Willamette Activity Center: Operational and Expense Framework Beatriz Naranjo, Elizabeth Quintanilla, and Gavin Grant Report Authors • School of Planning, Public Policy and Management Aniko Drlik-Muehleck Applied Engagement Director, Institute for Policy Research & Engagement • School of Planning, Public Policy and Management Josh Bruce Associate Director for Applied Research, Institute for Policy Research & Engagement • School of Planning, Public Policy and Management PPPM 638 AND PPPM 639 MPA CAPSTONE APPLIED RESEARCH PROJECT I & II | SCHOOL OF PLANNING, PUBLIC POLICY AND MANAGEMENT WINTER & SPRING 2025 OAKRIDGE Acknowledgments The Institute for Policy Research and Engagement and MPA student team wishes to thank the following individuals for their assistance with this project: James Cleavenger, Oakridge City Administrator Guen DiGioia, Community & Climate Resiliency Coordinator, South Willamette Solutions Curt Wilson, Architect, Wilson Architecture Dani Dolphin, Master’s Student Community and Regional Planning, University of Oregon This report represents original student work and recommendations prepared by students in the University of Oregon’s Sustainable City Year Program for the City of Oakridge. Text and images contained in this report may not be used without permission from the University of Oregon. Contents 4 About SCI 4 About SCYP 5 About City of Oakridge 6 About IPRE 7 Course Participants 7 Course Description 8 Executive Summary 12 Chapter One: Project Introduction 18 Chapter Two: User Needs Assessment 21 Chapter Three: Operational Model 26 Chapter Four: Operational Budget 31 Chapter Five: Fundraising Recommendations 39 Appendix A: Site Visit Notes 42 Appendix B: WAC Model Plans 45 Appendix C: User Needs Assessment 68 Appendix D: Case Study Summary and Notes 72 Appendix E: Budget and Variable Approach 76 Appendix F: WAC Budget 78 Appendix G: Final Presentation 4 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework The Sustainable Cities Institute (SCI) is an applied think tank focusing on sustainability and cities through applied research, teaching, and community partnerships. We work across disciplines that match the complexity of cities to address sustainability challenges, from regional planning to building design and from enhancing engagement of diverse communities to understanding the impacts on municipal budgets from disruptive technologies and many issues in between. SCI focuses on sustainability-based research and teaching opportunities through two primary efforts: 1. Our Sustainable City Year Program (SCYP), a massively scaled university- community partnership program that matches the resources of the University with one Oregon community each year to help advance that community’s sustainability goals; and 2. Our Urbanism Next Center, which focuses on how autonomous vehicles, e-commerce, and the sharing economy will impact the form and function of cities. In all cases, we share our expertise and experiences with scholars, policymakers, community leaders, and project partners. We further extend our impact via an annual Expert-in-Residence Program, SCI China visiting scholars program, study abroad course on redesigning cities for people on bicycle, and through our co- leadership of the Educational Partnerships for Innovation in Communities Network (EPIC-N), which is transferring SCYP to universities and communities across the globe. Our work connects student passion, faculty experience, and community needs to produce innovative, tangible solutions for the creation of a sustainable society. The Sustainable City Year Program (SCYP) is a yearlong partnership between SCI and a partner in Oregon, in which students and faculty in courses from across the university collaborate with a public entity on sustainability and livability projects. SCYP faculty and students work in collaboration with staff from the partner agency through a variety of studio projects and service- learning courses to provide students with real-world projects to investigate. Students bring energy, enthusiasm, and innovative approaches to difficult, persistent problems. SCYP’s primary value derives from collaborations that result in on-the-ground impact and expanded conversations