor Hering, was seconded by Councilor Sweeney, and failed via voice vote. Councilor Elm – No Councilor Caven – No President Herrick – No Councilor Hering – Yes Councilor Graskey – No Councilor Ledin – No Councilor Anderson – Abstain Vice President Moffat – No Councilor Sweeney – No Councilor Radtke – No MOTION TO POSTPONE and hold in committee until the 1st meeting in November, by Councilor Sweeney, was seconded by Councilor Hering, and failed via voice vote. Councilor Caven – No President Herrick – Yes Councilor Hering – Yes Councilor Graskey – No Councilor Ledin – No Councilor Anderson – Abstain Vice President Moffat – No Councilor Sweeney – Yes Councilor Radtke – No Councilor Elm – No MOTION TO APPROVE passed via voice vote. President Herrick – Yes Councilor Hering – Yes Councilor Graskey – Yes Councilor Ledin – Yes Councilor Anderson – Abstain Vice President Moffat – Yes Councilor Sweeney – No Councilor Radtke – Yes Councilor Elm – Yes Councilor Caven - Yes 4. APPROVAL OF MINUTES 4.1. August 18, 2026 – Regular Common Council Meeting MOTION TO APPROVE, by Councilor Elm, was seconded by Councilor [20260915R 4] 3 Regular Council Meeting September 1, 2026 Anderson, and carried. 5. CORRESPONDENCE TO BE FILED 5.1. City of Superior Audited Financial Statement and Results for 2025 6. MAYOR’S REPORT 6.1. Report from Mayor Paine 6.2. Committee, Board, and Commission Appointments MOTION TO APPROVE the appointments of: • To the Assessment Board of Review, re-appoint Steve Germon and Jerry Manion for a 5-year term expiring May 2031. • To the Civil Service Commission, appoint Sara Trekas for a 4-year term expiring May 2030. • To the Community Development Block Grant Advisory Board, re-appoint Martina Tendrup for a 3-year term expiring May 2029. • To the Mayor’s Commission on Communities of Color, re-appoint Jade Wong for a 3-year term expiring May 2029. • To the Mayor’s Commission on Disabilities, re-appoint Reggie Leckel, Jill Nyberg, and Katey Perkkio for a 3-year term expiring May 2029. • To the Police and Fire Commission, appoint Eva Sevastiades, filling the remainder of the term vacated by Brett Foote. This is a 5-year term expiring May 2031. MOTION by Councilor Elm, was seconded by President Herrick, and carried. 7. STANDING COMMITTEE REPORTS 7.1. Human Resources Committee (Meeting held August 17, 2026) Report from Councilor Sweeney. RECOMMENDATIONS: 7.1.1. Approve reclassification of current Assistant Building Permit Technician to Building Permit Technician. MOTION TO APPROVE, by Councilor Caven, was seconded by Councilor Graskey, and carried. 7.1.2. Approve extension of the current GIS Intern position through May 31, 2027. MOTION TO APPROVE, by Councilor Graskey, was seconded by Councilor Hering, and carried. 7.2. Public Works Committee (No meeting to report) [20260915R 5] 4 Regular Council Meeting September 1, 2026 7.3. Finance Committee (Meeting held August 25, 2026) Report from Councilor Sweeney. 7.4. Licenses and Fees Committee (No meeting to report) 7.5. Public Safety Committee (Meeting held August 20, 2026) Report from Councilor Elm. RECOMMENDATIONS: 7.5.1. Approve O26-4435, an ordinance introduced by the Public Safety Committee amending City Code, Chapter 112 – Traffic Code, Schedule A – Stops, Section 3 – One- and Two-Way Stops, to add East 7th Street at 10th Avenue East as a Two-Way Stop. MOTION TO APPROVE, by Councilor Elm, was seconded by Councilor Anderson, and carried. 8. SPECIAL COMMITTEE REPORTS 8.1. REPORTS WITH RECOMMENDATIONS 8.2.1. Plan Commission (Meeting held August 24, 2026) Report from Mayor Paine. RECOMMENDATIONS: 8.2.1.1. Award a Small Business Grant to Flow Studio, LLC located at 1317 Tower Avenue in the amount of $6,471.54. MOTION TO APPROVE, by Councilor Elm, was seconded by Vice President Moffat, and carried. 8.2.1.2. Award a Small Business Grant to Superior Tavern located at 1224 Tower Avenue in the amount of $9,500.00. MOTION TO APPROVE, by Councilor Radtke, was seconded by Councilor Elm, and carried. 8.2.1.3. Approve R26-13889, a resolution determining it to be in the public interest to set a public hearing for consideration of amending City Code, Chapter 122 – Zoning, Article VIII – Floodplains. MOTION TO APPROVE, by Councilor Elm, was seconded by Vice President Moffat, and carried. 8.3. REPORTS SANS RECOMMENDATIONS 8.3.1. Wisconsin Point Committee (Meeting held August 11, 2026) Report from President Herrick. 9. OLD BUSINESS [20260915R 6] 5 Regular Council Meeting September 1, 2026 10. NEW BUSINESS 10.1. Miscellaneous licenses. MOTION TO APPROVE, by Vice President Moffat, was seconded by Councilor Ledin, and carried. 10.2. R26-13887, a resolution Referring Proposed Amendment to Project Plan for Tax Incremental District Number Fourteen to the Plan Commission and Appointing City Representative to Joint Review Board. MOTION TO APPROVE, by Councilor Graskey, was seconded by Councilor Elm, and carried. 10.3. R26-13888, a resolution Referring Proposed Amendment to Project Plan for Tax Incremental District Number Eighteen to the Plan Commission and Appointing City Representative to Joint Review Board. MOTION TO APPROVE, by Councilor Elm, was seconded by Councilor Graskey, and carried. 11. BUSINESS BY PUBLIC Meeting adjourned at 8:44 p.m. Respectfully submitted, Heidi Blunt, City Clerk Superior, Wisconsin Approved this 15th day of September, 2026. Attest: ____________________________________ Mayor ____________________________________ City Clerk [20260915R 7] Page 1 of 4 Golf Course Committee – 8/27/2026 Meeting *Attended the meeting virtually GOLF COURSE COMMITTEE MINUTES August 27, 2026 Regular Meeting The meeting was called to order by Chair Hoag at 11:02 a.m. on August 27, 2026, at Nemadji Golf Course, Greens View Grille and virtually via Microsoft Teams. 1. ROLL CALL Members Present: Barb Hoag, Troy Clark, Lindsey Graskey, Scott Gordon, Robert Hering Advisory Members and Others Present: Kara Czapinski, Bridgit Maruska, Dan Walker, Brian Wallin, Christian Houle, Shawna Anderson, Vince Juarez*, Mary Kate Walsh* 2. APPROVAL OF MINUTES 2.1. Golf Course Committee (Meeting held June 25, 2026) MOTION by Gordon, second by Clark, and carried to approve the minutes from June 25, 2026. 3. NEW BUSINESS 3.1. Discussion regarding fat tire biking at Nemadji Golf Course Shawna Anderson suggested utilizing golf-cart paths and other appropriate areas for winter fat-tire biking, highlighting its potential to serve as a distinctive regional attraction that could draw families and visitors, thereby enhancing winter patronage of the restaurant and facility. The discussion underscored the importance of protecting greens and tee boxes, defining a route, determining suitable lengths, and establishing markers for curves and low-light conditions. Participants considered loops ranging from one to five miles, noting that the trail would require packed or lightly groomed snow instead of ski-style grooming. Concerns were raised by Dan Walker and the management team regarding maintenance, staffing, monitoring, operating hours, registration, security, and revenue potential, with suggestions for controlling access through registration and allowing riders to use the route outside of operating hours. The committee preferred initiating the program with a single event or a week linked to the Lake Superior Ice Festival, rather than committing it to a full winter season immediately. This approach would yield valuable participation data and operational insights before any decision to expand the program. The proposal was scheduled for discussion in the October meeting, with the team tasked to prepare a mapped route, estimate setup and operating costs, identify necessary materials and volunteer support, and develop both an event-specific plan and a broader seasonal-use strategy. Lindsey Graskey also mentioned opportunities for tourism marketing and sponsorship grants, alongside city recreation grants that could support ongoing programming. Brian Wallin joined the meeting at 11:12 a.m. MOTION by Gordon, second by Hering, to hold item 3.1 until the October 22, 2026, Golf Course Committee Meeting. [20260915R 8] Page 2 of 4 Golf Course Committee – 8/27/2026 Meeting *Attended the meeting virtually Shawna Anderson left the meeting at 11:41 a.m. 3.2. Discussion regarding credit card processing fees Walker indicated that credit-card processing costs had risen by approximately $40,000 year-to-date through July, attributed to rate increases implemented in November and August. Limited access to previous statements through Global Payments hindered awareness of these changes, which were only communicated through minor notices on statements that the team had not received. Lightspeed the new vendor proposes a fixed processing rate along with integrated reporting, dispute management, and direct support, all managed through the current point-of-sale system. Additionally, it offers free replacement hardware for each licensed terminal and enables staff to adjust settings, such as tip options, directly within the software. The proposed transition would enhance beverage-cart transactions by incorporating swipe, tap, and chip functionality via a module connected to existing iPads, eliminating the need for manual card number entry and thereby improving transaction speed and service for groups on the course. The committee considered the possibility of passing processing costs onto customers, with Vince Juarez clarifying that any fee labeled as a credit-card fee must not exceed the actual processing cost and cannot be applied to debit-card transactions; a different service or convenience fee would have distinct requirements. Lightspeed can facilitate the processing-fee function through its back-end software. Global Payments was approached but could not match Lightspeed's rates, and the current contract has expired without an early termination fee. 4. OLD BUSINESS 4.1. Update on Irrigation System. Brian Wallin stated that a pre-bid meeting took place on August 12, attended by approximately 17 to 18 participants, which included representatives from at least four potential irrigation contractors and various suppliers. During this meeting, final inquiries were addressed alongside city staff, Client Engineering, EC Design, contractors, and Enbridge representatives, with the last addendum set to be released prior to the bid opening on September 1. The project plans encompass eight crossings of Enbridge pipelines, with bid documents detailing the necessity for hydro-vacuum excavation or boring, particularly at road crossings, allowing contractors to factor these requirements into their bids. The project is structured as a single phase, with construction anticipated to commence in November on the compost and wet-well tasks, progressing in increments of nine holes. The Request for Proposals (RFP) stipulates a final completion date of November 27, 2027. At least two contractors have inspected the site, with up to four potentially qualified bidders. The city’s selection process will prioritize the lowest bid from those who meet all RFP criteria, as the city is both the owner and funder of the project. [20260915R 9] Page 3 of 4 Golf Course Committee – 8/27/2026 Meeting *Attended the meeting virtually 5. RECURRING BUSINESS 5.1 Marketing Report Christian Houle announced that a comprehensive 360-degree virtual tour is nearing completion with Lake Country 360, encompassing the golf holes, practice areas, clubhouse, and golf shop. This tour will be integrated into the website and business profile, providing still images for marketing purposes, aiding in staff training, and facilitating the promotion of outings and tournaments. The newsletter currently reaches around 17,000 recipients, achieving a 25% open rate and a 16% click rate. Social media engagement has also seen significant growth, with Facebook impressions increasing by 63% year-to-date, over 3,000 followers, and Instagram generating more than 60,000 impressions. The redesigned website boasts a 64% engagement rate and an 18% rise in total users. The weekly grill specials have positively impacted food and beverage performance, surpassing budget expectations in July. June outings exceeded the budget by approximately $12,000, with larger events and additional features contributing to year- to-date revenue growth. The winter simulators are available from noon to 9:00 p.m. Monday through Thursday and from 9:00 a.m. to 9:00 p.m. on weekends.. Houle indicated that the winter website version will include simulator details, and a new roadside sign will highlight simulators and other winter offerings. The 2027 marketing plan will focus on communication during irrigation construction, detailing which holes will be open and how outings and season-pass products can be managed during the construction period. Further discussions on simulator operations and the winter plan are set for October. 