PULSE: THE HARVEST BAY CITY REPORT

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Our Role in Bay City: In March 2026, The Breaking Bread Village was invited into Bay City to serve as a neutral third party with one primary responsibility: to listen. We did not come into this community to tell Bay City who it is, what it needs, or what its future should look like. We came to create space for residents to tell us themselves. Over the months that followed, we met people across neighborhoods, generations, backgrounds, roles, and experiences. We listened through community conversations, surveys, individual interactions, outreach, and time intentionally spent within the community. We heard concerns, frustrations, ideas, hopes, appreciation, and a genuine desire to see Bay City thrive. This report is a reflection of what was entrusted to us. It does not represent every resident or every experience in Bay City, nor is it intended to determine who is right or wrong. Instead, it identifies the recurring themes, perspectives, opportunities, and concerns that emerged through our time listening.

As a third party, our responsibility is not to control the story, but to faithfully carry forward what people shared, identify what we consistently heard, and offer opportunities for consideration based on those voices. At the heart of this work is something we believe deeply: communities deserve spaces where people can speak honestly, disagree respectfully, ask difficult questions, and still remain connected to one another. That is the role we were invited to play in Bay City. And that is the spirit in which this report is offered.

How Do We Serve Our Partners in Partnership?

We Partner to Create Space. We, The Breaking Bread Village, take pride in partnering with organizations, schools, churches, municipalities, and community groups to design and facilitate intentional conversations around specific topics. When invited in, we serve as a neutral third party, holding the space, guiding the flow, and doing the operational heavy lifting necessary to bring people together. Our role is not to take sides or elevate one perspective over another. Our role is to ensure that multiple viewpoints have an opportunity to be heard with respect, clarity, and structure. We welcome passion. We understand that some topics carry deep emotion and lived experience. Elevated feelings are human. Come be human. But respect is non-negotiable. We ask each guest to honestly assess their emotional readiness before entering the space and their ability to participate in productive, self-aware, and mutually respectful dialogue. Disrespect and name-calling are not tolerated. We create environments where people can engage honestly, listen deeply, and explore differences without fear of being dismissed or overpowered.

We don’t come to steer the outcome. We come to steward the conversation.

Because when conversations are structured well, communities have an opportunity to strengthen rather than fracture. And when people know their voices have been heard, even when disagreement remains, the temperature can lower and the possibility for forward movement can grow. The following opportunities are informed by resident feedback through surveys, stakeholder and community conversations, community observations, and themes identified throughout the PULSE process. They are intended to spark discussion, encourage collaboration, and provide potential pathways forward for consideration by community leaders, organizations, businesses, and residents.

♡ A Quick Note About Our Findings! The findings shared in this report come directly from the voices, responses, and ideas of Bay City residents. They are not statements from The Breaking Bread Village that a particular service, resource, or opportunity does not currently exist. In fact, if residents identified a need for something that already exists, that raises another important question: How do we better connect residents to the resources, services, and opportunities already available to them? These findings reflect what we heard, to encourage conversation and help identify opportunities for growth, greater awareness, and stronger connection.

NOTE: As part of this process, The Breaking Bread Village reached out to several community leaders, organizations, entities, businesses, and other stakeholders to invite their input and perspective. While we made intentional efforts to hear from a broad range of voices, this report can only reflect information shared by those who chose to respond or participate. The absence of a perspective should not be interpreted as exclusion, but rather as information we were unable to gather during this process.

♡State of Bay City, Michigan. The following overview represents a snapshot of Bay City, Michigan, based on publicly available data, community conversations, stakeholder engagement, resident feedback, and findings gathered throughout the PULSE process. This section is intended to provide context for the recommendations and opportunities identified within this report.

Communities are constantly evolving. Economic conditions, demographics, development projects, policies, and community priorities may have changed since the time this report was prepared and finalized. Therefore, the information presented should be viewed as a general representation of conditions during the PULSE engagement period rather than a permanent or exhaustive assessment of the community.

This section is not meant to define Bay City solely by its challenges or successes, but to provide a balanced understanding of the community's current landscape (at the time of the study), highlight existing strengths, identify opportunities for growth and connection, and support data-informed discussions about future action and investment.

Community Snapshot & Data-Informed Context

Introduction

As part of the PULSE initiative, The Breaking Bread Village sought to better understand the current realities, opportunities, and challenges facing Bay City residents. While community conversations provide valuable lived experience, public data provides additional context for the issues residents identified throughout the engagement process. The information below establishes a baseline understanding of Bay City's current conditions and highlights why intentional community engagement, collaborative planning, and actionable solutions remain important for the city's future.

♡ Population & Community Trends- Bay City has a population of approximately 32,000 residents. Like many Great Lakes communities, Bay City has experienced long-term population decline over several decades, driven by shifts in manufacturing and industrial employment. While population loss has slowed in recent years, many residents continue to express concerns surrounding workforce attraction, retaining young families, housing opportunities, neighborhood investment, and economic growth.

Key observations include:

⇨ An aging population compared to state averages.

⇨ Continued efforts to attract and retain young professionals.

⇨ Desire for stronger community engagement and civic participation.

⇨ Growing interest in neighborhood revitalization and quality-of-life improvements.

The challenge is not simply attracting new residents- it is creating conditions in which current residents choose to stay, invest, and build their future in Bay City.

♡ Economic Conditions- Bay City's median household income is approximately $49,420, which is significantly below both the Bay County and Michigan averages.

Economic indicators show:

⇨ Bay City median household income: approximately $49,420

⇨ Bay County median household income: approximately $61,763

⇨ Michigan median household income: approximately $72,875

This gap suggests many households continue to face financial pressures related to housing, transportation, childcare, healthcare, and daily living expenses. At the same time, Bay County supports more than 29,000 jobs across approximately 2,000 employer establishments, demonstrating a diverse regional economy and opportunities for continued workforce development.

Community feedback gathered through PULSE indicates residents desire:

⇨ More local employment opportunities

⇨ Workforce development initiatives

⇨ Support for small businesses

⇨ Increased investment in neighborhood commercial corridors

⇨ Better awareness of available resources and services

Economic growth remains one of the strongest opportunities for improving overall community well-being.

♡ Housing & Neighborhood Stability- Housing emerged as one of the most frequently discussed topics during community conversations. Bay City continues to offer housing that is more affordable than many Michigan communities; however, affordability alone does not eliminate housing concerns.

Current data indicates:

⇨ Median home value is approximately $97,600

⇨ Homeownership rate is approximately 70%

⇨ Increasing property values in recent years

⇨ Growing demand for quality housing options

Housing studies also suggest additional housing units will be needed over the next several years to meet future demand and address shortages.

Residents consistently discussed concerns regarding:

⇨ Aging housing stock

⇨ Property maintenance

⇨ Vacant structures

⇨ Neighborhood appearance

⇨ Affordable rental options

⇨ Home repair assistance

Many residents expressed pride in their neighborhoods while also identifying opportunities for revitalization and reinvestment. Housing remains one of the most visible indicators of community health and long-term stability.

♡ Poverty, Access & Quality of Life

Despite many strengths, a significant portion of Bay City residents continue to experience economic hardship.

Current estimates indicate:

⇨ Approximately 13% of Bay County residents live below the poverty line.

⇨ Bay City's income levels remain lower than county and state averages.

⇨ Many households report challenges related to affordability and access to resources.

Residents participating in PULSE conversations frequently identified concerns related to:

⇨ Mental health resources

⇨ Substance use recovery support

⇨ Homelessness and housing insecurity

⇨ Access to healthcare

⇨ Transportation barriers

⇨ Food access

⇨ Support for veterans and vulnerable populations

Community members repeatedly emphasized that addressing these challenges requires coordinated partnerships between local government, nonprofits, schools, healthcare providers, businesses, and residents.