for a community ready to transition to a more sustainable and livable future. Community partnerships are possible in part due to support from U.S. Senators Ron Wyden and Jeff Merkley, as well as former Congressman Peter DeFazio, who secured federal funding for SCYP through Congressionally Directed Spending. About SCI About SCYP 5 The City of Oakridge, Oregon, is a vibrant community nestled in the foothills of the Western Cascade Mountains, with a population of approximately 3,500 residents within city limits (nearly 5,000 when including nearby Westfir and surrounding areas). Surrounded by the extensive Willamette National Forest, the city provides ample opportunities for activities such as hiking and mountain biking, with nearly 500 miles of trails and five rivers in its vicinity. Oakridge’s elevation (1,200-1,700 ft.) results in a favorable climate, characterized by over 300 sunny days annually, while avoiding the fog of the valley and the heavy snowfalls of higher elevations. Governed by a council-manager system since 1972, Oakridge residents benefit from a robust and supportive municipal administration. The City offers a comprehensive range of services, including street maintenance, water, wastewater, and park utilities, as well as police, fire, and emergency medical services. Additional municipal services include library access, economic development, planning and zoning, and general administrative support. Funding for city operations is derived from property taxes, franchise fees, and other revenue sources, with special projects financed through grants and loans. About City of Oakridge 6 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework In the past decade, Oakridge has secured nearly $11 million in grants and loans for community projects and maintains an annual budget of approximately $10 million. The citizens of Oakridge cherish their history and cultural heritage, celebrating it through a variety of events and activities throughout the year. The long-standing Tree Planting Festival pays homage to Oakridge’s timber town roots, while the Concerts in the Park series offers free performances at the Banner Bank Amphitheater in Greenwaters Park. Additionally, Oakridge features four art galleries, three nearby hot springs, and is conveniently located just 25 miles from Willamette Pass Ski Resort. The Eugene-Springfield metropolitan area, approximately 35 miles away, further enriches the community’s cultural offerings with its vibrant arts scene, including music, theater, and access to the University of Oregon. The City of Oakridge is committed to fostering a safe, livable, and sustainable environment for its residents while promoting economic development and community engagement. As part of its ongoing planning initiatives, Oakridge is exploring various strategies to enhance its sustainability and growth, ensuring that the community continues to thrive for generations to come. The partnership between the Sustainable City Year Program and the City of Oakridge is supported by local stakeholders, enabling University of Oregon students and faculty to collaborate on projects and provide recommendations to address city- identified challenges and opportunities. The Institute for Policy Research & Engagement (IPRE) is a research center affiliated with the School of Planning, Public Policy, and Management at the University of Oregon. It is an interdisciplinary organization that assists Oregon communities by providing planning and technical assistance to help solve local issues and improve the quality of life for Oregon residents. The role of IPRE is to link the skills, expertise, and innovation of higher education with the transportation, economic development, and environmental needs of communities and regions in the State of Oregon, thereby providing service to Oregon and learning opportunities to the students involved. About IPRE 7 Course Participants MASTER IN PUBLIC ADMINISTRATION (MPA) GRADUATE STUDENTS: Beatriz Naranjo Elizabeth Quintanilla Gavin Grant PPPM 638 AND PPPM 639 MPA CAPSTONE APPLIED RESEARCH PROJECT I & II Graduate student teams prepare applied research projects for client organizations using analytical and managerial skills to solve