A Better Oakland – Group Project

Community Activities Center Proposal

Goal: Develop a plan to build a Community Activities Center in Oakland to serve the people within our community.

Overall Timeline for Project including key deliverables

Phase 1: Concept Development & Feasibility (Months 1-3)

Start by defining our vision clearly. What age groups will we serve? What activities will we offer, sports, arts, education, social services? Survey our community to understand their actual needs and desires. This groundwork prevents you from building something that doesn't get used.

Conduct a feasibility study that examines potential locations, estimates costs (construction, land, equipment, staffing), and projects operating expenses. Research similar facilities in other communities to understand what works. Identify your funding sources early—will this be publicly funded, private donations, grants, or a combination? Form a steering committee with diverse community representations including potential users, local officials, business leaders, and subject matter experts.

Phase 2: Planning & Design (Months 4-9)

Secure your site, considering accessibility, parking, public transportation, and zoning requirements. Hire an architect experienced in community facilities who can translate your program needs into spatial requirements. Our design should be flexible for multiple uses and inclusive for people of all abilities.

Develop detailed programming that specifies room sizes, equipment needs, and technology requirements. Create preliminary budgets and timelines. This is when we'll need to make hard decisions about what's essential versus what's nice-to-have. Apply for necessary permits and begin the regulatory approval process, which can be lengthy depending on your location.

Phase 3: Funding & Financing (Months 6-12, overlapping with Phase 2)

Launch our fundraising campaign with a clear case for support. Pursue multiple funding streams: government grants, foundation funding, corporate sponsorships, individual donations, and possibly bonds if publicly funded. Consider naming rights for major donors. Establish your governance structure and legal entity if you haven't already.

Phase 4: Pre-Construction (Months 10-14)

Finalize architectural and engineering plans. Put the project out to bid and select contractors carefully—check references and past work. Secure all final permits and approvals. Purchase insurance. Develop a construction timeline with clear milestones. Set up a project management system to track progress, budget, and issues.

Phase 5: Construction (Months 15-24, varies by size)

Hold a groundbreaking ceremony to build community excitement. Meet regularly with contractors to monitor progress and address problems quickly. Plan for contingencies—construction projects almost always encounter unexpected issues. Keep the community informed through regular updates, tours, or a project website.

Phase 6: Pre-Opening Operations (Months 22-26)

While construction finishes, hire our leadership team and key staff. Develop operational policies, membership structures, and pricing. Purchase equipment, furniture, and technology. Create our marketing and outreach plan. Establish partnerships with community organizations that might use your space. Train staff thoroughly. Consider a soft opening or preview events before our official launch.

Phase 7: Opening & Launch (Month 26-27)

Host a grand opening celebration that showcases your facility and programs. Implement our marketing push to recruit members and participants. Gather feedback intensively during the first months and be prepared to adjust programs and operations based on what you learn.

Phase 8: Ongoing Operations & Evaluation

Establish regular assessment cycles to measure usage, satisfaction, and community impact. Maintain our facility properly to protect your investment. Continue community engagement and adapt programming to changing needs. Build an operating reserve for repairs and updates. Plan for long-term sustainability from day one—even the best facilities need ongoing financial support.

Keys to win:

Critical Success Factors Throughout:

Maintain strong community engagement at every stage. Build diverse leadership that represents your community. Be transparent about finances and decisions. Stay flexible—your initial concept will evolve. Document everything for future reference. Celebrate milestones to maintain momentum and community enthusiasm.

Common Pitfalls to Avoid:

Underestimating operating costs, building too large or elaborate for sustainable operations, insufficient parking or accessibility, poor location selection, inadequate contingency funding (aim for 10-15% of construction costs), and failing to plan for ongoing maintenance and capital improvements.

Financial Budget

Start with your programming vision—what we want to offer determines our space needs and staffing requirements. Build in flexibility with adaptable spaces that can serve multiple purposes. Plan conservatively on revenue projections; it's better to exceed expectations than fall short. Include a capital reserve fund in your operating budget (2-3% annually) for future repairs and equipment replacement.

Capital Budget (One-Time Construction Costs)

Assumptions: Starting Estimate - $1,725,000

1. Spaces without fixed seating – 50 ft2/person

2. Assembly areas with chairs only – 7 ft2/person

3. Assembly areas with tables and chairs – 15 ft2/person

4. 5,000 sq ft activity room ÷ 50 sq ft/person = 100 occupants.

5. Construction cost range = $150-$400 per ft2

6. Goal would be 5-10K ft2 center.

7. Land donated by city

8. Oakland would generally be in the lower part of the construction range – Assume $200/ft2

9. Construction range = 1-2 million

a. 60-70% Building Structure

b. 15-20% Mechanical/Electrical/Plumbing

c. 10-15% Site work (i.e. Parking)

d. 20-30% Design/Engineering/Permits/Inspections/Legal/Project Management

10. Contingency = 15% or $150K- $300K

Annual Operating Budget

Assumptions: Starting Estimate - $320K Year (needs firming up)

1. Personnel – 60-70%

a. Director - $75K/Yr? Existing position

b. Program Director(s) - $45K/Yr? Existing position

c. Front Desk - $30K/Yr – Probably new position

d. Maintenance – Current P&R personnel or additional

e. Instructors and/or Seasonal Workers - $10/15 per hour

2. Utilities – 20-25%

a. Utilities - $3-5/ft2 annually – for 5K ft2 = $15K-$25K/year

b. Maintenance - $2-4/ft2 – for 5K ft2 =$10k-20K/year

c. Insurance - $10K-$20K/year, depending on size, programs etc.

d. Cleaning/Janitorial - $10k-$20K/year.

3. Administrative – 10-15%

a. Supplies & Materials

b. Marketing

c. Community Outreach

d. Professional development/Training

e. Admin expenses

f. Technology/Software

Revenue Sources

Assumptions: Most Community Activity Centers are not self-funded. This is a Mixed Revenue Model

1. Input from Operations (goal is 60%):

a. Membership fees?

b. Room rentals?

c. Corporate Meeting rentals (this may impact the design) i.e. Chamber of Commerce?

d. If exercise room – Instructors renting the space for classes?

e. Events – Trading Card/Game events, Holiday fair, Gun e. Events – Trading Card/Game events, Holiday fair, Gun Show, CPR classes, private parties

2. Input from Public Funds (goal is 40%)

a. Already have Parks and Rec department

b. Grants

c. Taxes

3. Input from the community (Can supplement either above but can vary year to year)

a. Naming rights?

b. Corporate sponsorships

c. Individual donations

Funding the Capital Project

Assumptions: Given current issues in Oakland, this should have little to no impact on current taxes/fees

1. Municipal bonds or public funding – Review which funds it is possible to use and the state of those funds

2. Capital campaigns targeting major donors, foundations, and corporations.

3. State and federal grants for community development, recreation, or specific purposes (like senior services).