♡ Public Safety & Community Confidence

Public safety remains an important topic for residents. Crime data indicate that Bay City experiences higher rates of certain violent and property crimes than national averages. However, public safety conversations extended beyond crime statistics alone.

Residents frequently discussed:

⇨ Feeling safe in neighborhoods

⇨ Property maintenance and blight

⇨ Communication from city leadership

⇨ Trust between residents and institutions

⇨ Youth engagement opportunities

⇨ Community pride and neighborhood ownership

Many residents expressed a desire for proactive approaches that strengthen neighborhoods before problems emerge. Community members consistently emphasized that strong communication, visible leadership, neighborhood engagement, and positive youth opportunities contribute significantly to public safety outcomes.

♡ Infrastructure, Communication & Civic Engagement

Throughout the PULSE process, one theme surfaced repeatedly: communication.

Residents expressed a strong desire for:

⇨ More timely communication from the local government

⇨ Clearer explanations regarding city decisions

⇨ Greater transparency surrounding projects and budgets

⇨ Increased opportunities for resident input

⇨ Consistent updates on community initiatives

Many residents stated they are willing to become more engaged when they understand how decisions are made and how their participation can make a difference.

Infrastructure improvements, including roads, sidewalks, neighborhood amenities, and public spaces, were also frequently identified as priorities:

⇨ Roads and street maintenance

⇨ Sidewalk accessibility and safety

⇨ Neighborhood amenities

⇨ Parks and public spaces

⇨ Community gathering spaces

The data and community conversations suggest that communication and engagement may be among the most cost-effective opportunities available to strengthen trust between residents and leadership.

♡ Conclusion: A Community with Opportunity

The data paints a picture of a community that is resilient, proud, and filled with opportunity.

Bay City possesses many strengths:

⇨ Affordable housing relative to much of Michigan

⇨ Strong community identity

⇨ Historic neighborhoods

⇨ Active nonprofit organizations

⇨ Dedicated residents

⇨ Regional economic assets

⇨ Emerging redevelopment opportunities

At the same time, challenges related to housing, communication, neighborhood investment, economic opportunity, public perception, and quality of life continue to influence the resident experience.

PULSE's purpose is not simply to identify challenges. It is to create space for residents, organizations, businesses, and leadership to better understand one another and explore solutions collaboratively.

The recommendations contained within this report are informed by both community voice and supporting data. Together, they represent actionable opportunities for consideration that can help strengthen communication, foster trust, improve quality of life, and support a thriving future for Bay City.

♡ PULSE POINT OPPORTUNITIES: TODAY, TOMORROW, AND THE FUTURE: Throughout our listening, we identified opportunities that can help create visible progress, strengthen community confidence, and build momentum. These PULSE Point Opportunities range from actions that can begin today to ideas that require longer-term planning and investment. Each is intended to be practical, measurable, and rooted in greater accessibility, transparency, communication, and community engagement.

⇩PULSE POINT OPPORTUNITIES FOR TODAY (0-6 months): We found that these can be implemented quickly to create visible progress and strengthen community confidence. The actionable opportunities for success are practical, measurable actions that demonstrate accessibility, transparency, and community engagement.

♡ Coffee with Your Commissioner- Host informal gatherings throughout each ward where residents can connect directly with their commissioner, ask questions, and share concerns.

Actionable Opportunities for Consideration:

⇨ Hold monthly rotating coffee hours at locally owned coffee shops throughout the ward.

⇨ Offer both morning and evening sessions to accommodate different schedules.

⇨ Publish discussion summaries and follow-up actions after each event.

⇨ Invite department leaders periodically to answer topic-specific questions.

⇨ Create a simple "Issue Tracker" to document concerns raised and monitor progress.

♡ Neighborhood Listening Sessions- Bring conversations directly into neighborhoods through libraries, schools, community centers, coffee shops, and other gathering spaces.

Actionable Opportunities for Consideration:

⇨ Schedule sessions in different neighborhoods each quarter to ensure broad participation.

⇨ Partner with neighborhood associations, churches, and community groups to increase attendance.

⇨ Provide comment cards and online submission options for residents unable to attend.

⇨ Focus each session on a specific community topic such as housing, safety, infrastructure, or recreation.

⇨ Develop a recurring "Neighborhood Priorities Report" based on resident feedback.

♡ Quarterly Ward Updates- Provide consistent updates regarding projects, priorities, community concerns, and progress within each ward.

Actionable Opportunities for Consideration:

⇨ Distribute updates through email, social media, neighborhood newsletters, and community bulletin boards.

⇨ Include project timelines, milestones achieved, and upcoming initiatives.

⇨ Highlight resident concerns addressed during the quarter.

⇨ Feature local success stories and community partnerships.

⇨ Create a standard format that residents can easily recognize and follow.

♡ "You Asked, We Answered" Community Updates- Create a simple communication tool that highlights resident feedback and the steps taken in response.

Actionable Opportunities for Consideration:
⇨ Publish a one-page quarterly update.
⇨ Highlight the most common questions and concerns received.
⇨ Explain actions taken, responsible departments, and project status.
⇨ Identify items still under review and anticipated next steps.
⇨ Share updates through city channels and community organizations.

♡ Community Pride & Cleanup Day- Organize volunteer opportunities focused on litter cleanup, beautification, landscaping, and neighborhood improvement.

Actionable Opportunities for Consideration:

⇨ Establish spring and fall citywide cleanup events.

⇨ Partner with schools, civic groups, businesses, and neighborhood associations.

⇨ Provide cleanup supplies, dumpsters, and disposal assistance.

⇨ Include tree planting, flower planting, and public space beautification projects.

⇨ Recognize participating volunteers and neighborhoods for their contributions.

♡ Business Owner Roundtables- Convene local business owners to discuss opportunities, challenges, and collaborative solutions.

Actionable Opportunities for Consideration:

⇨ Hold quarterly roundtable discussions with businesses of varying sizes and industries.

⇨ Invite representatives from economic development, permitting, and public safety departments.

⇨ Discuss workforce development, downtown vitality, infrastructure, and business growth opportunities.

⇨ Create a business feedback survey to identify recurring concerns.

⇨ Develop a shared action agenda with measurable follow-up items.

♡ Community Resource Guide- Develop a centralized guide that connects residents to local programs, services, resources, and support systems. Bay City Resource Hub, many residents don't know what resources already exist.

Actionable Opportunities for Consideration:

⇨ Create a digital and printed Bay City Resource Hub.

⇨ Include housing resources, veteran services, food assistance, mental health support, youth programs, and senior services.

⇨ Organize information by life needs rather than agency names for easier navigation.

⇨ Update resource information annually with community partners.

⇨ Promote the guide through schools, libraries, healthcare providers, and community organizations.

♡ Neighborhood Recognition Program- Highlight residents, businesses, volunteers, youth leaders, and organizations making positive contributions to the community.

Actionable Opportunities for Consideration:
⇨ Establish monthly or quarterly community recognition awards.
⇨ Allow residents to submit nominations online and in person.
⇨ Recognize recipients at commission meetings and community events.
⇨ Feature honorees in newsletters, social media, and city communications.
⇨ Create categories for youth leadership, volunteerism, neighborhood improvement, and community service.

♡ Ward Walk- Encourage commissioners to regularly walk through neighborhoods, connect with residents, and identify opportunities firsthand.

Actionable Opportunities for Consideration:

⇨ Schedule quarterly Ward Walks in different areas of the ward.

⇨ Invite residents to join and discuss neighborhood priorities.

⇨ Document infrastructure concerns, safety issues, and beautification opportunities.