5.2 General Manager’s Report with Profit/Loss Statement – Walker reported that through June, total revenue was approximately $13,000 higher than the previous year, though it fell slightly short of budget expectations. Merchandise sales exceeded the prior year by about $21,000 and surpassed the budget by $20,000. In contrast, food and beverage revenue was $4,500 above last year but did not meet budget targets. Net Operating Income (NOI) was approximately $66,000 lower than the previous year and $40,000 below budget. In July, revenue improved, surpassing the previous year and nearing budget figures, with merchandise sales up by around $13,000 and food and beverage revenue increasing by about $14,000, exceeding the budget by $4,000. However, NOI continued to lag, remaining approximately $75,000 below the prior year and $68,000 under budget. The operation faced challenges due to wildfire smoke and poor air quality, which led to reduced afternoon play, the cancellation of junior tournaments, and the rescheduling of women's clinics, ultimately resulting in the cancellation of golf leagues. Additionally, the season started later than usual, and weather-related disruptions occurred earlier than expected. Payroll costs rose as staff were required to perform extra overnight irrigation, manually operate equipment, maintain course conditions, and replace employees due to turnover. Operating expenses also increased, with credit card processing fees identified as a significant factor. Walker and Juarez have initiated the 2027 budget process, which includes assessing the financial impact of closing nine holes during irrigation [20260915R 10] Page 4 of 4 Golf Course Committee – 8/27/2026 Meeting *Attended the meeting virtually construction. The budget and simulator operating plan are anticipated to be presented to the committee in October. 5.3 Superintendent – Grounds/Maintenance Report – Lindsey Graskey left the meeting at 12:32 p.m. 5.4 Nemadji Women’s and Men’s Club – Concerns/Updates Troy Clark spoke for the Men’s Club: The Men's Club reported a membership of 393, reflecting an increase of three members from the previous year. The championship event is set to coincide with the upcoming meeting weekend, and the club intends to enhance its online presence to boost fundraising efforts and foster greater member engagement. Barb Hoag spoke for the Women’s Club: The Women's Club has announced a membership of 126, reflecting an increase of four members. The recent invitational saw a rise in participation, attributed to the introduction of a two-lady senior scramble format, while the regular division maintained its traditional format in response to member preferences. Additionally, the club intends to donate $1,500 to the high school girls’ golf team, complemented by a separate contribution of $1,000 from a member. Despite adverse weather conditions, including rain, wind, cold, and smoke, the summer clinic attracted 51 participants, and the fall banquet is set to take place on September 15. 5.5 Public Comment 5.6 Future Agenda Items 5.6.1 Update on Irrigation System 5.6.2 Golf Simulator Discussion 5.6.3 Discussion regarding fat tire biking at Nemadji Golf Course 5.7 Confirm the next meeting date as Thursday, October 22, 2026, at 11:00 a.m. at Nemadji Golf Course, Greens View Grille. 6. ADJOURNMENT Chair Hoag announced the meeting adjourned at 12:40 p.m. Respectfully submitted by Kara Czapinski [20260915R 11] PLAN COMMISSION MINUTES - 9/8/26 Mtg (Meets monthly on 2nd Tuesday of each month) Page 1 of 2 PLAN COMMISSION Minutes September 8, 2026 Regular Meeting The meeting was called to order by Chair Paine at 6:02 pm on September 8, 2026, in Government Center Room 270. 1 ROLL CALL PRESENT: Jim Paine, Lynn Wohlwend, Garner Moffat, Tylor Elm, Lindsey Graskey and Anne Porter VIRTUAL: ABSENT: Brian Finstad CITY STAFF PRESENT: Director Serck, Tech Granlund and Jeff Skrenes OTHERS PRESENT: Shelley Nelson 2 APPROVAL OF MINUTES 2.1 Plan Commission Minutes (August 24, 2026) MOTION to approve the August 24, 2026, minutes by Commissioner Moffat, seconded by Commissioner Elm. Carried. 3 OLD BUSINESS 3.1 Review and Approve Designated Outdoor Refreshment Area Ordinance and Resolution No new updates MOTION by Commissioner Elm, seconded by Commissioner Moffat to hold in committee until next meeting. Carried. 3.2 Review for Approval – Downtown Superior Design Guidelines Commissioner Paine discussed the proposed RFP (request for proposal) and informed the Commission that staff is seeking input regarding the boundaries, as well as general discussion and feedback on the proposal. MOTION by Commissioner Moffat, seconded by Commissioner Graskey to approve the Request for Proposal for the Superior Downtown Design Guidelines. Carried. The Plan Commission discussed the language in the RFP for the Superior Downtown Design Guidelines, including the proposed boundaries, which buildings may be eligible, the name of the RFP and potential opportunities in the future. Administration will incorporate the Commission’s requested changes into the Request for Proposal. MOTION by Commissioner Moffat, seconded by Commissioner Paine to approve the Request for Proposal for the Superior Downtown Design Guidelines with the discussed amendments that administration will apply. Carried. Commissioner Porter abstained from the vote. [20260915R 12] PLAN COMMISSION MINUTES - 9/8/26 Mtg (Meets monthly on 2nd Tuesday of each month) Page 2 of 2 3.3 Discussion and consideration of the proposed design and framework for the City’s Community Land Trust Program Jeff Skrenes spoke to the Plan Commission regarding the proposed Community Land Trust Policy Framework he developed, and the changes incorporated following the previous month’s Plan Commission meeting. He also answered questions from the Commission. Mr. Skrenes asked the Plan Commission for input regarding the acquisition of real property. The Memorandum of Understanding is anticipated to be ready in November. Plan Commissioners expressed support for the guidelines presented. 4 NEW BUSINESS 4.1 Resolution of the Plan Commission of the City of Superior, Wisconsin, Calling for Public Hearing on an Amendment to the Project Plan for Tax Incremental District Number Fourteen Director Serck the proposed amendment to the project plan for tax incremental district number fourteen showing the Plan Commission the proposed updated map and purposed for the proposed changes. MOTION to approve the resolution of the Plan Commission of the City of Superior, Wisconsin, Calling for Public Hearing on an Amendment to the Project Plan for Tax Incremental District Number Fourteen by Commissioner Elm, seconded by Commissioner Moffat. Carried. 4.2 Resolution of the Plan Commission of the City of Superior, Wisconsin, Calling for Public Hearing on an Amendment to the Project Plan for Tax Incremental District Number Eighteen Director Serck the proposed amendment to the project plan for tax incremental district number eighteen showing the Plan Commission the proposed updated map and purposed for the proposed changes. MOTION to approve the resolution of the Plan Commission of the City of Superior, Wisconsin, Calling for Public Hearing on an Amendment to the Project Plan for Tax Incremental District Number Eighteen by Commissioner Elm, seconded by Commissioner Porter. Carried. 5 RECURRING BUSINESS 5.1 Planning & Development Director Report Commissioner Paine spoke about the Revitalize or Die Civic Assessment. Requesting the report to be added to the Plan Commission packet for this meeting. 5.2 Housing Coordinator Update No new updates. 6 ADJOURNMENT Meeting adjourned at 7:30 pm Respectfully submitted by Amanda Granlund. [20260915R 13] Clinton Johnson 9130 Orchard St, Duluth, MN 55810 George Parker 919 89th Ave, Duluth, MN 55808 10.1 City Clerk's Office - Miscellaneous License Applications 09/15/2026 2026-2027 Taxicab Operator [20260915R 14] Date: September 1, 2026 City Council Date: September 15, 2026 M E M O R A N D U M TO: Mayor Jim Paine and Members of the Common Council FROM: Jason Serck, Planning, Economic Development & Port Director RE: Public Hearing for the 2027 CDBG Action Plan INTRODUCTION –The City of Superior is designated as an entitlement community for the receipt of funding under the Community Development Block Grant (CDBG) program. The US Department of Housing and Urban Development (HUD) requires a public hearing to be held before approval of the 2027 CDBG Action Plan. The Community Development Division is submitting the following resolution for consideration at the September 15, 2026, City Council meeting to set the public hearing for October 20, 2026: “Resolution introduced by the Community Development Division to set a public hearing for the 2027 Community Development Block Grant Action Plan.” After the Council sets the public hearing, the “Notice of Public Hearing on the 2027 Action Plan” will be posted and distributed advising the Action Plan will be made available for review on September 16, 2026. CONCLUSION – Please approve this resolution to set a public hearing. Recommend Jim Paine, Mayor [20260915R 15] RESOLUTION # R26-13890 RESOLUTION INTRODUCED BY THE COMMUNITY DEVELOPMENT DIVISION TO SET A PUBLIC HEARING FOR THE 2027 COMMUNITY DEVELOPMENT BLOCK GRANT ACTION PLAN WHEREAS, the City of Superior is designated by the U. S. Department of Housing and Urban Development (HUD) as an entitlement community for the receipt of direct funding under the Community Development Block Grant (CDBG) program; WHEREAS, the US Department of Housing and Urban Development (HUD) requires local communities to hold public hearings before approval of the Consolidated Plan, the Annual Action Plan and the Consolidated Annual Performance and Evaluation Report (CAPER); NOW, THEREFORE, BE IT RESOLVED that a public hearing will be held by the Common Council of the City of Superior at 6:30 p.m. on the 20th day of October, 2026, in Room 201 of the Government Center, 1316 North 14th Street, Superior, Wisconsin. Passed and adopted this 15th day of September, 2026. Approved this 15th day of September, 2026. _________________________________________ Jim Paine, Mayor Attest: ___________________________________ Heidi Blunt, City Clerk [20260915R 16] City of Superior Second Program Year Action Plan 2027 [20260915R 17] Annual Action Plan 2027 2 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 18] Annual Action Plan 2027 3 OMB Control No: 2506-0117 (exp. 09/30/2021) City of Superior Second Program Year Action Plan 2027 Jim Paine Mayor Nick Ledin Sarah Anderson Garner Moffat Jack Sweeney Councilor Councilor Councilor Councilor 1st District 2nd District 3rd District 4th District Joseph Radtke Tylor Elm Karly Caven Mike Herrick Councilor Councilor Councilor Councilor 5th District 6th District 7th District 8th District Robert Hering Lindsey Graskey Councilor Councilor 9th District 10th District City of Superior Department of Planning and Development Jason Serck Krista Y. Anderson Planning, Economic Development Community Development Manager and Port Director [20260915R 19] Annual Action Plan 2027 4 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 20] Annual Action Plan 2027 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Table of Contents 1. Executive Summary ................................ ................................ ............ 9 2. Lead and Responsible Agencies................................ ........................ 16 3. Consultation ................................ ................................ ..................... 17 4. Participation ................................ ................................ .................... 23 5. Expected Resources ................................ ................................ ......... 28 6. Goals and Objectives ................................ ................................ ........ 31 7. Projects ................................ ................................ ............................ 36 8. Geographic Distribution ................................ ................................ ... 43 9. Affordable Housing ................................ ................................ .......... 44 10. Public Housing ................................ ................................ ................. 45 11. Homeless and Other Special Needs Activities ................................ .. 47 12. Barriers to Affordable Housing ................................ ......................... 51 13. Other Actions ................................ ................................ ................... 53 14. CHAS data and Impediments to Fair Housing Choice ....................... 59 [20260915R 21] Annual Action Plan 2027 6 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 22] Annual Action Plan 2027 7 OMB Control No: 2506-0117 (exp. 09/30/2021) City of Superior 2027 Action Plan Budget Matrix CITY ACTIVITIES APPROVED ALLOCATION ADMINISTRATION & PLANNING 21A Administration $128,126 21D Planning (includes Coalition for Advancement of Fair Housing (CAFH) $1,800 PUBLIC FACILITIES & IMPROVEMENTS 03F Wade Bowl Park Improvements $136,000 03F John Jack Ennis Memorial Park Improvements $146,000 03C NWSCA Elevator $100,000 03L CDBG Census Tract Sidewalks $100,000 TOTAL CITY ACTIVITIES $611,926 Matrix PUBLIC SERVICES ACTIVITIES 05G Center Against Sexual & Domestic Abuse, Inc. (CASDA) $20,000 03T Harbor House Crisis Shelters $20,000 05M Just Kids Dental $10,000 03T NWCSA - Homeless Services $20,000 03T NWCSA - Supportive Housing $20,000 TOTAL PUBLIC SERVICES $90,000 2027 CDBG BUDGET Total City Activities $611,926 Total Public Services $90,000 TOTAL BUDGET $701,926 2027 FUNDING SOURCES 2027 CGBG Grant $650,634 Reallocated Funds $26,292 2027 Estimated Program Income $25,000 TOTAL FUNDS AVAILABLE $701,926 [20260915R 23] Annual Action Plan 2027 8 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 24] Annual Action Plan 2027 9 OMB Control No: 2506-0117 (exp. 09/30/2021) Executive Summary AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction The City of Superior Planning Department receives annual community development funding through the U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant CDBG) program. In order to receive funding, the City is required to complete a thorough planning process, the Consolidated Plan, which uses a combination of data and public involvement in order to determine needs and prioritize general goals, objectives, and strategies to further opportunity for low- to moderate-income residents of the City. This Second Year Action Plan covers the program year 2027, beginning January 1, 2027 and ending December 31, 2027. It is the purpose of this plan to identify needs in housing, economic and community development which have the greatest need for programmatic intervention, and to propose utilizing federal funding received to further opportunities for residents. These funds will be used to directly meet goals and objectives of the U.S. Department of Housing and Urban Development within the local community and will be implemented by the City as well as partnerships with non-profit partners, housing developers, local groups, businesses, stakeholders, residents, and other partners representative of the community at-large. The City will embrace a high standard of ethics, management, and accountability in undertaking this work. The City will continue to form new partnerships that leverage resources and improve HUD's effectiveness at the community level. 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. [20260915R 25] Annual Action Plan 2027 10 OMB Control No: 2506-0117 (exp. 09/30/2021) The primary housing issues in Superior are cost burden (primarily for those at or below 50% HAMFI) and the relatively low quality of housing units. Superior’s housing stock is significantly older than the State’s, 45% of homes were built before 1949. HOUSING AND HOMELESS NEEDS ASSESSMENT For housing needs, all very low and extremely low (< 50% AMI) renters are considered to have the biggest need for affordable dwelling units. Strategies used to address this need include creating affordable quality housing stock for low- to moderate-income families, improving the existing housing stock, and increasing opportunities for homeownership. In-patient mental health/substance abuse services and supportive housing were identified as the biggest needs for the homeless population. If in-patient care is needed, the nearest locations for care are in Eau Claire and Minnesota. Services in Superior that receive annual CDBG allocations and address the needs of the homeless, including Northwest Wisconsin Community Services Agency (72-Hour Care, Solid Rock Safe Haven, Transitional Housing), Harbor House Crisis Shelter, and the Center Against Sexual & Domestic Abuse (CASDA). Lake Superior Community Health Center also provides mental health services. Harbor House and NWCSA currently provide supportive housing, including transitional and permanent supportive housing. HOUSING MARKET ANALYSIS The Housing Market Analysis indicates that there is a shortage of acceptable quality, affordable housing in the City of Superior. As such, one priority is funding a program that provides rehabilitation loans to owner-occupied housing units. The City is currently working to find a new partner to manage the rehabilitation program. The City is also committed to developing new housing that is affordable and supporting services for LMI and homeless individuals and families. [20260915R 26] Annual Action Plan 2027 11 OMB Control No: 2506-0117 (exp. 09/30/2021) STRATEGIC PLAN AND HOUSING AND COMMUNITY DEVELOPMENT GOALS AND OBJECTIVES With input from the focus group participants and the City Planning Department, the following objectives and projected outcomes were established as the priorities for the City of Superior CDBG program: 1. Provide decent housing by preserving the affordable housing stock, increasing the availability of affordable housing, reducing barriers, increasing the supply of supportive housing for those with special needs, and transitioning homeless persons and families into housing. 2. Provide a suitable living environment through safer, more livable neighborhoods, greater integration of LMI residents throughout Superior, increased housing opportunities, and reinvestment in LMI neighborhoods. 3. Expand opportunities through targeted public services, homeownership opportunities, development activities that promote long-term community viability, and the empowerment of low- and moderate-income persons to achieve self-sufficiency. During the 2027 Plan period, the City of Superior may have projects that help to support low- and moderate-income residents. • Public Facilities and Neighborhood Improvement Projects • Public services Number of occupied housing units by tenure and year structure built Owner Pct Renter Pct Total Pct Built 2000 or later 355 5.39 295 5.74 650 5.54 Built 1980-1999 940 14.27 935 18.19 1,875 15.99 Built 1950-1979 1,995 30.30 1,885 36.67 3,880 33.09 Built 1949 or earlier 3,290 49.96 2,025 39.40 5,315 45.33 Total 6,585 56.16 5,140 43.84 11,725 2011-15 ACS [20260915R 27] Annual Action Plan 2027 12 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 1 - For SUPERIOR (CDBG Grantee) - Number of occupied housing units by tenure and year structure built Cost Burden > 30% (renter) 0-30% AMI 30-50% AMI 50-80% AMI All Households Small Related 255 94 100 449 Large Related 40 15 20 75 Elderly 275 200 80 580 Other 465 280 65 830 Total Households by Income 1,575 1,030 N/A 5,140 2011-15 CHAS Table 2 - For SUPERIOR (CDBG Grantee) - Cost Burden > 30% (renter) 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 of Superior has a good performance record and regularly meets the performance standards established by HUD. The City has implemented CDBG-funded programs over the past five years as part of the 2021-2025 Consolidated Plan, and each year prepares its Consolidated Annual Performance and Evaluation Report (CAPER). Over that time, the City has made great strides to assist low-income households in the community. Accomplishments in the past five years include: • Public service activities targeted for the homeless, elderly and disabled, youth services, and supportive services for vulnerable populations • Housing rehabilitation programs assisted homeowners, including the elderly and disabled, with critical rehabs/repairs to their homes • Public infrastructure improvements, including sidewalk and accessibility improvements in low-income areas • The City has enhanced its coordination with regional partners and service providers • Fair housing outreach and education activities have been expanded [20260915R 28] Annual Action Plan 2027 13 OMB Control No: 2506-0117 (exp. 09/30/2021) 4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan. The Citizen Participation Plan, amended and adopted in 2025, outlines the basic process for the development of the Consolidated Plan and one-year Action Plans for the City of Superior. The City of Superior Planning Department made a conscious effort to broaden the public participation process that is used to inform the creation of this Plan, thereby increasing the transparency of the process. At the focus group meetings, the City Planning Department discussed a need to hear from people using the services that were being discussed. Two public hearings were held on March 3, 2026 (noticed January 21, 2026) to receive comments on Housing and Community Development Needs and on Fair Housing Choice. Below is a list of agencies that actively participated in the planning process through the focus groups and the public meetings: • Boys & Girls Club of the Northland • Center Against Sexual and Domestic Abuse • Douglas County • City of Superior Police Department • City of Superior Planning Department • Harbor House • Lake Superior Community Health Center • Northwest Wisconsin Community Services Agency (NWCSA) • Just Kids Dental • Superior Housing Authority • Wisconsin Department of Workforce Development • Superior-Douglas County Development Association Notices of meetings, City Council agendas and public hearings regarding CDBG, the CAPER and the Action Plan process are posted in the City Clerk's Office, Superior Public Library and posted on the City's website. Information regarding the CDBG [20260915R 29] Annual Action Plan 2027 14 OMB Control No: 2506-0117 (exp. 09/30/2021) program/planning process is also mailed and emailed to the public mailing list by request. 