problems in public policy analysis or public management. Course Description | Willamette Activity Center Page | Executive Summary Purpose of Report Oakridge partnered with the University of Oregon’s Sustainable City sponse to the WAC’s closure in 2022 due to deferred maintenance issues, including a failing County’s disaster response network. month applied research project to inform the WAC’s long and financial sustainability. The team’s deliverables included: ● ● ● Oakridge Food Box, Women’s Space, and Senior and Disabled Services Methodology research effort to guide the WAC’s redevelopment. The team initiated the process with a 8 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework Executive Summary | Willamette Activity Center Page | commitments regarding the facility’s final design or use, other than those supported by existing Key Findings User Needs Assessment ● ● ● ● ● ● ● ● ● ● ● – ● ● – ● ● ● ● 9 Executive Summary | Willamette Activity Center Page | Operational Model and Budget Recommendations The City of Oakridge’s ownership also fulfills state funding requirements and enables future ● ● term viability, the WAC’s operational strategy includes clear systems for space equity, and reinforce Oakridge’s resilience and li Financial Sustainability and Fundraising Strategy WAC’s budget gap by drawing on community pride and volunteer involvement: ● o o ● “Give What You Can” Campaign o o ● o o the sustainability of the WAC’s future. 10 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page | Conclusion scenarios, and fundraising strategies to guide the WAC’s reopening and long 11 Executive Summary | Willamette Activity Center Page |1 Chapter One: Project Introduction The Willamette Activity Center (WAC) has long been a cornerstone of the City of Oakridge’s Figure 1: Current condition of one of the classrooms, 2025 12 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework Chapter One: Project Introduction | Willamette Activity Center Page |2 Figure 2: Current Condition of the outer east side of the WAC, 2025 offer flexible space for nonprofit or city staff. The facility’s layout, organized along a central 13 Chapter One: Project Introduction | Willamette Activity Center Page |3 Figure 3: Proposed WAC Layout (2025) designated facilities in Lane County’s Project Context and Scope vision, the City partnered with the University of Oregon’s Sustainable City Year Program (SCYP) — 14 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |4 to address possible shortfalls in the WAC’s budget following the WAC’s reopening (for scenarios where the building’s revenue doesn’t Methodology rounded understanding of the WAC’s potential. This multifaceted approach essential for the building’s long Site Visit provided valuable context on the building’s layout, condition, and planned renovations— 15 Chapter One: Project Introduction | Willamette Activity Center Page |5 Interviews ● ● ● ● ● ● ● ● Precedent Research sought to understand details about other facilities’ operations, ● Deschutes Children’s Foundation ● ● ● Fundraising Research – overseeing the WAC’s future uses, tenants, and operations 16 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |6 – Oakridge’s approach to funding opportunities the City could pursue to support the WAC’s financial sustainability Using the Report student’s ● ● ● 17 Chapter One: Project Introduction | Willamette Activity Center Page |7 Chapter Two: User Needs Assessment Space Needs ● ● ● ● 18 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework Chapter Two: User Needs Assessment | Willamette Activity Center Page |8 Operational Needs ● o ● o o o ● o o ● o ● o Rent Structure ● o o o ● o o ● o o 19 Chapter Two: User Needs Assessment | Willamette Activity Center Page |9 Tenant Outreach Recommendations Send a concise “What WAC Offers” factsheet that — Let’s prospective tenants – Create a rolling “expression of interest” form 20 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |10 Chapter Three: Operational Model Facility Operations Framework WAC’s Ownership and Public Stewardship of the Willamette Activity Center —it’s foundational to the WAC’s long Daily Management and Key Staff Staffing Model and Rationale Pine Community Center, it’s