⇨ Coordinate follow-up with appropriate city departments.

⇨ Publish a brief summary of observations and actions taken after each walk.

♡ Community Progress Dashboard- Create a public-facing platform where residents can track ongoing projects, priorities, and community initiatives.

Actionable Opportunities for Consideration:

⇨ Develop an easy-to-read online dashboard organized by ward and project type.

⇨ Display project status, timelines, funding sources, and anticipated completion dates.

⇨ Include a section tracking resident-requested improvements.

⇨ Update information monthly to maintain transparency and trust.

⇨ Provide options for residents to submit feedback and monitor responses.

♡ Commissioner Office Hours- Establish dedicated times each month for residents to connect one-on-one with their commissioner.

Actionable Opportunities for Consideration:
⇨ Offer scheduled appointments.
⇨ Alternate locations throughout the ward.
⇨ Provide virtual participation options.
⇨ Track recurring concerns to identify community trends.
⇨ Report common themes to the full commission for discussion and action.

♡ City Communications & Social Media- Resident feedback identified a need for a dedicated city communications and social media professional who can serve as a consistent, trusted source of information for the community. This role could provide timely city updates, address emerging questions or concerns, highlight available resources and opportunities, and help residents better understand what is happening throughout Bay City. The goal would be to create one recognizable, reliable place for city communication, making it easier for residents to stay informed, connected, and engaged.

Actionable Opportunities for Consideration:

⇨ Establish a dedicated City Communications and Social Media position.
⇨ Create one central, recognizable source for city news, updates, resources, and announcements.
⇨ Provide timely communication around city decisions, projects, changes, closures, and emerging concerns.
⇨ Respond to common resident questions and clarify misinformation when appropriate.
⇨ Develop a consistent social media schedule across city platforms.
⇨ Regularly highlight city services, programs, events, and resources residents may not know are available.
⇨ Track frequently asked questions and communication gaps to identify where greater public awareness is needed.

⇨ Create simple ways for residents to submit questions or identify information they need from the city.

♡ Suggestions for the Mayor: Resident feedback highlighted the value of a Mayor who is visible, accessible, connected to residents, and intentional about bringing people together around the future of Bay City. From our perspective, the Mayor maintains a visible presence in the community and regularly uses his platform to highlight events, organizations, businesses, and positive happenings throughout the city. Some residents expressed a desire to see that public-facing presence remain the primary focus of the Mayor’s online engagement, with less emphasis on responding directly to individual comments or conversations on social media. A few residents also suggested that additional communications support could be beneficial in helping manage online engagement while allowing the Mayor’s platform to remain focused on informing, celebrating, and connecting the community.

Actionable Opportunities for Consideration:
⇨ Maintain a visible presence throughout neighborhoods, community events, businesses, and local organizations.
⇨ Create regular opportunities to hear directly from residents outside of formal city meetings.
⇨ Use the Mayor's platform to highlight the people, organizations, businesses, and positive work already happening in Bay City.
⇨ Help connect residents, organizations, and city leadership around shared concerns and opportunities.
⇨ Champion Bay City locally and beyond, helping tell a fuller story of the community and what it has to offer.
⇨ Encourage collaboration across neighborhoods, sectors, and perspectives.
⇨ Communicate regularly about city priorities, progress, and opportunities for residents to participate.
⇨ Be a consistent voice of pride, possibility, and shared responsibility for Bay City's future.

⇨ Allow a City Communicator to be a more visible voice for community relations.

♡ Suggestions for the City Manager: Resident feedback emphasized the importance of leadership that takes time to deeply understand the community, its people, and the resources already in place before determining what comes next. Through our brief observation and engagement, we have seen the City Manager actively present throughout the community, taking intentional steps to listen, learn, and better understand Bay City. His presence at community events and willingness to engage with residents and local organizations reflect an effort to understand both the strengths and needs of the community and how his role can best support its continued growth. We recognize that this work takes time and encourage the continuation of this approach.

Actionable Opportunities for Consideration:

⇨ Prioritize listening and learning from residents across different neighborhoods and experiences.
⇨ Meet with community organizations, businesses, nonprofits, schools, and other local leaders already doing work throughout Bay City.
⇨ Identify and utilize existing people, programs, partnerships, and resources before creating something new.
⇨ Create regular opportunities for residents to engage directly with the City Manager.
⇨ Spend time throughout the community, beyond City Hall, to better understand residents' experiences firsthand- which we feel the Mayor engages and spends time throughout the community.
⇨ Strengthen collaboration between city leadership and organizations already serving residents.
⇨ Identify areas where existing resources are underused or where residents may simply be unaware they exist.
⇨ Maintain consistent communication about what was heard, what is being considered, and what actions are being taken. Suggestiably, through the communications manager. 

♡ Bay City does not have a resource problem. Based on the conversations, it may have a connection challenge. Throughout the listening process, residents sometimes expressed a desire for programs, resources, opportunities, or information that may already exist within Bay City.

That creates an important distinction. The opportunity may not always be to create more. It may be to better connect what already exists. That means connecting residents to resources, organizations to one another, leadership to residents, neighborhoods to information, and people who want to help with places that need help.

Actionable Opportunities for Consideration:

⇨ Conduct an inventory of existing community resources, programs, organizations, and services.
⇨ Identify where residents are unaware of resources that already exist.
⇨ Create a simple, centralized community resource hub.
⇨ Strengthen referral pathways between the city, nonprofits, schools, businesses, and community organizations.
⇨ Regularly spotlight existing resources through city communications.
⇨ Ask organizations, “What do you already offer that you wish more residents knew about?”
⇨ Measure not only what resources exist, but whether residents actually know how to access them.

One of the most impactful things we learned is that sometimes the gap isn't between what Bay City has and what Bay City needs. The gap is between what Bay City has and what Bay City knows it has.

♡ Civic Education & Engagement: A recurring theme throughout our conversations was the need for greater civic education and understanding of how local government works, particularly in Bay City. Residents expressed interest in better understanding how decisions are made, who is responsible for what, how City Commission meetings work, how ordinances and policies move forward, where tax dollars go, how residents can raise concerns, and how they can meaningfully participate beyond election day. An important distinction emerged from these conversations: sometimes the challenge is not necessarily the process itself, but a lack of understanding of the process. Without accessible civic education, government can feel confusing, inaccessible, or even unresponsive simply because residents may not know where to go, who to contact, what questions to ask, or how decisions are made. An informed community is better equipped to participate, ask meaningful questions, hold leadership accountable, understand limitations, and contribute to solutions.

Actionable Opportunities for Consideration:

⇨ Develop a Bay City Civic 101 course or community learning series explaining how local government works.
⇨ Create opportunities for open dialogue between residents, elected officials, and City staff.
⇨ Explain the roles and responsibilities of the Mayor, City Commissioners, City Manager, departments, boards, and other local entities.
⇨ Provide simple, accessible information about how decisions, budgets, ordinances, and community projects move through the City.
⇨ Teach residents practical ways to participate, including attending meetings, serving on boards, contacting representatives, providing public comment, and accessing City resources.
⇨ Consider offering sessions throughout different neighborhoods and community spaces to make civic education accessible to more residents.

Civic engagement requires more than inviting people to participate. It also requires giving people the knowledge and tools to understand how to participate effectively.

⇩PULSE POINT OPPORTUNITIES FOR TOMORROW (6-12 months): We found these programs and initiatives require collaboration, planning, and investment from multiple stakeholders. They are extremely doable and achievable. The actionable opportunities for consideration collectively create a strong framework around four themes: resident engagement, neighborhood empowerment, youth leadership, and community partnership, which allows for a cohesive vision rather than a collection of separate initiatives.