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. No comments or views were received from public hearings held in 2026. 6. Summary of comments or views not accepted and the reasons for not accepting them. There were no comments or views not accepted. 7. Summary The City of Superior has an adopted Citizen Participation Plan (CPP) implemented in conjunction with the Annual Action Plan. The CPP provides the framework for public input into the allotment of CDBG funds granted to the City. Superior's CPP outlines how it provides notice and outreach to residents for public hearings on all aspects of the CDBG process. Survey responses and Community Stakeholder priorities include, but are not limited to, the following: • Additional housing resources for the LMI residents of Superior • Continuation of Rehabilitation Programs • Neighborhood investment in sidewalks, parks, recreational facilities, and connectivity projects • Youth Enrichment Activities • Senior Services and Enrichment • Behavioral Health Services (including substance abuse resources) • Housing Stabilization Services • Transportation • Housing close to transportation and/or services • Homeless Services [20260915R 30] Annual Action Plan 2027 15 OMB Control No: 2506-0117 (exp. 09/30/2021) The City of Superior has identified the goals for CDBG funding based on the consultation from the community survey, focus groups and public information meetings. Based on this consultation, the City has decided to dedicate the consolidated plan and this action plan to: Goal: Support LMI individuals, families and households by increasing access to public services within the community • Objective 1: Maintain and expand the reach of services that provide assistance to LMI individuals, families and households • Objective 2: Provide emergency shelter for homeless individuals, families and households • Objective 3: Provide services aimed at preventing homelessness • Objective 4: Provide supportive services to current homeless to help break the cycle of homelessness Goal: Support healthy, accessible neighborhoods. • Objective 1: Improve parks in LMI neighborhoods • Objective 2: Improve sidewalk accessibility in LMI neighborhoods • Objective 3: Improve LMI neighborhood public facilities [20260915R 31] Annual Action Plan 2027 16 OMB Control No: 2506-0117 (exp. 09/30/2021) PR-05 Lead & Responsible Agencies – 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency CDBG Administrator SUPERIOR City of Superior Planning Department Table 3 – Responsible Agencies Narrative (optional) The City of Superior Planning Department is the lead agency in administering CDBG. The following entities provide programming under CDBG: • City of Superior • Boys & Girls Club of the Northland • Center Against Sexual & Domestic Abuse • Coalition for Advancement of Fair Housing • Harbor House Crisis Shelter • Just Kids Dental • Lake Superior Community Health Center • Mentor Superior • Northwest Wisconsin Community Services Agency (NWCSA) • Superior Housing Authority Consolidated Plan Public Contact Information Comments regarding the Plan should be directed to Krista Anderson, Community Development Manager, City of Superior at (715) 395-7556 or andersonk@superiorwi.gov. [20260915R 32] Annual Action Plan 2027 17 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 1. Introduction The preparation of the Plan included communication and informational meetings with the social service agencies, Advisory Board, and current subrecipients of CDBG funding in the City of Superior. Public hearings were held to receive comments on housing and community development needs as well as fair housing choice. Applications for funding were solicited online and posted in public venues. City administration met with local entities to discuss funding needs and the Community Development Advisory Board met with and interviewed public service applicants. 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 is the recipient and administrator of federal funding under the CDBG program. The City works closely with its partners and sub-recipients in the community to ensure funding is matched to programs and services that are most needed by LMI individuals within the community. The City also works closely with the local Continuum of Care (Northwest Wisconsin Community Services Agency - NWCSA) to ensure there is connection between City initiatives and service provision, especially for mental health and access to services. Partnerships between the City’s homeless services remains strong, as evidenced by focus group meetings; and these services providers are aware of what others are doing in the community. These organizations generally know where to direct people they are unable to provide service for. While this coordination is occurring in Superior, it should occur more often to ensure that all organizations are aware of what other resources are available to their clients. Greater coordination is needed to connect people who need in-patient mental health and substance abuse counseling to these types of facilities; the nearest location providing this service is in Eau Claire. There also needs to be greater coordination with landlords in the City to help them understand and accept forms of rental assistance such as rapid re-housing and tenant-based rental assistance (TBRA). [20260915R 33] Annual Action Plan 2027 18 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. To address the needs of homeless persons (particularly chronically homeless), the Continuum of Care in Superior (NWCSA) offers transitional housing, rapid re-housing and permanent supportive housing. Harbor House also offers transitional housing and permanent supportive housing. NWSCA sees transitional housing programs as most effective in Superior because those who are homeless or at risk of homelessness are not only provided shelter but are also provided extensive support services to ensure success once they gain independence. 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 The City does not receive direct allocations of these funds from HUD. Rapid rehousing funds, hotel vouchers, homeless, supportive services are received by NWSCA from the Wisconsin Department of Administration and allocated to the City. 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 [20260915R 34] Annual Action Plan 2027 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 4 – Agencies, groups, organizations who participated 1 Agency/Group/Organization CENTER AGAINST SEXUAL AND DOMESTIC ABUSE Agency/Group/Organization Type Services - Housing Services-Victims of Domestic Violence Services-homeless What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Homelessness Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Invited organization to public hearing March 3, 2026, to gather input and provide information on economic development, community development and housing needs. Met on July 23, 2026 to address specific needs of victims of domestic and sexual abuse. 2 Agency/Group/Organization HARBOR HOUSE CRISIS SHELTERS Agency/Group/Organization Type Services - Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless [20260915R 35] Annual Action Plan 2027 20 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Invited organization to public hearing March 3, 2026, to gather input and provide information on economic development, community development and housing needs. Met on July 23, 2026 to address specific needs of victims of domestic and sexual abuse. 3 Agency/Group/Organization Just Kids Dental Agency/Group/Organization Type Services-Children Services-Health What section of the Plan was addressed by Consultation? 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? Invited organization to public hearing March 3, 2026, to gather input and provide information on economic development, community development and housing needs. Met on July 23, 2026 to address specific needs of victims of domestic and sexual abuse. [20260915R 36] Annual Action Plan 2027 21 OMB Control No: 2506-0117 (exp. 09/30/2021) 4 Agency/Group/Organization NORTHWEST WISCONSIN COMMUNITY SERVICES Agency/Group/Organization Type Services - Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless 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? Invited organization to public hearing March 3, 2026, to gather input and provide information on economic development, community development and housing needs. Met on July 23, 2026 to address specific needs of victims of domestic and sexual abuse. [20260915R 37] Annual Action Plan 2027 22 OMB Control No: 2506-0117 (exp. 09/30/2021) Identify any Agency Types not consulted and provide rationale for not consulting The City attempted to contact all potential stakeholder to notify them of the upcoming public meetings and events. 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 Northwest Wisconsin Community Services Agency. One of the primary goals of the Consolidated Plan is to end chronic homelessness and NWCSA provides many services and shelter arrangements which serve the homeless population in Superior. Table 5 – Other local / regional / federal planning efforts Narrative (optional) The City of Superior administration meets with state and local legislators along with other community stakeholders to discuss homeless and housing issues, redevelopment of vacant properties, increasing jobs that pay a living wage and the need for care for mental health and substance abuse issues. Five service providers were represented at the July 23, 2026 Community Development Advisory Board meeting to discuss homelessness, health, and housing issues. No citizen comments were received during the process. [20260915R 38] Annual Action Plan 2027 23 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 relies heavily on public service agencies to provide services under the Consolidated Plan, public service agencies invited clients they serve to attend the public meetings. The intent was to hear what clients' needs are and what they believe priorities should be. The purpose of the public hearing and posting the plan for public review was to get feedback on the plan to ensure that its goals met the community needs and that priorities were not overlooked. Meeting notices are posted on the City's website, in City Hall and accommodations are available for non-English speaking residents and handicapped individuals. Citizens are given an opportunity to examine the City's use of CDBG funds and attend CDBG Advisory meetings during the subrecipient interview process. The Advisory Board consists of four citizens and one city council member. All citizens are invited and encouraged to comment on the needs of low to moderate income residents at public hearings. The City holds annual public hearings in the spring of each year to receive public comments on Housing and Community Development Needs and Fair Housing Choice. The public notice is posted thirty days prior to the hearing on the city website and public bulletin boards throughout the city. The notice is also mailed and emailed to the general public that has requested to be on the mailing list as well as to service providers currently receiving CDBG funding. The City holds an annual public hearing each spring to receive comment on the City's Consolidated Annual Performance Evaluation Report (CAPER). The public notice is posted thirty days prior to the hearing on the city website and public bulletin boards throughout the city. The notice is also mailed and emailed to the general public that has requested to be on the mailing list as well as to service providers currently receiving CDBG funding. [20260915R 39] Annual Action Plan 2027 24 OMB