To support this transition, a Capstone team of graduate students from the University of Oregon was tasked with a six-month applied research project to inform the WAC’s long-term reopening and financial sustainability. The team’s deliverables included:
– A User Needs Assessment based on stakeholder interviews
– An Operational Expense Model and Budget informed by case studies and site visits
– A Fundraising Strategy designed to support phased redevelopment and ensure future viability

The WAC, originally constructed as an elementary school, spans approximately 26,610 sq. ft. and consists of a gymnasium, multiple classrooms, offices, a courtroom/conference room, and shared common spaces. These spaces historically hosted social service providers such as the Oakridge Food Box, Women’s Space, and Senior and Disabled Services; government agencies such as the Lane County Circuit Court, Department of Motor Vehicles, and City of Oakridge Council meeting; and youth services such as Head Start and Latch Key. Notably, the WAC Fundraising Group and the City of Oakridge have been awarded $6.4million in federal, state, and philanthropic funding to support current and future renovation phases, with goals to reopen the facility in 2028.

Students conducted a large-scale survey that yielded over 500 responses and used segmentation tools to create six distinct consumer profiles that informed a set of targeted action plans designed to appeal directly to each audience through low-cost, practical marketing tactics. Beyond segment-specific strategies, three broader recommendations were proposed to enhance Oakridge’s overall marketing capabilities. These included a refreshed branding identity complete with logos, taglines, and design guidelines; an influencer marketing strategy to amplify Oakridge’s digital presence; and a community coupon book initiative intended to drive local business traffic. Together, these strategies offer a marketing roadmap that the City of Oakridge and community partner organizations can utilize to improve quality of life for Oakridge residents now and in the future.

Based on the survey results, the Engaged Journalism class compiled the following observations about residents’ passion for their community yet frustration with their fragmented local news environment:
• Residents rely heavily on Facebook and word of mouth to stay informed, while expressing deep displeasure with the bias, misinformation, and drama that often characterize those spaces.
• The Highway 58 Herald—one of the few dedicated local outlets—is seen by many as inconsistent in its coverage, too narrow in its perspectives, or lacking in trust.
• There is no single, go-to platform or publication that residents consistently trust for reliable, up-to-date civic information.
• Survey participants cited urgent needs for more frequent reporting, better coverage of community events, and a desire for professional, unbiased local journalism rooted in the lived realities of Oakridge residents.
• Physical third spaces like cafés, grocery stores, the library, and bulletin boards remain important sources for shared information—but access is uneven, and not all residents benefit equally.
• Civic hub collaboration to foster local partnerships

Oakridge residents desire a more inclusive and accessible civic infrastructure. When reliable information is limited
to those who are digitally connected, socially networked, or already engaged, it deepens community divides. Not only does Oakridge need stronger coverage, but it would greatly benefit from a shared system of communication that is representative, trustworthy, and available to all.

Subsequently, several recommendations were submitted for potential adoption into the City of Oakridge’s nascent Capital Improvement Plan (CIP) along with needed upgrades. Inflow and Infiltration concerns dominate the overall effective functioning of the WWTF in the near term. A detailed budget and strategy is included as part of the analysis.

In addition to the WWTF, students identified three additional areas for inclusion into the CIP, making general recommendations for water treatment, street maintenance, and public building (incl. energy efficiency) upgrades. These areas did not include a comprehensive policy analysis.

First, students conducted a comparative analysis of four leading open-source Geographic Information Systems (GIS) products. Given that Oakridge uses open-source GIS software for their planning work, staff sought clarification on what software would best suit City needs. During the research process, students created an evaluation framework based on literature review findings to score each software program. Students then created a Qualtrics survey targeting University of Oregon students who had experience with GIS software then scored the software again based off the survey results. Students then scored these software again based off the survey results. The survey results were expected among students and City staff and reaffirmed the City’s initial software choice. Although the survey could not provide a fully accurate comparison, due to its sample size and timeframe, it did provide valuable insight on student experiences with other GIS software. Although not applicable to the City of Oakridge, the survey also highlighted potential disconnects if used in an academic setting.

The second component of this project created a buildable lands survey, which could provide City staff insight on development-feasibility and assist with densification efforts in the future. This report includes data on housing insecurity, which students researched before conducting their mapping analysis. Students then established a series of criteria based on their research, information provided by the City of Oakridge, and data that was manually created in Arc-GIS pro. Students applied these criteria as separate layers, which eventually yielded a final map showcasing parcels that could be suitable for various levels of densification. The total acreage of suitable parcels was very encouraging as it exceeded Oakridge staff’s initial request to establish at lease 60 acres of parcels that would be suitable for densification.

Abstract
With the goal of introducing new housing types into a city primarily comprised of single-family dwellings, architecture students designed middle-density housing for the City of Oakridge.

The course explored various dwelling typologies that fall under middle-density housing and looked at multiple strategies to integrate new dwelling types into established Oakridge neighborhoods. Students outlined their design intentions and goals for each project site to support their ideas.

Many common themes emerged across projects such as individuality and autonomy, contextualizing new designs, and strengthening community relationships. Key findings underscore the need for a shared architectural language between new and existing buildings in Oakridge. The proposals also outline a series of strategies to create degrees of privacy. Diverse housing typologies are recommended to connect back to these degrees of privacy and promote differing residential experiences.

Abstract
The Marketing Management class undertook detailed analyses of four businesses integral to Oakridge’s identity: Trans Cascadia Excursions, Mill Pond Station, The Campfire (Cowgirl Cook’n), and Brock’s Wood Lot. Each project examined these businesses’ unique challenges and opportunities, culminating in tailored marketing strategies and operational insights to help them thrive in their respective markets.

This report presents the findings and recommendations from a series of student-led projects to support the City of Oakridge in enhancing its local businesses and community development. The city’s primary goal was to leverage student expertise to address challenges and uncover growth opportunities for key businesses and community stakeholders. Focus on local companies in Oakridge was crucial for this project because they play a significant role in the city’s economic vitality and community identity. By developing tailored solutions supporting sustainable growth and community resilience, the proposed marketing strategies aim to identify and address the unique challenges that Oakridge’s local businesses face.

These businesses provide goods and services, attract tourists, create jobs, and foster a sense of community within Oakridge. The marketing recommendations are designed to amplify their impact by increasing visibility, attracting new customers, and enhancing their regional competitive edge. These businesses can thrive through strategic digital outreach, stronger branding, and community partnerships, contributing significantly to the city’s overall economic development and long-term resilience.