♡ Bay City Resident Advisory Council- Establish a representative group of residents from various neighborhoods, backgrounds, and experiences to provide ongoing feedback and recommendations.

Actionable Opportunities for Consideration:

⇨ Meet quarterly with City Commissioners and city leadership.

⇨ Recruit members representing diverse neighborhoods, age groups, and lived experiences.

⇨ Review major community initiatives and provide resident-centered feedback.

⇨ Identify emerging concerns and opportunities across the city.

⇨ Publish annual recommendations and progress reports.

⇨ Serve as a bridge between residents and local government.

♡ Neighborhood Advisory Teams- Develop ward-specific resident groups that help identify neighborhood concerns, priorities, and opportunities.

Actionable Opportunities for Consideration:

⇨ Establish a volunteer advisory team within each ward.

⇨ Meet bi-monthly to discuss neighborhood issues and potential solutions.

⇨ Assist with identifying infrastructure, safety, beautification, and quality-of-life concerns.

⇨ Support neighborhood events, outreach efforts, and community engagement initiatives.

⇨ Provide regular feedback directly to commissioners.

⇨ Develop annual neighborhood priority lists to guide future planning efforts.

♡ Youth Voice Initiative-  Create opportunities for young people to engage with leadership, share ideas, and participate in conversations about the future of Bay City.

Actionable Opportunities for Consideration:

⇨ Create a Bay City Youth Advisory Council.

⇨ Host annual Youth Town Hall events with local leaders.

⇨ Partner with schools, youth organizations, and community groups.

⇨ Invite youth representatives to participate in selected commission discussions.

⇨ Develop youth-led recommendations on parks, recreation, education, and community development.

⇨ Recognize youth contributions through leadership awards and community service recognition.

♡ Community Leadership Academy- Develop a civic engagement and leadership experience that helps residents better understand local government and community leadership.

Actionable Opportunities for Consideration:

⇨ Offer a multi-week academy focused on city government, budgeting, planning, and community development.

⇨ Provide behind-the-scenes tours of city facilities and departments.

⇨ Invite local leaders, nonprofit organizations, and business owners to share perspectives.

⇨ Equip participants with tools to engage in boards, commissions, and community organizations.

⇨ Encourage graduates to become neighborhood ambassadors and community volunteers.

⇨ Create an alumni network to support ongoing civic engagement.

♡ Adopt-a-Block Program- Partner with businesses, organizations, schools, and neighborhood groups to care for and improve public spaces.

Actionable Opportunities for Consideration:

⇨ Organize quarterly cleanups and beautification projects.

⇨ Create a recognition program highlighting participating groups.

⇨ Track volunteer hours and community impact.

⇨ Support large-scale volunteer days focused on litter cleanup, flower planting, painting projects, and minor neighborhood improvements.

⇨ Provide signage recognizing adopted areas and participating partners.

⇨ Encourage friendly neighborhood competitions that promote community pride.

♡ Small Business Listening Tour- Conduct intentional outreach with local business owners to identify barriers, opportunities, and strategies for growth.   

Actionable Opportunities for Consideration:
⇨ Visit businesses throughout commercial corridors and neighborhoods.
⇨ Conduct structured listening sessions focused on business needs and challenges.
⇨ Gather feedback on permitting processes, infrastructure, workforce development, and economic growth.
⇨ Develop an annual Small Business Priorities Report.
⇨ Connect business owners with available local, state, and federal resources.
⇨ Share outcomes and progress updates with participating businesses.

♡ Community Safety Partnerships- Bring together residents, public safety officials, schools, nonprofits, and community leaders to identify collaborative approaches to community safety concerns.

Actionable Opportunities for Consideration:
⇨ Host quarterly community safety forums.
⇨ Facilitate problem-solving discussions around neighborhood-specific concerns.
⇨ Promote neighborhood watch and community engagement efforts.
⇨ Support youth mentorship, prevention, and intervention programs.
⇨ Improve communication between residents and public safety agencies.
⇨ Develop annual community safety priorities informed by resident input.

♡ Public Safety: Presence and Perception- A recurring concern shared by residents was the desire to see more police presence throughout Bay City. Residents spoke about wanting to see officers in their neighborhoods and expressed a belief that greater visibility could contribute to a stronger sense of safety.

However, this feedback also raises an important question: Is the concern the number of officers, or the visibility of the officers already serving the community? Bay City currently provides 24 hour patrol coverage, with officers assigned across four geographic districts and additional responsibilities that include responding to calls, proactive patrols, traffic enforcement, investigations, community contact, and, for Public Safety Officers, fire response responsibilities.

This creates an opportunity to examine the difference between police presence and the public's perception of police presence. If resources and officers are already being deployed throughout the city, residents may benefit from greater communication about where and how officers are serving, along with intentional opportunities for officers to have visible, non-emergency interactions within neighborhoods.

Actionable Opportunities for Consideration:

⇨ Evaluate whether current patrol deployment aligns with the neighborhoods and times residents identify as areas of concern.
⇨ Increase opportunities for visible, relationship based community policing and neighborhood engagement.
⇨ Regularly communicate police staffing, patrol responsibilities, community policing efforts, and public safety data in an accessible way.
⇨ Explore why residents perceive a lack of police presence even when officers are actively serving throughout the city.
⇨ Continue creating opportunities for residents and Public Safety leadership to discuss safety concerns, expectations, and available resources.

♡ Neighborhood Mini-Grant Program- Provide small funding opportunities for resident-led projects such as beautification efforts, community gardens, public art, and neighborhood events.

Actionable Opportunities for Consideration:

⇨ Offer competitive grants ranging from $500–$2,000.

⇨ Support community gardens, beautification projects, public art, and neighborhood events.

⇨ Encourage partnerships between residents, businesses, and nonprofit organizations.

⇨ Utilize a simple application process accessible to all neighborhoods.

⇨ Require projects to demonstrate community participation and impact.

⇨ Highlight completed projects through city communications and recognition events.

♡ Bay City Connection Project- Create recurring opportunities for residents, business owners, community leaders, nonprofits, veterans, educators, and stakeholders to gather around shared tables for dialogue, relationship-building, and collaborative problem-solving.

Actionable Opportunities for Consideration:

⇨ Host quarterly community connection dinners or roundtable discussions.

⇨ Rotate locations throughout different neighborhoods and community spaces.

⇨ Organize discussions around community priorities, opportunities, and shared goals.

⇨ Facilitate networking between residents and local organizations.

⇨ Create working groups that continue conversations beyond individual events.

⇨ Publish key takeaways and collaborative action items after each gathering.

♡ Youth Service and Community Impact Projects- Support youth-led efforts that improve neighborhoods while developing leadership skills and civic engagement.

Actionable Opportunities for Consideration:

⇨ Establish an annual Youth Community Impact Challenge.

⇨ Provide small project grants and mentorship opportunities.

⇨ Support youth-led cleanup projects, beautification efforts, community gardens, and service initiatives.

⇨ Partner with schools, youth organizations, and local businesses.

⇨ Offer leadership development workshops and volunteer training.

⇨ Celebrate completed projects through public recognition and community showcases.

⇩PULSE POINT OPPORTUNITIES FOR THE FUTURE (1-5 years): We found these to be more long-term aspirations that support lasting growth, economic vitality, infrastructure improvements, and community well-being. The actionable opportunities for consideration are longer-term, strategic priorities that build on the engagement and community-focused initiatives outlined in PULSE POINT OPPORTUNITIES FOR TODAY AND TOMORROW. Together, these strategic priorities create a strong foundation around Neighborhood Strengthening, Economic Opportunity, Community Development, Quality of Life, and Resident Engagement—a framework that feels practical, forward-looking, and focused on measurable community outcomes.