Control No: 2506-0117 (exp. 09/30/2021) City of Superior holds a public hearing in November of each year to receive public comments on the Action Plan for the next program year. The public notice is posted thirty days prior to the hearing on the city website and public bulletin boards throughout the city. The notice is also mailed and emailed to the general public that has requested to be on the mailing list as well as to service providers currently receiving CDBG funding. Five public service groups attended the interview meeting on July 23, 2026: Harbor House, Just Kids Dental, Northwest Community Services Agency and CASDA. [20260915R 40] Annual Action Plan 2027 25 OMB Control No: 2506-0117 (exp. 09/30/2021) Citizen Participation Outreach Sort Orde r Mode of Outreach Target of Outreach Summary o f response/a ttendance Summary of comment s received Summary of comments not accepted and reasons URL (If applicable) 1 Public Hearing Non- targeted/ broad communit y Public hearing posted on January 21, 2026 and held on March 3, 2026 to receive comment on Housing and Community Developme nt Needs and Fair Housing Choice No comments were received. NA chrome- extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.sup eriorwi.gov/AgendaCenter/ViewFile/Minutes/_03032026-1263 [20260915R 41] Annual Action Plan 2027 26 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Orde r Mode of Outreach Target of Outreach Summary o f response/a ttendance Summary of comment s received Summary of comments not accepted and reasons URL (If applicable) 2 Internet Outreach Non- targeted/ broad communit y The Action Plan, CAPER, Consolidat ed Plan, application s and public hearing notices are posted on the City's website. https://www.superiorwi.gov/76/Community-Development [20260915R 42] Annual Action Plan 2027 27 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Orde r Mode of Outreach Target of Outreach Summary o f response/a ttendance Summary of comment s received Summary of comments not accepted and reasons URL (If applicable) 3 Public Hearing Non- targeted/ broad communit y Public hearing posted on March 4, 2026 and held on April 21, 2026 to receive comments on the City of Superior's Consolidat ed Annual Evaluation and Performan ce Report. No comments were received. NA https://www.superiorwi.gov/AgendaCenter/ViewFile/Minutes/_0 4212026-1295 Table 6 – Citizen Participation Outreach [20260915R 43] Annual Action Plan 2027 28 OMB Control No: 2506-0117 (exp. 09/30/2021) Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) Introduction The estimated CDBG funding the City of Superior will receive is based on current HUD funding. Funding levels are subject to change so these numbers may be altered in the future. 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: $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services 650,634.00 25,000.00 26,292.00 701,926.00 1,952,002.00 Estimated based on prior-year allocation Table 7 - Expected Resources – Priority Table [20260915R 44] Annual Action Plan 2027 29 OMB Control No: 2506-0117 (exp. 09/30/2021) Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Superior does not receive funding from additional HUD programs that may require a match, including HOME, HOPWA, or ESG. The projects outlined in the Strategic Plan, implemented by outside agencies, are anticipated to use CDBG funding to leverage their initial financial resources. Subrecipients must report on any project match, and those resources are captured in reports submitted to HUD. Projects with firm financial commitments, including leveraged dollars, will have priority over those with pending, tentative, or speculative commitments. [20260915R 45] Annual Action Plan 2027 30 OMB Control No: 2506-0117 (exp. 09/30/2021) If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Publicly owned lands have not yet been identified to help address the needs of this plan. The City of Superior will continue to explore opportunities to access viable public lands whenever possible, helping to address critical needs identified in this 5-year Consolidated Plan. When properties become available, the City has a Vacant to Value: New Construction Program. The program was developed with intent of reducing some costs that goes into new development, foster owner-occupied housing development, and to incentivize infill housing construction. The Vacant to Value: Renovation Program is geared towards property rehabilitation in order to facilitate blight removal, responsible development, and healthy housing markets in Superior neighborhoods through acquisition and sale of vacant residential structures. Discussion The City expects partners to leverage CDBG funding to the fullest extent possible to implement robust programs that will further meet the needs of area residents. The City anticipates spending the entire allocation along with program income. In the event a lesser allocation is received, the City will decrease the subrecipients’ funding across the board by category. [20260915R 46] Annual Action Plan 2027 31 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 Administration and Planning 2026 2030 Affordable Housing Public Housing Homeless Non-Homeless Special Needs Non-Housing Community Development City-wide Provide Decent Housing Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons CDBG: $129,926.00 Other: 1 Other [20260915R 47] Annual Action Plan 2027 32 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 2 Public Services 2026 2030 Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development City-wide Provide Decent Housing Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons CDBG: $90,000.00 Public service activities other than Low/Moderate Income Housing Benefit: 1775 Persons Assisted Public service activities for Low/Moderate Income Housing Benefit: 25 Households Assisted 3 Public Facilities and Neighborhood Improvements 2026 2030 Non-Housing Community Development City-wide Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons CDBG: $482,000.00 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 12025 Persons Assisted Table 8 – Goals Summary Goal Descriptions [20260915R 48] Annual Action Plan 2027 33 OMB Control No: 2506-0117 (exp. 09/30/2021) 1 Goal Name Administration and Planning Goal Description General Administrative funds will pay reasonable program administrative costs and carrying charges related to planning and executing community development activities. Administering federal funds and ensuring compliance is critical for utilizing Federal resources. The City of Superior is committed to using CDBG entitlement funding for administration to help continue growing an efficient, effective, and resourceful community development program. Superior may have administration projects that include, but are not limited to: • General management, oversight, and coordination • Providing local officials and citizens with information about the CDBG program • Preparing budgets and schedules • Preparing reports and other HUD-required documents • Program planning • Public Information • Monitoring program activities • Fair Housing activities • Indirect costs • Submission of applications for Federal programs [20260915R 49] Annual Action Plan 2027 34 OMB Control No: 2506-0117 (exp. 09/30/2021) 2 Goal Name Public Services Goal Description Public services are an integral part of a comprehensive community development strategy. Public Service activities provide a wide range of services that address community needs and are provided to the target population. Public services can strengthen communities by addressing the needs of specific populations. They can address individual needs and increase the impact of CDBG dollars by complementing other activities. The City of Superior may allocate up to 15% of CDBG funds to public services programs that provide supportive services to low- to moderate-income persons or prevent homelessness. In general, these services are provided by local non-profit partners. This funding is capped at 15% of the CDBG entitlement plus program income. Superior's goal to improve and provide public services may include, but is not limited to: • Child care • Health services • Substance use services • Fair housing activities • Education programs • Services for homeless persons • Services for seniors • Services for youth • Assistance with rent and/or utilities [20260915R 50] Annual Action Plan 2027 35 OMB Control No: 2506-0117 (exp. 09/30/2021) 3 Goal Name Public Facilities and Neighborhood Improvements Goal Description Neighborhood Improvements will focus on safe and accessible infrastructure essential to the quality of life and building communities that support community diversity and stability. Public infrastructure improvements will generally include the acquisition, construction, reconstruction, and installation of public infrastructure. Superior’s goal to improve and expand public infrastructure may include, but is not limited to: • ADA Improvements • Sidewalks and curb cuts • Park and Open Space Improvements Public Facilities and Improvements are publicly-owned facilities and infrastructure such as streets, playgrounds, underground utilities, and buildings owned by nonprofits open to the general public. Safe and accessible infrastructure is essential to the quality of life and building communities that support community diversity and stability. Public facilities and public improvements are generally interpreted to include all facilities and improvements that are publicly owned or owned by a nonprofit and open to the general public. Acquisition, construction, reconstruction, rehabilitation, and installation of public facilities and improvements are eligible activities. Superior's goal to improve and expand public facilities may include, but is not limited to: • Homeless and Domestic Violence Facilities • Neighborhood Facilities • Health Facilities Narrowing the digital divide by increasing access to high-speed fiber-optic internet is a key initiative for the City of Superior. This will benefit LMI residents, and critical public service providers and key public facilities. [20260915R 51] Annual Action Plan 2027 36 OMB Control No: 2506-0117 (exp. 09/30/2021) Projects AP-35 Projects – 91.220(d) Introduction The estimated entitlement allocation for PY27 is $701,926. This includes prior-year resources allocated in this AAP and estimated program income of $25,000. The estimated allocation breakdown for PY27 follows: Administration and Planning $129,926 Public Services $90,000 Public Facilities and Neighborhood Improvements $482,000 Projects # Project Name 1 2027 Administration and Planning 2 2027 Public Services 3 2027 Public Facilities & Neighborhood Improvements Table 9 - Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The Federal CDBG funds are intended to provide low- and moderate-income households with viable communities, including decent housing, a suitable living environment, and extended economic opportunities. Eligible activities include housing rehabilitation and preservation, homeownership opportunities, public services, community infrastructure improvements, planning, and administration. The system for establishing the priority for the selection of these projects is predicated [20260915R 52] Annual Action Plan 2027 37 OMB Control No: 2506-0117 (exp. 09/30/2021) upon the following criteria: • Meeting the statutory requirements of the CDBG program • Meeting the needs of low- and moderate-income residents • Coordination and leveraging of resources • Response to expressed community needs • Sustainability and/or long-term impact, and • The ability to demonstrate measurable progress and success. The limited resources available to address identified priorities are the primary obstacles to meeting the needs of underserved communities. When feasible, the City of Superior will partner with other public agencies and nonprofit organizations to leverage resources and maximize housing and community development outcomes. In the end, however, the need far exceeds the funding available from all sources combined. [20260915R 53] Annual Action Plan 2027 38 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-38 Project Summary Project Summary Information [20260915R 54] Annual Action Plan 2027 39 OMB Control No: 2506-0117 (exp. 09/30/2021) 1 Project Name 2027 Administration and Planning Target Area City-wide Goals Supported Administration and Planning Needs Addressed Provide Decent Housing Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons Funding CDBG: $129,926.00 Description Administrative services including technical assistance, fair housing activities and general administrative services for PY27. Target Date 12/31/2027 Estimate the number and type of families that will benefit from the proposed activities All residents in Superior benefit directly or indirectly from the Community Development Block Grant(CDBG) program. Location Description City-wide Planned Activities General Administrative funds will provide for payment of reasonable program administrative costs and carrying charges related to the planning and executing community development activities. Administering federal funds and ensuring compliance is critical to utilizing federal resources. The City of Superior is committed to using CDBG entitlement funding for administration to help continue growing a community development program that is efficient, effective, and resourceful. 