Joint Wausau–Marathon County task force urges coordinated regional plan, backs interim shelter

A joint task force of the City of Wausau and Marathon County presented a report on May 19 recommending a coordinated, regional approach to homelessness, short-term funding to preserve year-round shelter capacity and further analysis of gaps in behavioral health and housing services.

The task force said homelessness in Marathon County is complex and multifaceted and urged city and county staff to develop a coordinated, actionable plan by the end of first quarter 2026. Ron Covelli, who presented the report, said, "Homelessness is a very complex issue with many layers." The presentation ran through the local history of service responses, current provider capacity and a list of recommended next steps.

Why it matters: the report frames homelessness as a countywide issue that the task force says requires both short-term stabilization of shelter services and longer-term investments in behavioral health, transitional housing, landlord engagement and transportation. The task force recommended that the county administrator and city staff work with surrounding municipalities on resource-sharing and that the governing bodies pursue a measurable goal of "functional zero" homelessness (a stated, measurable goal to reduce repeated episodes of homelessness).

Most important facts

- Interim shelter: The Wausau Marathon County (WMC) gap shelter opened May 1 in the basement of First United Methodist Church, 903 Third Ave., and was described as a bridge until a long-term operator is selected. Chief Matt Barnes of the Wausau Police Department said the shelter is "staffed by city of Wausau employees" with "24 hours of labor per day" and a volunteer network. Task force presenters reported the shelter saw a low of about 30 people some nights and as many as 50 the previous night; 85 unduplicated individuals had used the gap shelter during the initial period described. Presenters estimated roughly 30% of shelter users were female and about 16% were employed.

- Funding and procurement: Presenters said the city used ARPA (federal American Rescue Plan Act) funds to preserve shelter capacity for 2025–2026 and that Marathon County agreed to provide matching dollars. The task force described a two-stage RFP process for a long-term shelter operator; an initial RFP drew no responsive proposals, a second RFP was under review with proposals due at the end of May and to be opened by the Board of Public Works in June.

- Service gaps: Task force members identified gaps including insufficient short- and long-term affordable housing for people on fixed incomes, limited handicap-accessible units, a shortage of transitional housing for women and neutral (non–faith-based) transitional housing, limited housing options for people with criminal records or on registries, and workforce limits in behavioral health services tied to Medicaid reimbursement and a statewide shortage of clinicians.

- Provider network: Presenters outlined existing providers and services: Catholic Charities (warming center/Good Shepherd shelter), Bridge Street Mission (day center and meals; planned capacity expansion), North Central Healthcare (behavioral health and crisis services), North Central Community Action Program (permanent supportive housing for 10 households and tenant-based rental assistance), Marathon County Community Outreach (Mardi bus) and several sober-living and transitional programs. Private and faith-based organizations reported more than $1.5 million annually in private funds going toward unhoused services from respondents to the task force's outreach.

- Recommendations and next steps: The task force recommended (1) development of a coordinated long-term plan with measurable goals (target: functional zero), (2) directing the county administrator and city staff to engage surrounding municipalities on resource-sharing and (3) exploring business and landlord partnerships (including a landlord risk-mitigation fund and landlord training) and further gap analysis to identify precise service-level needs before investing in new programs.

What officials said

- Ron Covelli (task force presenter): "Homelessness is a very complex issue with many layers."

- Chief Matt Barnes, Wausau Police Department: on the gap shelter operation, "It is currently staffed by city of Wausau employees. There's 24 hours of labor per day in order to run the shelter." Barnes described practical shelter rules (overnight check-in and morning exit) and emphasized the shelter separated male and female sleeping areas.

- Diane Sunholz, North Central Community Action Program: clarified data sources for shelter bed and turn-away counts and described CAP's permanent supportive housing program that serves 10 chronically homeless households.

Discussion vs. formal action

The meeting combined a task-force presentation and extended Q&A from city alderpersons and county supervisors. The transcript records discussion of prior governing-body actions (for example, the city and county funding shelter services and ARPA support), and it records two adjournment votes at the close of the joint meeting. The presentation included several recommendations and formal motions proposed by the task force; the transcript does not record a formal recorded vote on the task force's longer-term directives during this session.

Ending note

Presenters and elected officials repeatedly framed the problem as regional and cross-sectoral: officials asked that the work continue past the presentation, with coordinated staff action, continued county–city partnership and further engagement of area municipalities, landlords and employers. Vice Chair Chris Dickinson (Marathon County Board) and Mayor Denny (City of Wausau) thanked the task force and community partners; Dickinson also acknowledged the UW Center for Civic Engagement for hosting the meeting.