clear that municipally owned facilities require reliable, on Chapter Three: Operational Model 21 | Willamette Activity Center Page |11 Funding and Oversight Operational Limits and Growth Considerations Cost Overview ● ● 22 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |12 Facility Comparison —Deschutes Children’s Foundation — ● ● ● WAC’s public Monitoring & Evaluation ● — ● — ● — ● — ● — 23 Chapter Three: Operational Model | Willamette Activity Center Page |13 ● — Facility and Operational Logistics — ● ● ● ● — ● Financial Sustainability of the WAC Operational Model 24 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |14 — – and maintenance assumptions draw on the WAC’s historical spending, but anticipated rooftop — “Give What You Can” monthly donor campaign, and a pay — mission without drawing on the City’s — 25 Chapter Three: Operational Model | Willamette Activity Center Page |15 Chapter Four: Operational Budget Budget Scenario Approach Chapter Four: Operational Budget 26 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |16 Estimated Budget FY 2028-2029 General Fund Budget Summary Resource Description Budget FY REQUIREMENTS Low Medium High PERSONNEL SERVICES Public Works - Maintenance Staff FTE 0.25 0.25 0.25 Public Works - Maintenance Staff Wages $29,246.30 $33,633.25 $38,678.23 Building Coordinator - FTE 1 1 1 Building Coordinator - Wages $57,261.54 $65,850.77 $75,728.39 TOTAL PERSONNEL SERVICES $86,507.84 $99,484.02 $114,406.62 MATERIALS & SERVICES Materials and Supplies $3,500.00 $4,025.00 $4,628.75 Utilities $22,500.00 $25,875.00 $29,756.25 Seasonal Workers $8,500.00 $9,775.00 $11,241.25 Building Maintenance $5,000.00 $5,750.00 $6,612.50 TOTAL MATERIALS & SERVICES $39,500.00 $45,425.00 $52,238.75 TOTAL REQUIREMENTS $126,007.84 $139,734.02 $166,645.37 Staffing Cost Tenant Input and Needs Assessment 27 Chapter Four: Operational Budget | Willamette Activity Center Page |17 Expenditures Overview Revenue Assumptions the WAC’s mission to support WAC’s operational model, supporting the Assessment. Nonprofit organizations are charged lower rates to reflect the WAC’s community 28 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |18 – – 29 Chapter Four: Operational Budget | Willamette Activity Center Page |19 Strategic Observations ● intensive nature of the WAC’s ● ● Supplemental Revenue Planning Conclusion definitive claims about the budget’s conservativeness, the focus is on the utility of the ’s role as a resilience | Willamette Activity Center Page |19 Strategic Observations ● intensive nature of the WAC’s ● ● Supplemental Revenue Planning Conclusion definitive claims about the budget’s conservativeness, the focus is on the utility of the ’s role as a resilience 30 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |20 Chapter Five: Fundraising Recommendations Grassroots Fundraising Strategies on large grants or institutional donors. It’s based on the idea that small contributions from ● ● ● ● “Give an” Chapter Five: Fundraising Recommendations 31 | Willamette Activity Center Page |21 Community Sports Concession Stand WAC’s funding needs. profits from food and beverage sales to renovation efforts and then the WAC’s nonprofit crease visibility for the WAC’s programs Fall Season (August – September) ● ● ● ● Winter Season (November – December ● ● ● Spring Season (February – March) ● ● ● ● 32 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |22 • & tenants’ organizations. • • • and all the requirements, like permits, handler’s cards, and operations of the • • • handlers’ cards and other requirements. • • • • It builds strong local recognition and connects the nonprofit’s mission to the 33 Chapter Five: Fundraising Recommendations | Willamette Activity Center Page |23 • • aligning with the rhythm of Oakridge’s local sports seasons, this effort ca WAC’s long “Give What You Can” Monthly Donor Campaign ● o o o ● o | Willamette Activity Center Page |22 • & tenants’ organizations. • • • and all the requirements, like permits, handler’s cards, and operations of the • • • handlers’ cards and other requirements. • • • • It builds strong local recognition and connects the nonprofit’s mission to the 34 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |24 