2 Project Name 2027 Public Services Target Area City-wide Goals Supported Public Services [20260915R 55] Annual Action Plan 2027 40 OMB Control No: 2506-0117 (exp. 09/30/2021) Needs Addressed Provide Decent Housing Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons Funding CDBG: $90,000.00 Description Public services are an integral part of a comprehensive community development strategy. Public Service activities provide a wide range of activities that address needs in the community, provided for the target population. Public services can strengthen communities by addressing the needs of specific populations. They can address various individual needs and increase the CDBG dollars' impact by complementing other activities. The City of Superior may allocate up to 15% of CDBG funds to public services programs that provide supportive services to low- to moderate-income persons or prevent homelessness. In general, these services are provided by local non-profit partners. This funding is capped at 15% of the CDBG entitlement plus program income from the previous year, if any was received. Target Date 12/31/2027 Estimate the number and type of families that will benefit from the proposed activities City of Superior staff consulted service providers to identify key gaps in priority public services for city residents. The City anticipates that 1,800 unduplicated individuals will be assisted through public service activities. These include the homeless, DV victims, youth services, disabled residents, and other vulnerable populations. Location Description City-wide. [20260915R 56] Annual Action Plan 2027 41 OMB Control No: 2506-0117 (exp. 09/30/2021) Planned Activities The City anticipates that 1800 unduplicated individuals will be assisted through public service activities. Possible activities include: Health Services (05M) Homeless Services and Supportive Housing (03T) DV Services (05G) Health Services (05M) Services for Persons with Disabilities (05B) Other eligible activities may be funded. These are the activities planned for PY27 to date, and the City may make changes as needed to fit the description of this project, if additional funding is available, and/or if a planned activity does not move forward. 3 Project Name 2027 Public Facilities & Neighborhood Improvements Target Area City-wide Goals Supported Public Facilities and Neighborhood Improvements Needs Addressed Create A Suitable Living Environment Expand Opportunities primarily for LMI Persons Funding CDBG: $482,000.00 [20260915R 57] Annual Action Plan 2027 42 OMB Control No: 2506-0117 (exp. 09/30/2021) Description Public Facilities and Infrastructure are publicly-owned facilities and infrastructure such as streets, playgrounds, parks, sidewalks, underground utilities, and buildings owned by nonprofits open to the general public. Safe and accessible infrastructure is essential to the quality of life and building communities that support community diversity and stability. Public facilities and public improvements are generally interpreted to include all facilities and improvements that are publicly owned or owned by a nonprofit and open to the general public. Acquisition, construction, reconstruction, rehabilitation, and installation of public facilities, infrastructure, and improvements are eligible activities. Target Date 12/31/2027 Estimate the number and type of families that will benefit from the proposed activities The public facility and infrastructure improvements undertaken in PY27 are estimated to benefit more than 12,025 Superior residents throughout the city. Location Description City-wide. Planned Activities Currently planned activities include: Sidewalk Improvements Park Upgrades/Improvements Rehabilitation of a public facility (NWCSA elevator). If additional funds are available or a planned activity is not viable, funding may be utilized for other eligible activities under this project. All activities will be undertaken in eligible areas and include a clearly defined service boundary and activity description. [20260915R 58] Annual Action Plan 2027 43 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 The projects in PY 2026 do not emphasize any one geographic area of Superior. Funds are generally dispersed geographically to have the most significant impact. While some projects may focus on a low-to-moderate-income area (LMA), they are not part of a greater neighborhood plan. Geographic Distribution Target Area Percentage of Funds City-wide 100 Table 10 - Geographic Distribution Rationale for the priorities for allocating investments geographically Current proposed projects/activities are citywide or undertaken in eligible low-mod- areas (sidewalks, park improvements...). There is no preidentified geographic priority included in this plan. Investments are made related to need and potential impact for LMI residents and areas. Discussion All projects supported with CDBG funds are within the Superior city limits. The projects listed in the 2027 Action Plan will benefit low- and moderate-income residents throughout the City of Superior. [20260915R 59] Annual Action Plan 2027 44 OMB Control No: 2506-0117 (exp. 09/30/2021) Affordable Housing AP-55 Affordable Housing – 91.220(g) Introduction The City of Superior relies on the CoC, outreach, and other partners to provide key services for homeless residents. Public services are provided through non-profit partners. One Year Goals for the Number of Households to be Supported Homeless 25 Non-Homeless 0 Special-Needs 0 Total 25 Table 11 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 25 The Production of New Units 0 Rehab of Existing Units 0 Acquisition of Existing Units 0 Total 25 Table 12 - One Year Goals for Affordable Housing by Support Type Discussion The City works with stakeholders, service providers, and community partners to address the critical needs of Superior residents. The City no longer has a provider to administer the rehab program. We are actively looking for a new entity to administer the rehab program and hope to have it in place in 2028. [20260915R 60] Annual Action Plan 2027 45 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-60 Public Housing – 91.220(h) Introduction The Superior Housing Authority (SHA) is a public agency that helps people who meet income and other eligibility guidelines to secure affordable, safe, and quality housing in the city of Superior, WI. The SHA is one of 3,400 public housing authorities operating in the United States. Like other housing authorities, SHA complies with all federal Housing and Urban Development (HUD) requirements in the development and operation of our housing programs. SHA manages 466 units of public housing from single-family dwellings to multi-unit developments located in various neighborhoods in the city of Superior. We also administer the Section 8 Housing Choice Voucher program. For private owners, we currently handle the property management of five (5) buildings for seniors, individuals, and families. Actions planned during the next year to address the needs to public housing No new actions are planned for 2027. The City will continue to work with local organizations to provide supportive programs to assist homeless persons to transition into their own rental or owner-occupied unit. Actions to encourage public housing residents to become more involved in management and participate in homeownership The Superior Housing Authority (SHA) has a resident council that serves as a forum for residents to advocate for themselves and negotiate with the housing authority on community concerns such as safety and maintenance. Residents who are in good standing and on the lease are eligible to run for the council, which is a democratically elected group that provides residents a unified voice on policies and programs affecting them. Supportive services offered by SHA include: • Family Self-Sufficiency (FSS): For families in the Public Housing or HCV programs, the FSS program provides case management to help participants set and achieve [20260915R 61] Annual Action Plan 2027 46 OMB Control No: 2506-0117 (exp. 09/30/2021) goals like education, job readiness, and career advancement. Financial Education: Residents can access resources to increase financial literacy. If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance NA Discussion Superior Housing Authority reports that housing affordability is the most pressing issue for persons currently on the waiting list. Current public housing residents and Voucher holders continue to struggle with the prospect of housing affordability if they are no longer eligible for HUD programs due to increased income or other circumstances that make them ineligible to participate. Families feel increased stress as they face uncertain housing stability and the rising cost of housing. Also reported is the need for more fully accessible, affordable units. Voucher holders report a need for accommodation at a rate higher than the community-wide rate. The challenges of housing cost burden impact almost all families, regardless of income level. Housing cost burdens impact low- to middle-income families, who face a more significant challenge saving for emergencies and maintaining their homes or saving for homeownership. Households with a high cost burden, especially low- to moderate- income households, are at greater risk of losing their housing. Based on the City's evaluation of the Superior Housing Authority, they have a good history of housing on a first-come, first-served basis, or worst-case need. [20260915R 62] Annual Action Plan 2027 47 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction Superior has various public and private agencies that provide services to special needs populations. Groups that require supportive housing include but is not limited to: • The elderly, age 62 and over • Frail Elderly, age 75 years or older • Persons with physical, and/or developmental disabilities • Persons with mental disabilities • Persons with substance abuse issues • Victims of domestic violence, dating violence, sexual assault, and stalking • Persons and families exiting homelessness The City is not eligible to receive other HUD funds, including HOME, ESG, or HOPWA. The Continuum of Care plan funds are distributed with input from stakeholders. 