Vision & Action Plan Recommendations 2023
jump to: Vision Process
ACTION PLAN:
Priority Area: Increased Greenspace
Greenspace and tree canopy that are visible and healthy throughout the neighborhood including staunch protection of the limited mature trees already in the neighborhood.
- Objective 1. Ensure that future large-scale developments in Bayside include elements of greenspace, preferably accessible to the public.
- Objective 2. Preserve existing neighborhood greenspace and trees through proactive outreach, education, and resources for property owners.
TEAMS:
Green Team overseeing planting and maintenance, trails and green spaces
Community Garden Team growing the neighborhood since 2001
Priority Area: Enhanced Walkability, Infrastructure, and Public Safety
An infrastructure that supports the safe movement of people at all times of day and encourages the community to move about the neighborhood.
- Objective 1. Develop a better understanding of community members’ concerns and needs pertaining to safety and create a plan to address them.
- Objective 2. Explore the potential for having Bayside designated an Improvement District.
TEAMS:
Safe Streets Team Public Safety, Walkability, Infrastructure, Crime prevention
Citizens’ Trash Brigade in charge of Fall & Spring cleanups and monthly walk the block brigade
Priority Area: Housing Affordability
Residential properties in Bayside should be affordable to individuals across the wide economic spectrum that reflects downtown Portland.
- Objective 1. Enhance advocacy efforts with the City of Portland and private enterprise to encourage both the preservation of existing affordable housing and the inclusion of affordable units in new developments in Bayside.
TEAMS:
Relevant Developments Team following proposals to the city planning board
Priority Area: Community Building and Connection
Public spaces, events, and forums that provide opportunities for community gatherings where neighbors may connect with and get to know one another.
- Objective 1. Diversify the BNA board and committees to include a more representative cross-section of the neighborhood with complementary, relevant skill sets.
- Objective 2. Establish and promote a series of BNA-sponsored events, both one-time and ongoing, designed to bring community members together.
TEAMS:
Events Team planning block parties, candidate forums, community meals, and more
Public Art Team creating and promoting visual arts
Priority Area: Coordination among Businesses, Nonprofits, and Community Providers
Strong engagement between all elements of the community including empowering nonprofits and social service providers operating in Bayside to communicate regularly with one another to understand one another’s missions, service offerings, and client base.
- Objective 1. Ensure that a “one stop shop” exists for those seeking to find information about neighborhood businesses, service providers, and other resources.
- Objective 2. Grow Capacity and Engage with Community
TEAMS:
Business Breakfast Club meeting monthly to promote Bayside business collaboration
Comms Team — Website, Workspace, Social Media, Calendar, Newsletter, etc.
VISIONING PROCESS:
Background
In 2022, the Bayside Neighborhood Association (BNA) initiated a process of clarifying its organizational vision and creating a plan for its future direction. The BNA sought to grow its relationship to the neighborhood and to understand the intersection between the BNA’s vision for the neighborhood and that of various community stakeholders. A key outcome of the work was to develop goals, outcomes and action steps for the BNA that reflect priorities identified by members of the Bayside community.
Over the course of several months, the BNA solicited input from a wide array of individuals and groups representing residents, businesses, community-based organizations, and others living, working, and accessing services and goods in Bayside. The project included both quantitative and qualitative data gathering via BNA board committee & board workshop, survey distribution, and four community stakeholder visioning feedback meetings, all of which were managed by an independent consultant.
A key outcome of this work was the identification of several topline priorities around which the BNA intends to focus its efforts in the coming years. This Action Plan describes each priority area and includes high-level objectives associated with each.
Vetting the Priorities
Developing this Action Plan required BNA members to consider the broad swath of feedback received through the community engagement process in the context of available resources to support this work. With an eye toward setting reasonable and attainable goals, the BNA selected these priorities and objectives through the lens of:
- Mission Alignment: Ensuring that the selected items supported the BNA’s mission of bringing the Bayside community together and to organize, inform and empower residents, social service and other organizations, local businesses, and city representatives to form meaningful and long-term partnerships.
- Resource Availability: Recognizing that the BNA is directed by an all-volunteer board whose members are busy people with many competing priorities who do not generally have a lot of time to devote to spearheading new initiatives and community projects. While potential exists to expand the BNA’s membership and volunteer base, decisions about commitments in the near term must be considered in the context of current resource constraints.
- Neighborhood Urgency: Based on the input gathered from the neighborhood and considering the current landscape of the neighborhood and relevant trends and developments, determining which initiatives are most likely to address the most pressing needs identified.