o ● o Designate days called “Community Contribution Days” or “Give Tuesdays” where o online on the City’s website as “WAC Community Champions of the Week” ● o o o ● o o The “Give What You Can” Monthly Donor Campaign has the potential to generate a lasting | Willamette Activity Center Page |22 • & tenants’ organizations. • • • and all the requirements, like permits, handler’s cards, and operations of the • • • handlers’ cards and other requirements. • • • • It builds strong local recognition and connects the nonprofit’s mission to the 35 Chapter Five: Fundraising Recommendations | Willamette Activity Center Page |25 – • • Includes a “give up a coffee” message (as shown in your graphic example), • – “Give What You Can to Keep Streets Safe” • scale monthly donations with suggested tiers and a “custom amount” • • – • used a “give what you can / take what you need” model. • — • Community-Built Legacy Wall installation along a walkway to the facility. Offered under a “pay can” model, donors’ behind the WAC’s development and longevity. 36 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework | Willamette Activity Center Page |26 ● o o ● o o ● o o ● o o ● o o 37 Chapter Five: Fundraising Recommendations | Willamette Activity Center Page |27 – • • – “pay what you can” or in • – “Path to Literacy” Brick Walkways • • • – • • creating a colorful display along the facility’s hallway. • support for the WAC’s capital improvements or operational reserves, ensuring that the facility organizations from across Oakridge’s diverse economic spectrum. The sliding community’s generosity and vision. It transforms individual contributions into a permanent and 38 Winter & Spring 2025 Willamette Activity Center: Operational and Expense Framework Appendix A Site Visit Notes | Willamette Activity Center Page | A-1 Appendix A: Site Visit Notes Figure 2: Large ClassroomFigure 1: Small Office Space 40 Appendix A | Willamette Activity Center Page | A-2 Figure 3: Smaller Classroom Figure 4: Smaller Classroom 41 Site Visit Notes Appendix B WAC Model Plans | Willamette Activity Center Page | B-1 Appendix B: WAC Model Plans Figure 5: Resilience Hub Grant Renovation Sections 43 WAC Model Plans | Willamette Activity Center Page | B-2 Figure 6: Current layout of the WAC Facility 44 Appendix B Appendix C User Needs Assessment | Willamette Activity Center Page | C-1 Appendix C: User Needs Interview Summary and Notes Overview of the Purpose of the Interview Process ● ● ● ● Stakeholder and Entity List growth and accessibility for the community’s growing needs. The User Needs Assessment 46 Appendix C | Willamette Activity Center Page | C-2 47 User Needs Assessment | Willamette Activity Center Page | C-3 Interview Questions General Organization Space and Facility Operational Needs What are your organization’s operating hours? Financial Needs/Wants 48 Appendix C | Willamette Activity Center Page | C-4 Other Organizational Needs and Wants Coding Table 49 User Needs Assessment | Willamette Activity Center Page | C-5 50 Appendix C | Willamette Activity Center Page | C-6 Interview Notes Zero Clearance Notes Summary: Organization Brief Description ● o ● ● o ● o ● o ● o o o o o Collaborative Work with Other Entities or Organizations ● o o City of Oakridge (past WAC involvement) ● o o o ● 51 User Needs Assessment | Willamette Activity Center Page | C-7 o o ● o Direct Services to Clients Onsite ● o o o ● ● ● o ● o o ● o o Space and Facility ● o ● o o o o o o o o o o o o ● o o o ● o 52 Appendix C | Willamette Activity Center Page | C-8 Privacy Level Needed ● o ● o o o ● o o ● o Reservation Process and Usage Policy: ● Other Private Spaces Available for Staff and Clients: ● ● ● Changes Needed for Optimal Functionality: ● ● ● ● Plans for Renovation or Customization: ● ● o Operational Needs ● o ● o o ● o o o 53 User Needs Assessment | Willamette Activity Center Page | C-9 Financial Needs/Wants ● o o ● o o ● o ● o Other Considerations ● o o o o Identified Gaps Between Interview & Template ● ● ● ● ● WeRSharp Summary Organization Brief Description ● 54 Appendix C | Willamette Activity Center Page | C-10 o ● o ● o ● o o o o o o o ● o ● o ● o ● o Direct Services to Clients Onsite ● o o o ● o o o ● o Space