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 The City of Superior will continue to work with the Continuum of Care, outreach specialists through the Superior Police Department, and local partners to reach the local homeless population and assess their needs. The City remains committed to helping residents maintain stable housing and assisting individuals who are already experiencing homelessness in transitioning into housing. With limited current year-round shelters, addressing this need is a high priority. There are additional shelter beds both in the works and in the planning phase. It is likely to take more than one year to find additional shelter solutions currently under CoC discussion. Addressing the emergency shelter and transitional housing needs of homeless persons Coordinated Entry at the Northwest Wisconsin Community Services Agency serves all individuals in Douglas County including men, women, and children who are looking for [20260915R 63] Annual Action Plan 2027 48 OMB Control No: 2506-0117 (exp. 09/30/2021) shelter. Coordinated Entry works as the access point to find the best shelter or service for individuals based on their unique set of needs and circumstances. Coordinated Entry accepts phone calls, online messages, and walk-ins. 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 The City’s efforts to support the transition of persons experiencing homelessness will be broad and flexible so that service providers can adapt to clients' needs as economic and housing conditions change. This support may include funding: • Creation of affordable rental and ownership housing, • Support for the development of transitional and permanent supportive housing units, • Emergency repairs and rehabilitation to preserve existing affordable housing and improve the housing conditions of existing low-income residents, and Nonprofit organizations provide supportive services to help stabilize residents at risk of and experiencing homelessness. These include, but are not limited to, emergency assistance, job training and skill development, and transportation assistance. The Continuum of Care is a collaborative of multiple service providers, including emergency shelters, transitional housing programs, permanent support housing, and other supportive services to create a network of resources for homeless individuals and families, families with children, and their families, and unaccompanied youth. The Continuum of Care is a funding and planning organization that helps partner communities plan for and provide, as necessary, a full range of emergency, transition, permanent housing, and other resources to address the various needs of homeless persons. The Continuum of Care meets regularly to discuss housing options for those [20260915R 64] Annual Action Plan 2027 49 OMB Control No: 2506-0117 (exp. 09/30/2021) who have completed the coordinated entry process. Using the prioritization list generated by HMIS (Homeless Management Information System), housing options are discussed and arranged. HMIS prioritizes residents based on the chronicity of homelessness and the severity of needs demonstrated through a common assessment tool -the VI-SPDAT (Vulnerability Index-Service Prioritization Assistance Tool). 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. Diversion Screening is a key part of the Coordinated Entry process. Diversion Screening determines if persons experiencing a housing crisis can be/remain housed or if they absolutely must enter the homeless system. Quality screening helps to reduce needles s entries into the homeless system and standardizes access to program referrals. Coordinated Entry is aware of the many programs and resources available in our County. Coordinated Entry works with 211. Continuum of Care has a relationship with Pathways 4 Home and other reentry resources to address the needs of those being released from correctional programs and institutions. Within the Continuum of Care, there are partnering agencies that represent healthcare facilities, mental health facilities, programs, and facilities. The Continuum of Care also has a relationship with housing providers who address the needs of those aging out of foster care. The City of Superior does not directly participate in the discharge planning or protocols for persons leaving publicly funded institutions or healthcare systems or receiving assistance from public and private agencies (health care facilities, foster care or other youth facilities, or correction programs and institutions). All of the local agencies serving the homeless population work together to ensure that people receive the appropriate services. The agencies also maintain ties with institutions that release people from their care or custody, whether publicly or privately funded. Individuals leaving institutional care in Superior, Wisconsin, can get help through the Aging and Disability Resource Center (ADRC) and Centers for Independent Living [20260915R 65] Annual Action Plan 2027 50 OMB Control No: 2506-0117 (exp. 09/30/2021) (CILs) for transition services, which include finding housing, obtaining support services, and some financial aid for one-time expenses. Other state and local resources include the Wisconsin Long Term Care Ombudsman, the Critical Assistance Program for homelessness prevention, WHEAP for energy costs, and various housing programs available in the City of Superior. Discussion Public service agencies including NWCSA, Harbor House and CASDA work cohesively to ensure homeless and at-risk clients receive appropriate care and services based on individual need. The agencies work together daily and provide referrals to outside agencies as needed. Case management is provided by all three public services agencies and includes education, crisis management, financial management and employment assistance. [20260915R 66] Annual Action Plan 2027 51 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-75 Barriers to affordable housing – 91.220(j) Introduction: Even though construction costs for new housing developments remain relatively stagnant, housing prices continue to rise, severely impacting the availability of affordable housing in the United States. According to Brian Montgomery, former Federal Housing Administration commissioner and assistant secretary for housing, constraints on housing not only reduce the supply of affordable housing but also increase the number of households that are cost-burdened, spending more than 30 percent of their income on rent. Land-use policies and zoning regulations constrain the supply of affordable housing. Density limits, height restrictions, parking requirements, lengthy permitting and approval processes, and community opposition all contribute to increased housing prices. Although federal policies play an important role in influencing the availability of affordable housing, according to Sturtevant, the supply of affordable housing depends less on federal policies than on local planning practices, policies, and community engagement. Many local planning procedures currently in place enable community opposition that stalls housing production. Reshaping local regulations allows jurisdictions to make a lasting impact on the supply of affordable housing. HUD, PD&R Edge, "Regulatory Barriers and Affordable Housing" 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 City of Superior has undertaken zoning code rewrites, and participates in Regional Economic Development Planning. By continuing to work citywide and with regional partners, the City of Superior will continue work to remove or ameliorate public policies [20260915R 67] Annual Action Plan 2027 52 OMB Control No: 2506-0117 (exp. 09/30/2021) that may be barriers to increasing access to affordable housing. Discussion: Affordable housing impacts all levels of income and housing in Superior. As housing costs rise, it places additional financial stress upon vulnerable residents. [20260915R 68] Annual Action Plan 2027 53 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-85 Other Actions – 91.220(k) Introduction: Superior is committed to improving and increasing access to safe and affordable housing for low- and moderate-income (LMI) residents. Affordable and safe housing helps to provide financial stability, reduces the chances of a person becoming homeless, and promotes housing sustainability. The City prioritized goals and objectives for using CDBG funding to strategically and effectively benefit low- and moderate-income residents by increasing access to decent housing and creating a suitable living environment while expanding economic opportunities for LMI persons. The City of Superior is involved in several efforts to address the needs of the underserved and promote efforts to coordinate the many components related to housing, suitable living environments, and promoting safer communities. Public services are an integral part of a comprehensive community development strategy. Public Service activities provide a wide range of activities that address needs in the community provided for the target population. Public services can strengthen communities by addressing the needs of specific populations. They can address a range of individual needs and increase CDBG dollars' impact by complementing other activities. Public Infrastructure Improvements will focus on safe and accessible infrastructure, and narrowing the digital divide, essential components to the quality of life and building communities that support community stability. Public infrastructure improvements generally include the acquisition, construction, reconstruction, and installation of public infrastructure. Actions planned to address obstacles to meeting underserved needs The primary obstacle to meeting underserved needs is the lack of identified and available resources. To overcome this obstacle, the City of Superior will continue to pursue creative partnerships, both financially and structurally, to leverage available funds The City will continue to seek ways to expand how the City of Superior informs [20260915R 69] Annual Action Plan 2027 54 OMB Control No: 2506-0117 (exp. 09/30/2021) underserved residents about the financial and informational resources available through the CDBG program. Actions planned to foster and maintain affordable housing The City of Superior will continue to explore opportunities to leverage CDBG funding to encourage the development of affordable housing units. Specifically, the CDBG program will provide monetary and non-monetary support for projects that will increase the number of housing units made available to low- to moderate-income households and keep the units affordable for a specified time into the future. The City of Superior supports the owner-occupied housing rehabilitation program. Allowing low-income Superior residents to maintain safe, suitable housing. Actions planned to reduce lead-based paint hazards The U. S. Department of Housing and Urban Development issued Title X in 1992 to protect young children and families from lead-based paint hazards. The City of Superior will take steps to ensure its regulations are in compliance. Revised program procedures and documents include additional steps for providing notification, identifying lead hazards, performing lead hazard reduction, using safe work practices, and achieving clearance. As part of the environmental review process, all existing housing that will be repaired or rehabilitated with CDBG funds is screened for lead paint hazards if built before 1978. Once all