♡ Neighborhood Revitalization Strategy- Develop long-term plans to improve neighborhood conditions, strengthen community pride, and enhance quality of life.

Actionable Opportunities for Consideration:
⇨ Conduct neighborhood assessments to identify strengths, challenges, and opportunities.
⇨ Develop neighborhood-specific improvement plans with resident input.
⇨ Prioritize beautification, housing improvements, safety enhancements, and public spaces.
⇨ Support resident-led revitalization projects through partnerships and grants.
⇨ Track neighborhood progress through measurable benchmarks and annual reporting.
⇨ Coordinate efforts across city departments, nonprofits, and community organizations.

♡ Housing & Community Development Initiatives- Explore strategies that support housing availability, neighborhood stability, and residential growth. 

Actionable Opportunities for Consideration:

⇨ Encourage rehabilitation of existing housing stock.

⇨ Explore incentives for redevelopment of vacant and underutilized properties.

⇨ Support attainable housing options for families, seniors, and young professionals.

⇨ Promote homeownership education and neighborhood stabilization programs.

⇨ Partner with housing organizations and developers to identify community needs.

⇨ Develop a long-term housing strategy aligned with future population growth goals.

♡ Homelessness, Housing Insecurity & Community Impact- Homelessness and housing insecurity emerged as concerns throughout PULSE conversations. Residents expressed concern not only for individuals currently experiencing homelessness, but also for people and families who may be one financial hardship, job loss, health crisis, or unexpected expense away from losing stable housing. Community input reflected a desire for Bay City to approach homelessness with both compassion and accountability, recognizing that there is rarely one cause or one solution. Residents pointed to the connection between housing, mental health, substance use, employment, transportation, healthcare, and access to supportive services.

PULSE conversations also highlighted the impact these challenges are having on local businesses and public spaces. Concerns included individuals sleeping or gathering near businesses, use of private property, sanitation, safety, and situations involving mental health or substance use crises. Business owners and employees may find themselves responding to circumstances they are neither trained nor equipped to manage. These situations can also affect customers' perceptions of safety, accessibility, and their overall experience within business districts. At the same time, residents emphasized the importance of responding in a way that maintains the dignity and humanity of people experiencing homelessness. Supporting individuals experiencing homelessness and supporting local businesses do not have to be competing priorities. Both deserve thoughtful, coordinated solutions.

Residents expressed a need for:

⇨ Greater awareness of existing shelters, housing programs, and available resources.
⇨ Stronger coordination between the City, nonprofits, healthcare providers, law enforcement, housing organizations, businesses, and other service providers.
⇨ More accessible mental health and substance use recovery resources.
⇨ Support that helps individuals move from immediate crisis toward long-term stability.
⇨ Increased attention to affordable and attainable housing.
⇨ Clear guidance for businesses and residents when they encounter someone in need or experiencing a crisis.
⇨ Clear pathways for community members who want to help, volunteer, donate, or connect someone to services.

Actionable Opportunities for Consideration:

⇨ Create one clear, publicly accessible resource guide identifying homelessness, housing, mental health, recovery, and crisis services available in Bay City.

⇨ Establish a clear response protocol for businesses and residents so they know who to call and what to do based on the situation.

⇨ Identify gaps in existing services before creating new programs or duplicating current efforts.

⇨ Strengthen coordination and regular communication among organizations already serving individuals experiencing homelessness and housing insecurity.

⇨ Increase outreach that connects individuals directly with available services rather than relying on businesses or residents to navigate those systems.

⇨ Strengthen prevention efforts for individuals and families at risk of becoming homeless.

⇨ Explore additional transitional, supportive, affordable, and attainable housing opportunities.

⇨ Include local businesses in conversations about homelessness, public spaces, safety, and community solutions.

⇨ Clearly communicate what the City, law enforcement, nonprofits, housing organizations, and service providers are already doing and where gaps remain.

⇨ Support and strengthen organizations already serving individuals experiencing homelessness. Identify the entities currently providing shelter, outreach, meals, resources, safe spaces, and other forms of support, and explore how the City and community can better resource, partner with, and amplify their work.

⇨ Develop a trained community response team to engage with individuals experiencing homelessness. Consider a team specifically trained in relationship building, de-escalation, mental health, substance use, trauma-informed response, and resource navigation. This team could help connect individuals to appropriate services while also supporting businesses, residents, law enforcement, and service providers.

The goal- from our perspective- should not simply be to move homelessness from one street, neighborhood, or business district to another. The opportunity is to better understand why people are experiencing homelessness, strengthen pathways toward stability, support the businesses being impacted, and create public spaces that are safe, welcoming, and humane for everyone.

♡ Infrastructure Improvement Planning- Continue investing in roads, sidewalks, lighting, public spaces, and transportation improvements that directly impact residents' daily experiences.

Actionable Opportunities for Consideration:
⇨ Establish a publicly accessible infrastructure priority list.
⇨ Incorporate resident feedback into annual capital improvement planning.
⇨ Prioritize sidewalk connectivity, neighborhood street improvements, and pedestrian safety.
⇨ Expand efforts to improve street lighting and accessibility.
⇨ Coordinate infrastructure investments with neighborhood revitalization efforts.
⇨ Provide regular updates on project timelines, funding sources, and progress.

♡ Economic Growth & Business Attraction Strategy- Create a coordinated approach to attracting new businesses while supporting existing local entrepreneurs.

Actionable Opportunities for Consideration:
⇨ Develop targeted business attraction and retention goals.
⇨ Promote redevelopment opportunities and available commercial sites.
⇨ Streamline communication and support for business development projects.
⇨ Expand partnerships with economic development organizations and regional stakeholders.
⇨ Support entrepreneurship through networking, mentoring, and resource connections.
⇨ Regularly engage local businesses to identify barriers to growth and investment.

♡ Workforce Development Partnerships- Strengthen partnerships between schools, employers, workforce agencies, and community organizations to create pathways for employment and career growth.

Actionable Opportunities for Consideration:

⇨ Convene an annual workforce development summit.

⇨ Expand internship, apprenticeship, and job-shadowing opportunities.

⇨ Connect students with local career pathways and emerging industries.

⇨ Partner with employers to identify workforce needs and skills gaps.

⇨ Promote workforce training programs and continuing education opportunities.

⇨ Support efforts that help residents access career advancement resources.

♡ Youth Retention and Talent Development-  Develop strategies that encourage young people to remain connected to Bay City through educational, professional, and leadership opportunities.

Actionable Opportunities for Consideration:
⇨ Create internship and mentorship opportunities with local employers.
⇨ Establish a "Future Leaders of Bay City" leadership development program.
⇨ Promote pathways for young professionals to serve on boards and commissions.
⇨ Support networking opportunities that connect students with community leaders.
⇨ Encourage entrepreneurship and innovation initiatives for young residents.
⇨ Develop strategies that help graduates see long-term opportunities within Bay City.

♡ Expanded Parks, Recreation, and Public Gathering Spaces- Invest in spaces that encourage community connection, recreation, and resident well-being.

Actionable Opportunities for Consideration:
⇨ Conduct a community-wide assessment of park and recreation needs.
⇨ Improve accessibility, amenities, and maintenance of existing parks.
⇨ Explore opportunities for additional trails, green spaces, and gathering areas.
⇨ Expand programming that serves youth, families, and seniors.
⇨ Support neighborhood-based recreation and community events.
⇨ Encourage public-private partnerships that enhance recreational opportunities.

♡ Community Identity & Tourism Development- Build upon Bay City's unique assets, history, waterfront, arts, culture, and local character to strengthen tourism and community pride.