and Facility ● o ● o o o o 55 User Needs Assessment | Willamette Activity Center Page | C-11 o ● o o ● o o o ● o o o o Privacy Level Needed ● o ● o o ● o o ● o ● o o Modifications to the Space ● o o o o ● o ● o 56 Appendix C | Willamette Activity Center Page | C-12 Operational Needs ● o ● o o ● o o Financial Needs/Wants ● o ● o ● o o ● o o Other Considerations ● o o o o Identified Gaps Between Interview & Template ● ● ● Head Start of Lane County Summary 57 User Needs Assessment | Willamette Activity Center Page | C-13 Organization Brief Description ● o ● o ● o o ● o o o o o o – Collaborative Work with Other Entities or Organizations ● o o ● o o ● o o Direct Services to Clients Onsite ● o o o ● o o 58 Appendix C | Willamette Activity Center Page | C-14 o o ● o ● o o ● o o o o Space and Facility ● o o ● o o o o o o ● o o ● o o o ● o o o Privacy Level Needed ● o ● o o o 59 User Needs Assessment | Willamette Activity Center Page | C-15 ● o o ● o ● o Modifications to the Space ● o o o ● o Operational Needs ● o ● o o ● o o Financial Needs/Wants ● o o ● o o o ● o Identified Gaps & Conclusion ● o o o 60 Appendix C | Willamette Activity Center Page | C-16 H.O.N.E.Y. Organization Summary Mission & Services ● ● ● ● ● o o ● o o ● o o o o Space and Facility Needs ● ● ● o o ● o o ● 61 User Needs Assessment | Willamette Activity Center Page | C-17 ● o o ● o o Operational Needs ● ● ● ● ● ● ● ● ● Financial Needs/Wants ● ● ● ● ● ● ● ● Special Programmatic Needs ● ● ● ● ● Identified Gaps / Follow-Up Questions ● — ● – 62 Appendix C | Willamette Activity Center Page | C-18 ● – ● – ● – Lane County Work Force Summary General Organization Information • o o o o • o ▪ ▪ ▪ o o Partners with WorkSource Oregon (commonly called the “employment office”), o • o o Space and Facility Needs • o o 63 User Needs Assessment | Willamette Activity Center Page | C-19 o o o o • o o Operational Needs • • • • Financial Needs/Wants • • • • Gaps & Follow-ups • o o • o o • o Oakridge Food Box Summary 64 Appendix C | Willamette Activity Center Page | C-20 Organization Brief Description ● ● ● ● ● ● ● ● ● Weekly food deliveries and mobile service at St. Vincent de Paul (Saint Vinnie’s) Collaborative Work with Other Entities or Organizations ● o o o o St. Vincent de Paul (Saint Vinnie’s) (distribution site for mobile service) o ● o o o ● o o ● o o Direct Services to Clients On-Site ● ● Nutritional support tailored to clients’ dietary restrictions ● Mobile food distribution (weekly service at Saint Vinnie’s) ● ● ● ● ● ● ● 65 User Needs Assessment | Willamette Activity Center Page | C-21 ● Space and Facility ● ● ● ● ● ● ● ● ● ● ● ● ● Privacy Level Needed ● ● ● ● Access to Conference Rooms and Other Private Space ● ● ● ● Modifications to the Space ● ● ● ● ● ● ● ● ● Operational Needs ● 66 Appendix C | Willamette Activity Center Page | C-22 ● ● ● ● ● ● ● ● ● Financial Needs/Wants ● o o ● o o o ● o ● o o Other Considerations ● o o o benefited from Oakridge Food Box’s presence, as it has Identified Gaps Between Interview & Template ● — ● ● ● 67 User Needs Assessment Appendix D Case Study Summary and Notes | Willamette Activity Center Page | D-1 Appendix D: Case Study Summary and Notes Overview organizations. The selected case study organizations share the WAC’s commitment to staffing structures, and space allocation that can be adapted to WAC’s context. The findings inform WAC’s approach to tenant engagement, revenue diversificatio Organization Case Studies ● Deschutes Children’s Foundation o ● o ● o ● o Each of these facilities provides operational insights relevant to the WAC’s dual goals of Applications Usage Model 69 Case Study Summary and Notes | Willamette Activity Center Page | D-2 Financial Sustainability Strategy WAC’s primary income will derive from rental agreements. While no fixed occupancy target has and public sector sources. This layered model parallels that of CAST and Deschutes Children’s CAST’s use of tiered rental pricing based on space and usage intensity provides a relevant model for WAC’s planned fee structure. Sliding Staffing and Volunteer Integration Tenant Composition and Alignment be minimized to preserve the facility’s service orientation. This selectiv Methodology ● Case Study Profiles