work is completed, houses are then re-evaluated and must pass a lead-based paint clearance test to ensure the mitigation efforts are effective. CDBG-funded housing rehabilitation follows all requirements outlined in the Lead Safe Housing Rule Toolkit. The rehabilitation program minimizes lead risk for current and [20260915R 70] Annual Action Plan 2027 55 OMB Control No: 2506-0117 (exp. 09/30/2021) future occupants. Actions planned to reduce the number of poverty-level families The City’s plan has three primary components: 1. Support activities that increase the number of resources in Superior, especially for low- to moderate-income residents 2. Ensure that a wide variety of housing opportunities are available 3. Provide supportive services to residents in poverty. These all support the City’s goal of helping residents and families achieve self- sufficiency. For those residents who cannot work (low-income frail elderly, persons with disabilities), the City’s public housing authority and Section 8 voucher providers are vital for those households to avoid homelessness. A further strategy to reduce the number of poverty-level families includes efforts to diversify Superior’s economy through Economic Development activities, increasing family wage jobs, and expanding the local job base. Over recent years, Economic Development staff have worked to bring new job opportunities and opportunities to continue educational advancement in or out of the workplace. Actions planned to develop institutional structure City staff is responsible for developing and monitoring the Consolidated Plan, the Annual Action Plan, the year-end CAPER report, IDIS reporting process, and sub- recipient compliance monitoring. Staff will carry out the priorities identified in the planning process with assistance from other city departments. They will conduct Citizen Participation and Fair Housing outreach and implementation activities. When applicable and funding allows, City staff will attend relevant CDBG training to help [20260915R 71] Annual Action Plan 2027 56 OMB Control No: 2506-0117 (exp. 09/30/2021) create a broader institutional knowledge base of the CDBG program. Actions planned to enhance coordination between public and private housing and social service agencies The City of Superior will continue actively encouraging coordination between public and private housing and social service agencies. Continued efforts will be made to identify opportunities for service providers to expand services where needed while minimizing the duplication of efforts. Private businesses are also encouraged to participate in discussions relative to the housing and social service provider needs. Discussion: The City of Superior is committed to continue building a robust, efficient, and compliant program targeted at meeting the needs of the most vulnerable community members. [20260915R 72] Annual Action Plan 2027 57 OMB Control No: 2506-0117 (exp. 09/30/2021) Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4) Introduction: 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. 100.00% [20260915R 73] Annual Action Plan 2027 58 OMB Control No: 2506-0117 (exp. 09/30/2021) CHAS Data and Impediments to Fair Housing Choice [20260915R 74] Annual Action Plan 2027 59 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 75] Annual Action Plan 2027 60 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 76] Annual Action Plan 2027 61 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 77] Annual Action Plan 2027 62 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 78] Annual Action Plan 2027 63 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 79] Annual Action Plan 2027 64 OMB Control No: 2506-0117 (exp. 09/30/2021) [20260915R 80] TO: Heidi Blunt, City Clerk FROM: Kara Czapinski, Administrative Assistant DATE: September 9, 2026 RE: Accessible Signage Request - APPROVAL The Public Works Department, the Police Department, and the Mayor's Commission on Disabilities have reviewed the request from Nicholas Okash for installation of accessible signage at the following location: Accessible Parking: 412 Weeks Avenue (both sides) Concurrence has been received to approve this request. An ordinance has been created for approval by the Common Council to allow for amendment to the Traffic Code portion of the City Code and for the installation of proper signage. Attachment c: Traffic Sgt. Eastman, Police Dept. Mayor’s Commission on Disabilities Person applying Council Mtg. September 15, 2026 Public Works Department 1316 North 14th St., 2nd Floor, Room 200 Superior, WI 54880 Web site: www.ci.superior.wi.us Phone: (715) 395-7334 Fax: (715) 395-7346 TTY: (715) 395-7521 [20260915R 81] ORDINANCE #O26-4436 AN ORDINANCE INTRODUCED BY THE COMMON COUNCIL OF THE CITY OF SUPERIOR AMENDING CITY CODE CHAPTER 112 - TRAFFIC CODE, SCHEDULE J, ACCESSIBLE PARKING ZONES TO ADD ACCESSIBLE PARKING SIGNAGE AT 412 WEEKS AVENUE. The Common Council of the City of Superior, Wisconsin, does ordain as follows: SECTION 1. City Code Chapter 112, Traffic Code, Article III Parking; Schedule J, Accessible Parking Zones, is hereby amended by adding the following: Accessible Parking signage at: 412 Weeks Avenue (both sides) SECTION 2. Signs. The Department of Public Works is hereby authorized and directed to erect official traffic signs. SECTION 3. All ordinances and parts of ordinances in conflict herewith are hereby repealed. SECTION 4. If any section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid or unconstitutional by reason of any decision of any court of competent jurisdiction, such decision shall not affect the validity of any other section, subsection, sentence, clause or phrase or portion thereof. SECTION 5. This ordinance shall take effect and be in force from and after its passage and publication, as provided by law. Passed and adopted this 15th day of September 2026. Approved this 15th day of September 2026. ________________________________________ Mayor Attest: ____________________________________ City Clerk [20260915R 82] Date: September 10, 2026 City Council Meeting Date: September 15, 2026 M E M O R A N D U M TO: Honorable Mayor Paine and Members of the Common Council FROM: Stephanie Becken, Broadband Manager RE: Fiber Phase 3 Professional Engineering Services RECOMMENDATION – It is the recommendation of IT Director Shea and ConnectSuperior Broadband Manager Becken to waive additional bidding requirements and award the Fiber Phase 3 Professional Engineering services to Mi-Tech Services, Inc. in an amount not to exceed $60,000. BACKGROUND- City-wide low-level engineering for the City of Superior’s fiber network was completed by Mi-Tech in 2025. In effort to make those low-level efforts the most flexible for future build out, as well as economical, final build plans and future bid support was not included previously in Mi-Tech’s scope of work for this next phase of the ConnectSuperior fiber build out. The anticipated Phase 3 build plan includes extending the ConnectSuperior network to an additional 5,000 passings including additional areas in North End, Uptown, Downtown, West Superior, Billings Park, University, Mid-Town, South End, and East End. To prepare for the 2027 build plan, City staff recommends working with the Mi-Tech engineers which will reduce the amount of cost, time and resources required to successfully put the 2027 planned build out through the bidding process. Mi-Tech has agreed to provide this support on an hourly basis with a not-to-exceed amount of $60,000 through the end of 2026. These services include preparing the construction plan , providing updated, high-level stamped plans and associated specifications and support through the bidding and contracting process. Under the Code of Ordinances for the City of Superior, Administration, Chapter 2, Article IX, Sec 2-380(6) Procedure for purchase of services: Nothing in this article shall prohibit the common council from accepting a proposal other than the lowest cost proposal, rejecting all proposals, requiring resubmission of proposals or authorizing a contract for services without requesting proposals. BUDGET SOURCE-ConnectSuperior is partially funded through designated American Rescue Plan funds, fiber utility revenue, and the budget granted from the City Council for 2026. CONCLUSION – Mi-Tech Services, Inc has proven to be an effective partner in design and oversite. It is recommended the bidding process be waived and that the existing agreement with [20260915R 83] Mi-Tech Services, Inc.be amended to include Fiber Phase 3 professional services. Recommended: _______________________________ Mayor Jim Paine [20260915R 84] 1 1 Amendment IV To the Professional Engineering Services Agreement Between The City of Superior And Mi-Tech Services, Inc. This Amendment made this ____ day of _____ 2026, between Mi-Tech Services Inc., (herein known as ‘Consultant’), and the City of Superior, a municipal corporation, through its Information Technology Department (herein known as ‘City’) are Parties to an Agreement dated November 20, 2024, for the ConnectSuperior Fiber Phase 2 engineering services. Both Parties desire to amend the Agreement as follows: Scope Consultant services to include the attached Exhibit A to this Amendment, for professional services requested by the City of Superior for the Fiber Phase 3 construction project. Services and Fees Costs of this Amendment shall be full compensation for services performed or services rendered and for all labor, materials, supplies, equipment, incidentals, applicable taxes, fees, and applicable expenses, necessary to complete the services for a not to exceed amount of sixty thousand dollars ($60,000.00). All other expenditures shall be the sole responsibility of the Consultant. Term The term of this agreement shall be from the date of this Amendment through December 31, 2026, or completion of the scope of work. Changes to services and/or fees that are agreed to by both parties shall be acknowledged in an amendment signed by both parties. All other terms and conditions of this agreement remain in full force and effect. The parties, intending to be legally bound, have executed this amendment on the day and year set forth above. [20260915R 85] 2 Signatures Name: Mi-Tech Services, Inc. Address: 817 Main Street Brownsville, WI 53006 _____________________________ Tim Babich, President _______________________________ Ron Mitchell, Senior Vice President ATTEST: CITY OF SUPERIOR, WISCONSIN ______________________________ ___________________________________ Jim Paine, Mayor Heidi Blunt, City Clerk ______________________________ ___________________________________ Nicholas Rhinehart, Finance Director Frog Prell, City Attorney Provision has been made to pay the liability that will accrue under this contract. Approved by the Superior Common Council on: [20260915R 86] 3 Exhibit A, Amendment IV The Consultant is to provide additional professional services for the ConnectSuperior Fiber Phase 3 construction phase. Statement of work: • Mi-Tech will support the City of Superior with preparing the construction RFP, reviewing proposals, and coordinating with the contractors as needed. • Mi-Tech will provide design revisions outside of our original project scope as required by the City to support this RFP. • Mi-Tech will perform work on an hourly basis and will invoice only for time worked • Hourly Rates: o Project Manager = $100.00/hr o GIS Technician = $85.00/hr • Anticipated Schedule and Not to Exceed (NTE) Total o Mi-Tech anticipates supporting the RFP efforts from June 2026 through December 2026 ▪ 31 weeks total o Projected Hours Worked: ▪ Project Manager = 15 hours/week ▪ GIS Technician = 5 hours/week o Not to Exceed (NTE) Total = $60,000.00 [20260915R 87]