Actionable Opportunities for Consideration:
⇨ Develop a coordinated community branding and storytelling initiative.
⇨ Promote Bay City's waterfront, historic districts, arts, and cultural attractions.
⇨ Support festivals, events, and experiences that attract visitors year-round.
⇨ Expand partnerships with tourism organizations and local businesses.
⇨ Encourage placemaking projects that celebrate Bay City's unique identity.
⇨ Create opportunities for residents to serve as ambassadors for the community.

♡ Vacant Property Improvement Strategy- Develop long-term solutions that address underutilized properties and support neighborhood investment.

Actionable Opportunities for Consideration:

⇨ Conduct an inventory of vacant and underutilized properties.

⇨ Prioritize strategic redevelopment opportunities in key corridors and neighborhoods.

⇨ Explore incentives that encourage property rehabilitation and reinvestment.

⇨ Partner with developers, nonprofits, and community organizations on redevelopment efforts.

⇨ Support temporary uses such as community gardens, pop-up spaces, and public art installations.

⇨ Track redevelopment progress and publicly report outcomes.

♡ Long-Term Civic Engagement Framework- Create sustainable systems that ensure resident voices continue to inform decision-making and community planning for years to come.

Actionable Opportunities for Consideration:
⇨ Establish annual community visioning and goal-setting sessions.
⇨ Maintain resident advisory councils and neighborhood advisory teams.
⇨ Utilize surveys, digital engagement tools, and public forums to gather feedback.
⇨ Develop clear processes for responding to community input and reporting outcomes.
⇨ Create leadership development opportunities for future community leaders.
⇨ Measure and publicly report civic engagement participation and community impact.

♡ What We Heard Through the Community Survey: In addition to our PULSE conversations, we invited Bay City residents to share their thoughts through a community survey (19 Questions. Answers to 18. The last question asked if a resident wants to be contacted. That info will be shared with the appropriate entities- not shared publicly). The following responses offer a snapshot of what participants shared about their experiences, concerns, hopes, and ideas for the future of Bay City. These responses are shared to reflect the voices of participating residents and do not necessarily represent the views of all Bay City residents or The Breaking Bread Village. NOTE: Responses are shared exactly as submitted, without edits or alterations, to preserve the intent of each respondent and avoid any potential misinterpretation or miscommunication.

⇨ QUESTION 1: In one word, how would you describe Bay City? Growing, my hometown, amazing, changing, deteriorating, home, struggling, sufficient, dysfunctional, filing, eroding, friendly, growing, feeble, broke, corrupt, beautiful, sad, old, diverse, sh!t, failing, organic (NOTE: Many words were used several times to describe Bay City)

⇨ QUESTION 2: What keeps you living, working, or spending time in Bay City? (Check all that apply or other) Neighbors; Community Activities; Work, I was born here and here I will be on the final day of my wonderful life that,  Community Activities; Family; Community Pride, Neighbors; Community Activities; Family; Work; Community Pride, Neighbors; Family; Finances, Family, Community Activities; Community Pride; Where we have settled, Finances, Neighbors, Family; Work, Family; Work; Community Pride, Family, Family, Neighbors; Community Activities; Veteran support, Community Activities; Family; Finances, Community Activities; Family; Community Pride, Finances, Community Activities; Family; Work; Community Pride, Finances, Family, I can't afford to leave, Family, Family, Neighbors; Community Activities, Financial inability to leave, Must can't even afford to move, Family, Community Activities; Work; good third spaces, Neighbors; Community Activities, Community Activities; Family; Community Pride, Finances, Family; Finances, Work; Community Pride, Neighbors; Community Activities; Family; Work; Community Pride; Finances, Neighbors; Community Activities; Family; Community Pride; Beautiful 

⇨ QUESTION 3: What gives you hope for Bay City's future? The people who invest in it and care, that someday people will all come together and get along, fix the bridge toll amount, Homes for the homeless, New businesses coming in, Children, Hard question, that future generations can live and thrive here. Continue to build while still staying "home town", Community involvement, Young leaders running for office, Uptown, The people with passion for their community, that volunteer because they love doing it, Nothing, Knowing most other people who live here are equally disgusted with the overall decline and the possibility of taking our city back from dealers and degenerates and the overall filth they bring is just a matter of time, Transparency and homeless support, Residents are getting more involved, Seeing businesses coming in, That the newbies see things in a new light, Different leadership, Community coming together, Not a whole lot,  I moved to midland, Economic growth hopefully out side investments, New blood, That discussions and actions around change are taking place, Nothing genuinely, nothing, Honestly, nothing that I see, the community comes together when it matters most, Community, downtown offering many different opportunities for a variety of people, Progressive thinking, Potential, People are waking up, and demanding change, A New City Manager And Commissioners, Bringing the Bridgetown down

⇨ QUESTION 4: What organization, event, or place helps create a sense of community for you? Riverwalk Rail Trail, Church, Wicked Emporium Studio and Co-Pay It Forward group, Pantry donations, community help centers, Church, Fireworks festival, the blessing boxes and the people that fill them, Wicked Emporium Studios and Company Pay It Forward, Bay Valley Christian Church/Wicked Emporium. Various restaurants, Concerts in the park and festivals, Things like Wednesdays in the park, Library and history museum, River, Literally nothing-can’t leave the house without feeling unsafe.  Even grocery shopping feels like a gauntlet, Veteran organization, Bay City Veterans, Fireworks, Wednesdays in the park. So many events to mention, My church, Great Lakes Dream Center, Good Samaritan Rescue  Mission, the Bay City Public Library system, and the Fourth of July festival, Smith food pantry, Line dancing, YMCA and church, River, the downtown concerts, none, none, It used to be things like the river of time, boat races, pig gig before it was changed, YMCA, coffee shops (lolobees, live oak, harless), church, sewing classes, book club, green spaces (state park, tobico marsh, nyanaging point), United We Go, Great Lakes Bay Pride &Disabilities network, lolobees coffee shop, north peak, mulligans, ymca, the Asterix *, Church/ Parish community, The fireworks. St. Stans, Rib Fest, the line dancing on 3rd Street- while not my scene- is impressive. Bay County Community Foundation, Wicked Emporium Studio pay it forward 

⇨ QUESTION 5: What is one hidden gem in Bay City that more people should know about? All of the small town shops that only locals know about, There are a lot of caring and giving angels in our community, Barneys, Free food, Th Edson, I used to think 3rd st park but it is in disrepair, Im sure many people have a special spot- mines a secret, Libraries / Masonic Temple events, Parks, Marsh near the state park, Bay City Area the Firetruck museum. The historical museum, Ansbach Platz, Rail trail, the piers, Trinity Church, Mini disc golf course along the river, the great parks we have, the Bay City Public Library system and Blue Line Liquidations, Waterfront, we have the best slum lords, the river of time. It joined both sides of the river, Our riverwalk, The pearl of the Friendship Shell is known as the Toilet Bowl, Don't move here, Everything that meant something has either closed or been vandalized. Silent Book Club Bay City!, Beatles&Beans Cafe, hells half mile film festival, LoLoBees Coffee, Midland Street, Our parks. Whatever you're looking for, one of our parks has it, The free concerts on Wednesdays and Fridays in the fall, State park

⇨ QUESTION 6: Which ward do you live in? (Below)

⇨ QUESTION 7: How proud are you to be part of Bay City? (Below)

⇨ QUESTION 8: Overall, how optimistic are you about Bay City's future? (Below)

