Item B: River Road/Santa Clara Transition Project - Final Report

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Reflections on Because of the difficult history between the residents and City of Eugene, the process of conducting neighborhood outreach in River Road and Santa Clara was daunting at the out- the Process set. Surprisingly, workshop facilitation was rewarding, interesting, and generally a positive experience. Residents appreciated the opportunity to ask questions, they were thankful for receiving basic information about services, and they enthusiastically discussed what they liked and did not like about their neighborhood. The basic outreach methodology used in this project could continue to be used in River Road and Santa Clara, or in other neighborhoods in the Eugene area. Residents participated in the workshops because they were interested in their community and wanted a stake in the outcome of a neighborhood planning process. However, they were concerned that their input would not have an impact. Many times in the workshops, residents asked, “What will really come from these sessions?” It is critical that the transfer of the Transition Project from the consultant group to the community organizations also result in the transfer of responsibility to make recommendations to elected officials. With the results of the public outreach, community leaders have essential information Potential needed to prioritize the Transition and Heritage Framework and create a strategic plan for Next Steps each neighborhood. The communities must remember to make a special effort to listen to minority concerns – for instance, many low-income families value police patrols, high density housing and affordable childcare provided by the River Road Park District – none of which rated as a top priority for most workshop participants. Community leaders would also benefit from working closely with elected officials and service providers to identify common goals. River Road has the advantage of a strong neighborhood network, excellent commu- nity facilities, and outstanding connections to the river, bike path, and downtown Eugene. Residents are motivated by what they have to lose, such as the rural neighborhood feel and the viability of the Park District. These factors will help leaders move forward on what is already clear in terms of community priorities: land use and governance. A next step could be to evaluate the different neighborhoods within River Road in terms of values such as density and rural qualities. Balancing the need for affordable housing with a desire for a rural feel is difficult but possible. A useful final plan for River Road would be site-specific, have the support of all facets of the community, and meet local and regional planning goals. Santa Clara benefits from capacity, size, and location; it is a larger, more self- sufficient community with easy access to shopping, farms, and – potentially – the Wil- lamette River Greenway. The challenge for Santa Clara is bring together leaders from both City subdivisions and unincorporated areas to manage the growing pains of development and create a vision for the future. Community leaders would benefit from focusing on issues that are a priority for both City and unincorporated residents, such as the need for a recrea- tion center and community park, development issues, alternative transportation, and a better connection to the river. As with River Road, a site-specific plan would provide clarity for the diverse neighborhoods within Santa Clara. Because it is challenging to organize a commu- nity as large as Santa Clara and motivate residents to work toward new opportunities, lead- ers must focus clearly on defined goals to achieve success. The community organizations will need to carefully consider the structure and proc- ess for future planning projects. The community organization board could function in the same capacity as a non-profit advisory board, providing vision and guidance for projects managed by committed and experienced volunteers or paid staff. It will be critical for each entity to respect the role of the other: the board as a guide and the project manager as an administrator. The connection with City staff also needs definition – as a funder, they would probably review and approve project proposals, evaluate project updates and final reports, and base future funding on the success of past projects. The City neighborhood grants pro- gram is an example of a successful model of collaboration. River Road/Santa Clara Transition Project—Public Outreach Report 8