On a drizzly May morning in 2005, a group called Association For Responsible Inner Eastside Development (AFRIEND) gathers at the eastside head of the Burnside Bridge. They carry signs and a trail of newspaper reporters follow them as they march to the Portland Development Commission (PDC) building in downtown Portland. On this very important day, they issue a series of challenges to PDC for a more transparent and inclusive public process regarding development at the Burnside Bridgehead.

The unique and pedestrian-friendly character of the Burnside Bridgehead was in danger of being lost to a big box retailer in 2004. At that time, PDC announced plans to put in a Home Depot at the eastside head of the Burnside Bridge. This infuriated local residents, because it was announced after the fact, without regard for their say on the new development and what kind of impacts it would have on their neighborhood. The Burnside Bridgehead lies within the Kerns neighborhood on the south side of Burnside, home to several small businesses and restaurants. “We expect our tax dollars to build living places with real family wage jobs. PDC must meet the community’s needs, not line the pockets of speculators,” says Emily Simon, business owner in the central eastside district and member of AFRIEND.

Other community members and small business owners in the area near the Burnside Bridgehead felt that the big box retailer was out of place in the neighborhood and would contribute to a loss of revenue for small businesses, and increase traffic congestion and crime. In addition, Home Depot would drastically change the way that the area around the Burnside Bridgehead looked like. An already congested Burnside Ave would swell up with even more traffic. Dozens of small Mom and Pop stores in the area would lose their customers due to the arrival of Home Depot. Pedestrians and cyclists would no longer have easy access to cross the Burnside Bridge, as the pavement would be adjusted to accommodate a big box retail establishment.

Residents and business owners felt left out of the picture as to ensuring their neighborhood’s livability. They wanted PDC to take their input seriously because they had a big stake in their neighborhood’s well being. “The community wants good jobs, high quality design, and a project that is worthy of the neighborhood’s eclectic spirit,” affirmed Simon at the press conference.

Out of this lack of public involvement in PDC’s development process, residents and small business owners formed a coalition. People living and working on the Eastside of the Burnside Bridge started meeting and talking about their concerns about neighborhood livability. They formed AFRIEND, a group that sought to have more responsible development in the Burnside Bridgehead area. AFRIEND met at least once a month and talked about devising a reform plan to the City Council. Members of the group came from several neighborhood associations, including those from Buckman, Kerns, Richmond, Sunnyside, H.A.N.D., Mt. Tabor, Center, and Foster-Powell and over 100 small businesses. AFRIEND identified their common goal as having their voices heard about the future makeup of the Burnside Bridgehead. With this in mind, they started talking with PDC officials and City Commissioners. “We clearly wanted to get as much support as we could from City Council, and AFRIEND people were meeting with City Commissioners, trying to see what they could do in terms of exerting pressure appropriately,” says Linda Nettekoven, chair of the Hosford-Abernathy neighborhood association.

This was a long and uncertain process, however. Many AFRIEND volunteers started to become exhausted from attending numerous night meetings, testifying before City Council, and doing research on sustainable development practices. This was a 100 per cent volunteer effort, and people were not able to devote so much time to the effort as they had in the beginning.

Fortunately, AFRIEND received help from Southeast Uplift (SEUL), a neighborhood coalition office that provides support to coalition-wide projects concerning neighborhood livability. Jacob Brostoff, the SEUL Land-Use Planner, helped AFRIEND volunteers testify before City Council and created presentation materials for the group. Steve Hoyt, Strategy and Policy Coordinator, brought together partners and representatives from several businesses in AFRIEND’s monthly meetings.

Out of these partnerships, neighborhood residents had the backing of a solid non-profit coalition office.

After multiple meetings over the next several months with City Council members and PDC officials, AFRIEND effectively influenced the outcome of the Burnside Bridgehead development. AFRIEND’s press conference challenges were heard by PDC. In the spring of 2005, PDC announced that it was canceling the building of a Home Depot at the site. For AFRIEND, this was truly a day for celebration, and they felt like history was being made. Their hard work and determination had the City of Portland listening to its citizens, and allowed them to affect the outcome of a development project. “I was pleased AFRIEND was able to get so many community residents and business owners to articulate their common thoughts and affect some changes,” says M’Lou Christ, a resident who works from home in a Central Eastside neighborhood. Indeed, it was the work of many individuals having a common vision about sustainable and responsible development.

Instead of installing another big box retailer, AFRIEND organized to demand that PDC create a Citizen’s Advisory Committee (CAC), to negotiate the outcome of the development project. “We fought for having a CAC to work with the developer,” says Nettekoven. “We wanted to keep the citizens from the area having a voice in terms of the actual decision as to the future of the Burnside Bridgehead.” With a CAC, the community’s input is used as a part of the decision-making process, and the PDC is held accountable to a community’s wants. What the community wants, it turns out, is spirit; something that will not change the unique character of a neighborhood that they cherish.

The absence of Home Depot at this site is the direct result of a few hard working individuals that were committed to being represented on behalf of the future of their neighborhood. If it weren’t for AFRIEND speaking up about the social costs of having a big box retailer in the neighborhood before the fact, the effects of Home Depot may have drastically changed the face of the Burnside Bridgehead already. Luckily, a few people were diligent about their vision for a sustainable future. Groups like these show the importance of networking and building – from the ground up – a process that includes the public and their vision.