⇨ QUESTION 9: What is one thing you never want Bay City to lose as it continues to grow? Its connection with its history, The Southend!,  Community, Community help, nature habitats, the sense of community, The people who truley care about this community, community, Working class roots, Law enforcement, Bay City has not grown in over 50 years. Our historic architecture should always be protected, it’s history, police, Teachers who rally behind their students to support their ambitions to become a better generation and make necessary change. Community, sense of community, community involvement, its growing? Downtown and all the great things down there, The sense of community that the residents created. People, I love to see the escalating cost of utilities and property taxes. Friendly residents, the library, it needs to change everything, Small and local business, a love for our natural resources, Festivals, The library, It needs to change everything, Community events, high level of hospitality, young people, Waterfront beauty,  it’s empathy, its values

⇨ QUESTION 10: Do you believe Bay City has the people and resources needed to become an even stronger community? (Below)

⇨ QUESTION 11: How would you currently describe your level of trust in Bay City leadership? (Below)

⇨ QUESTION 12: Which issue is currently impacting your daily life in Bay City the most? (Check all that apply or other) Public safety (lighting, sidewalks, walkability); Access to community spaces and upkeep, Roads and street conditions; Public safety (lighting, sidewalks, walkability); Access to community spaces and upkeep, Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas); Noise.  Bad mufflers and loud motorcycles, Bridges and transportation flow, Roads and street conditions; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow, Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); Concerns related to crime and community safety; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow, Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); City communication about projects/repairs; Access to community spaces and upkeep; Concerns related to crime and community safety; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Bridges and transportation flow, Roads and street conditions; Bridges and transportation flow; Housing stability or insecurity in the community, Concerns related to crime and community safety, Roads and street conditions; Bridges and transportation flow; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); Concerns related to crime and community safety; Housing stability or insecurity in the community, Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas); Poor rules, Bridges and transportation flow; Concerns related to crime and community safety, Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); City communication about projects/repairs; Access to community spaces and upkeep; Concerns related to crime and community safety; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), City communication about projects/repairs, Roads and street conditions; Bridges and transportation flow;Concerns related to crime and community safety, Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); Access to community spaces and upkeep;Concerns related to crime and community safety; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow, Roads and street conditions; Access to community spaces and upkeep, Roads and street conditions; Bridges and transportation flow; City communication about projects/repairs; Access to community spaces and upkeep; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); City communication about projects/repairs; Access to community spaces and upkeep; Concerns related to crime and community safety; Housing stability or insecurity in the community;Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Roads and street conditions; Bridges and transportation flow; Public safety (lighting, sidewalks, walkability); City communication about projects/repairs; Access to community spaces and upkeep;Concerns related to crime and community safety; Housing stability or insecurity in the community; Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Bridges and transportation flow, Roads and street conditions; Housing stability or insecurity in the community, Bridges and transportation flow;Concerns related to crime and community safety, Roads and street conditions;Bridges and transportation flow;City communication about projects/repairs;Access to community spaces and upkeep;Housing stability or insecurity in the community;Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Everything needs help, Roads and street conditions;Bridges and transportation flow;Public safety (lighting, sidewalks, walkability);Concerns related to crime and community safety;Housing stability or insecurity in the community;Cleanliness of neighborhoods (trash, upkeep outside of main/popular areas), Public safety (lighting, sidewalks, walkability);Housing stability or insecurity in the community, Bridges and transportation flow;City communication about projects/repairs;Access to community spaces and upkeep;Listen to owners re mosquito spraying ..killing bees and other natural beings ..fireflies,etc., Concerns related to crime and community safety, Housing stability or insecurity in the community, Roads and street conditions;Bridges and transportation flow;City communication about projects/repairs, Roads and street conditions;City communication about projects/repairs, Roads and street conditions;Bridges and transportation flow;Public safety (lighting, sidewalks, walkability);City communication about projects/repairs;Access to community spaces and upkeep;Concerns related to crime and community safety;Housing stability or insecurity in the community, Bridges and transportation flow;City communication about projects/repairs;Housing stability or insecurity in the community

⇨ QUESTION 13: How would you describe access to resources and support in your community? (Multiple choice) I know some resources exist, but accessing them can be difficult, I feel there are not enough resources available for community needs, I feel well-informed and can easily access the resources I need, I feel well-informed and can easily access the resources I need, I know some resources exist, but accessing them can be difficult; I am unsure what resources are available in the community, I feel well-informed and can easily access the resources I need, I feel there are not enough resources available for community needs, I know some resources exist, but accessing them can be difficult; I feel there are not enough resources available for community needs; I have needed support before but was unable to receive it, I feel there are not enough resources available for community needs, I feel there are not enough resources available for community needs, I have heard of resources, but I am not sure how to access them,  I know some resources exist, but accessing them can be difficult, I feel well-informed and can easily access the resources I need, Don’t seek out resources, I know some resources exist, but accessing them can be difficult, I have needed support before but was unable to receive it, I feel there are not enough resources available for community needs, I know some resources exist, but accessing them can be difficult, I know some resources exist, but accessing them can be difficult; I have needed support before but was unable to receive it, I feel well-informed and can easily access the resources I need, I know some resources exist, but accessing them can be difficult;I feel there are not enough resources available for community needs;I have needed support before but was unable to receive it, I know some resources exist, but accessing them can be difficult, I am unsure what resources are available in the community, I feel there are not enough resources available for community needs, I have heard of resources, but I am not sure how to access them, I feel there are not enough resources available for community needs, I feel there are not enough resources available for community needs, I feel there are not enough resources available for community needs;I have needed support before but was unable to receive it, This city throws everyone to the curb unless it has to do with uptown, I have heard of resources, but I am not sure how to access them, I know some resources exist, but accessing them can be difficult, I know some resources exist, but accessing them can be difficult, I am unsure what resources are available in the community, I know some resources exist, but accessing them can be difficult, I feel there are not enough resources available for community needs, I feel well-informed and can easily access the resources I need, I know some resources exist, but accessing them can be difficult;I feel there are not enough resources available for community needs, I have heard of resources, but I am not sure how to access them;I feel there are not enough resources available for community needs;I am unsure what resources are available in the community;I have needed support before but was unable to receive it

⇨ QUESTION 14: We’d love to hear more from you. Please share any experiences, examples, or thoughts that help explain your answers to the questions above (trust in leadership, community concerns, and access to resources). We need more more police, We need traffic enforcement, We need people to regain their trust in the City that they will fight to do what's right for the citizens in this community, I'm truly at a loss, Bay City has been led astray by several leaders in the past. Poor managerial decisions, (like the Hereford and Hops loan, the Doubletree situation, the DDA and outrageous taxes that skew affordable housing, and the bridges) and lack of future planning for tax base has left Bay City struggling. Some type of industry needs to be wooed to bring jobs and tax base back., As a Senior citizen I have access to a few more services than my younger queer and trans friends have. I worry for them, We need more community events. We need to be helping our people in the community more our homeless are elderly and our young families. We need to be kind and not make them feel unworthy. This town has become very judgmental. This town is made of mostly of older people that are set in their lifestyle and forget what it’s like to start with nothing, Lack of transparency and trust with the city officials. Sometimes you feel like they don't care what the people need or want, I think they do what they want, not what the residents want, No answer, New to this town due to relocating for work. I hate that I moved here. It’s next to awful. Can’t wait to leave, I think trust in leadership has come to a low. People no longer believe leadership is there to represent us, Toll costs, We have many leaders that clearly care. Of course there are individuals in the community that are negative or even corrupt, but that will always falter in comparison, Perhaps my job keeps me better informed and willing to maintain a more positive perspective but I think one of the challenges Bay City faces is citizens with a negative attitude that impacts how they see the world around them and communicate. Every city has its challenges. We are all aware of the challenges Bay City faces but we shouldn’t forget all of its blessings and gifts. We still have a lot of great people who believe in this town, invest in it and want to see it flourish, Bay City government has an enormous transparency problem. Things like the Wenonah park project, state theater, and bridge debacle have made it much worse. Our local leaders not only have failed, they believe they deserve promotion. It’s ridiculous, I dont know leadership lack of communication from the city government, Do I really have to explain? Look at the current leadership and the downward spiral of what this city was, Taxes are too high. They tell me my place is worth $185,000. I've had it listed 3 years straight at 120 and nobody has even looked at it. Went through the assessment review was denied. How was next to me sold for 35,000 10 years ago, The bridge tolls are a worry for me. I would like to pay the 15 dollars a month when the time comes. I would love to see everyone provided this option across the county, It think it would help our city to be more welcoming. Leadership is performative and does not take real accountability or pride. they change opinions when people disagree. they don’t show up when it matters or when nobody is watching. Statements and enactments which there is now accountability and lack of understanding outcomes created. Bay City is Broken. Not just our infrastructure, but our people are broken. We have been lied to, mistreated, made promises that weren't delivered. And yet, we still want what's best for our city. Our people, are good. Honest. Hard working folks, who just want safe streets to drive on, clean parks to play in, and honest leadership, focused on taking Bay City forward. My community concerns are related to the loud and rowdy crowd you find Thursday-Saturday nights on Water Street. Given the mix of residential and business, I worry about car racing, fighting, and noise post 11PM. There is no law enforcement presence in the area. Kids on mini bikes are becoming a issue. I don't believe they should be able to ride them on the road. I live outside of the city in a township but I pay property taxes also own rental property, Community efforts