Deschutes Children’s Foundation ● ● 70 Appendix D | Willamette Activity Center Page | D-3 ● ● ● ● ● ● ● ● ● ● Conclusion This case study analysis affirms the viability of WAC’s operational model while identifying 71 Case Study Summary and Notes Appendix E Budget and Variable Approach | Willamette Activity Center Page | E-1 Appendix E: Budget and Variable Approach able to respond to new information over time while aligning with WAC’s broader mission as a Scalable Budgeting Through Revenue Tiers Categorizing Tenant Use: Full-Time vs. Hourly ● ● ● ● Square Footage-Based Pricing for Long-Term Leases lower nonprofit rate aligns with WAC’s mission 73 Budget and Variable Approach | Willamette Activity Center Page | E-2 Short-Term Use Modeling via Hourly Rates ● ● ● – – Baseline Operating Costs and Future Adjustments Using the Model as a Living Planning Tool — 74 Appendix E | Willamette Activity Center Page | E-3 ● ● ● ● ● 75 Budget and Variable Approach Appendix F WAC Budget 77 WAC Budget Estimated Budget FY 2028-2029 General Fund Budget Summary Resource Description Budget FY Low Medium High RESOURCES WAC Room Rent Module A (Short Term/Hourly) $9,396.00 $18,792.00 $28,188.00 Module A (Long Term Nonprofit) $9,034.85 $10,390.08 $11,948.59 Module B (Short Term/Hourly) $14,688.00 $34,272.00 $51,408.00 Module B (Long Term Nonprofit) $8,717.17 $10,024.74 $11,528.45 Module C (Monthly Package) $15,598.60 $17,938.39 $20,629.15 Module C (Kitchen Hourly) $3,300.00 $6,600.00 $9,600.00 Module C (Gym/Stage Hourly) $8,750.00 $17,500.00 $25,000.00 Module D (Long Term Commercial) $74,871.30 $86,102.00 $99,017.29 Module E (Long Term Nonprofit) $7,486.68 $8,609.69 $9,901.14 TOTAL RESOURCES $151,842.60 $210,228.89 $267,220.62 REQUIREMENTS PERSONNEL SERVICES Public Works - Maintenance Staff Wages $29,246.31 $33,633.26 $38,678.25 Public Works - Maintenance Staff FTE 0.25 0.25 0.25 Building Coordinator Wages $57,261.54 $65,850.77 $75,728.38 Building Coordinator - FTE 1 1 1 TOTAL PERSONNEL SERVICES $86,507.85 $99,484.03 $114,406.63 MATERIALS & SERVICES Materials and Supplies $3,500.00 $4,025.00 $4,628.75 Utilities $22,500.00 $25,875.00 $29,756.25 Seasonal Workers $8,500.00 $9,775.00 $11,241.25 Building Maintenance $5,000.00 $5,750.00 $6,612.50 TOTAL MATERIALS & SERVICES $39,500.00 $45,425.00 $52,238.75 TOTAL REQUIREMENTS $126,007.85 $144,909.03 $166,645.38 BALANCE $25,834.75 $65,319.86 $100,575.24 *This estimated budget is based on a certain set of assumptions for Resource projections and could change greatly based on changes to those assumptions. Instead of relying on this static Resource estimate, staff were provided an Excel sheet calculator to input various assumptions as information changes. Appendix G Final Presentation 79 Final Presentation Willamette Activity Center (WAC) Presented to: City of Oakridge Council's Office Presented by: Beatriz Naranjo , Elizabeth Quintanilla, Gavin Grant TABLE OF CONTENTS Project Scope/Approach WAC History User Needs Budget 07 Operational Model 060504 0301 02 Fundraising Moving Forward 80 Appendix G Project Scope and Approach 01 OBJECTIVES • Identify operational pathways and financial stability • User Needs Assessment • Operational Model and Budget Scenarios • Fundraising Strategies OUR AIM OUR GOAL 81 Final Presentation Methodology Approach • The visit provided valuable understanding of the building’s layout, planned renovations • Helped the team prepare for informed User Needs Assessment interviews with potential future occupants. • Interviewed 8 of 25 potential users that got back to us. • To gather input on space, accessibility, and program needs. • Identified shared priorities and barriers to guide a sustainable, multi-use WAC model. • Studied four comparable facilities to understand operations, maintenance, finances, and rental models. • Findings shaped proposals for leasing structures, maintenance planning, and nonprofit partnerships in the WAC. Site Visit Interviews Precedent Research WAC History 02 82 Appendix G The WAC Transitions Opened as an Elementary School around the 1952 The WAC Transitions The WAC operating as a social service hub for the community (1980 – 2020) 83 Final Presentation The WAC Transitions Current condition of the WAC (2025) User Needs Assessment 03 84 Appendix G Key Findings Space Needs Operational Needs Rent Allocations • Classroom or office • Kitchen • ADA accessible restrooms • Storage room • Safety & security measures • Coordinated logistics • Wi-Fi provided • Short-term and flexible leases • Long-term lease • Full-time access at higher rates Tenant Outreach Recommendations Reconnect with non-responders E-mail a “WAC Offerings” factsheet Host an open house after Phase 1 safety upgrades Launch an online “expression of interest” form 85 Final Presentation Operational Model 04 Public-Facility Management Owned and Operated by the city Align with WAC's mission as a Resilience Hub Leverages public infrastructure for community benefit 86 Appendix G How the Public Model Operates Staffing • 1.0 FTE Building Coordinator • 0.25 FTE Maintenance Technician Ongoing Monitoring & Feedback Operational Tools • Tracks usage, costs, and revenue • Incorporates tenant and community feedback • Sliding-scale • Space flexibility for short- and long-term needs • Budget model updates with real- time data Budget 05 87 Final Presentation Rent Methodology Overview Total Budget Revenue Personnel Services Materials & Services Rent Methodology to give plan/layout for future Wanting to find total balance of each tier Revenue Assumptions – Space Considerations ● Module A/B separated into short/long term ● Module C ○ Gym/Stage ○ Kitchen ○ Showers/Restrooms ● Module D ○ Health Clinic ● Module E ○ Food Box C A D E B 88 Appendix G Revenue Assumption – Rent Models Commercial Full-Time $21/sq ft per year Nonprofit Full-Time $2/sq ft per year Nonprofit Hourly $16-$30/sq ft per hour Hourly Occupancy Assumption Low 10-16 wks per year (15-25 hrs per wk) Medium 17-23 wks per year (15-25 hrs per wk) High 24-30 wks per year (15-25 hrs per wk) Rent Assumptions Expenditures Overview Personnel Services 1.0 FTE Building Coordinator 0.25 FTE Public Works Maintenance Staff 15% increase between budget tiers Materials & Services Utilities Custodial services and cleaning contracts Operational supplies and building maintenance 15% increase between budget tiers 89 Final Presentation Total Budget Rental Income Expenditures Estimate Total Rental Income Low $152,000 Medium $208,000 High $261,000 Balance Estimate Total Expenditures Low $126,000 Medium $140,000 High $167,000 Estimate Total Balance Low $26,000 Medium $68,000 High $95,000 Using the Budget as a Planning Tool Informs rent negotiations and tenant recruitment Aligns financial sustainability with mission delivery 90 Appendix G Fundraising 06 Fundraising Approach ● Projected revenues rely on ideal conditions ● Fundraising is needed to ensure financial stability amid economic uncertainty. ● Grassroots fundraising aligns with Oakridge’s values ○ leverages strong local engagement despite limited financial resources. 91 Final Presentation Grassroots Recommendations • High visibility platform • Brings awareness to the different programs offered • Rotating support o Building sustainable momentum for long term success • Provides inclusive giving • Equity-centered and made for all levels of contribution • Sustainable local investments • Accessible and community-driven • Celebrates local generosity • Honors the City of Oakridge's collective investment Community sports concession stand "Give what you can" donor campaign Community Built Legacy wall Moving Forward 07 92 Appendix G Moving Forward ● Solidify Governance and Staffing ● Advance Fundraising Strategies ● Continue Community Engagement ● Prepare for Renovation and Launch CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon and infographics & images by Freepik THANK YOU! 93 Final Presentation CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon and infographics & images by Freepik Q & A Session Marc Schlossberg SCI Co-Director, and Professor of Planning, Public Policy and Management, University of Oregon Nico Larco SCI Co-Director, and Professor of Architecture, University of Oregon Megan Banks SCYP Director, University of Oregon Lindsey Hayward SCYP Assistant Program Manager, University of Oregon Marsha Gravesen SCI Fiscal and Office Manager Grace Craven Report Coordinator Danielle Lewis Graphic Designer SCI Directors and Staff