⇨ QUESTION 15: How would you feel better supported in your community? Make me want to get involved. I dont know how, I will know when it happens, Just feeling heard and seeing a TRUE attempt at addressing this cities failures, Leaders who ask the residents for input regarding decisions that will affect the community, I just feel that city management shouldn't feel like they are entitled to close themselves in an office and ignore the citizens, Mental support, Do you have the commissioners of each area work within their area to help their people with concerns? Fix the bridges..no tolls, its ridiculous to think you pay taxes here your whole life and now theres a charge to go to the west side!!! OUTRAGEOUS, Have leadership that actually leads. Leaders listening to residents, No answer, I’m supported, Bring toll down. Warming center, cooling center, and transitional housing/ sober living .housing, Tbh, once I started asking for support, I found it. Governments transparency. It’s awful, Better access to resources, All new leaders and probably not even that will help, By having leaders that cared about the people rather than their own bank accounts, More cops, I would feel better supported if information is provided about important situations, events, etc. The city has to do a better job educating voters. Too many people think there was a millage vote for the bridges. There wasn't, Too many people think a baseball field or casino were actually coming to Bay City. They weren't. Too many people have no clue how the d.d.a. and tif zones work. Yet clamor about too high taxes, and road repairs. Our leaders, Stop giving raises and make do with what u have I do, More reliable transportation with metro shuttle bus and more public transportation on Sundays

⇨ QUESTION 16: If you could sit across from leadership, what’s one thing you’d want them to truly understand right now? I ask what do you want to see in Bay City for your grands? That we want to trust that you have the entire community in you minds, not just the uptown area that 80 percent of us can't afford. They work for us, and their salaries are paid by us — the decisions they make should be in alignment with what the community needs and wants, That bay city is in real trouble, Variety of people who have transportation needs, food issues, unhoused. If you don’t take care of Bay City and fix his reputation, we will not be that cute little town that everybody wants to see like Tawas Oscoda people like little towns we can offer that, Fix the roads. Fix the bridges, This city is in trouble 😵‍💫 😔 and needs help! Honesty, trustworthy, community, We need a lot of honest answers to a lot of concerns, Get a different job. You can’t relate to the people. Transparency, There’s a lot of division right now. But ultimately everyone just wants better for the community and its people. We want more doing instead of just promising change. What a hardship it is keeping up with rent in Bay City, If the city doesnt want to be a scapegoat, it needs to effectively communicate in good faith consistently. Even during the hard times great things can take seed and grow, so don’t get too focused on the challenges and miss seeing and celebrating what’s growing and working well. You are not for the people, Their priorities are way out of whack. I see multiple millions of dollars in new trucks and fleet vehicles while they claim they cannot afford basic repairs to fire stations. Communication is an issue, They are money hungry and only line their pockets, We need more action and less reaction. Putting narcan kiosks on corners doesn’t replace the need for addiction support. Putting an emergency shelter in place doesn’t replace the needs of the homeless. The city needs to draw more employment opportunities so these issues can be mitigated on the front end. We need proper safety measures in place for residents and for leaders to make it clear that our city will no longer tolerate the out of control flow of blatant crime and violence. You're running all of Bay City to the crap hole. With the exception of uptown and downtown. They are the only community that gets more than their tax dollars back. We are only a few years away from bulletproof class in party stores and if things keep going as planned more section 8 housing which always always brings the property value up. LOL, Homelessness, How important it is to get a toll deal for the bridges. That issue is overshadowing Bay City’s other issues. words without actions are empty, Focus on support of law enforcement, first responders and infrastructure like roads. More focus on ordinary people, not the million dollar condo people and unaffordable restaurants Listen. Your constituents are mad. They feel like they are not being listened to. So, many, are no longer engaging. They don't care about a band playing the fireworks. They want their roads fixed. They dont care about sanctuary city policies. They want the homeless issue addressed. They want you to stop with your pet projects and start looking out for the city as a whole. You failed us. Your investment into Doubletree was a bust. Hereford and Hoppes was a flop. The hydroforce no bid contract fiasco was borderline crininal in how it unfolded. How many millions were squandered or lost? Toll bridges, The bridges are a huge issue and I feel that we should not have sold them knowing that they would be a toll bridge, Get tough and do your job, More reliable public transportation especially for seniors& disabled

⇨ QUESTION 17: What would meaningful communication from city leaders look like to you? Stay on their level. Use their language , keep it short sweet simple, but informative.meet the people where their at. Not just a smile and nod at our concerns but actual actions. Regular updates (on social media or by email), to inform the public and request input. Maybe a Facebook page with posts updating on situations?? Have them be open to community events accessible to people. To actually address the concerns of the residence and actually work on it to get them done within a reasonable amount of time instead of saying it’s on the agenda. Do what you say your going to do. A huge change starts with leaders who don't just lead they listen. Real leadership is built on transparency, accountability, and earning the public's trust. People deserve honest communication, open decision-making, and leaders who value community input instead of making decisions behind closed doors. When trust exists between the people and their leaders, everyone benefits and real progress can happen. It would be beautiful. No answer no answer. Talking more to the people about what matters most. Not just giving possible solutions but acting on them. Transparency!!! Communication via solid built w.ebsite . An active city facebook page, as well as an offline equivalent, so all citizens have the same information. Just keep being open and honest, even though it’s hard. Authenticity is noticed by level-headed people and appreciated/respected. Step down. Stop covering up the many horrific decisions. It would mean so much to at least hear one of them admit that the bridge situation is a total failure. Transparency and including residence in more decisions and fixing the bridge issue and canceling lease with bridge authorities. Waste of time. No. City leaders are there for the slap on the back the parties in the handshakes. They are underpaid and nobody wants the job unless they want the notoriety. Pay the mayor 180 Grand a year so that they want to keep the job and do it well. A monthly newsletter sent out via email. One that provides minutes from the previous meeting and and include the next agenda. Maybe a section on getting to know about Bay City. Then a calendar of events coming up in the next 6 weeks. Add a section about the unique history of Bay City. Talk about our neighborhood’s unique qualities. Being on the ground and in spaces where people are, listening without defending. Support of the local police. Not engaging in the support of left wing ideology politics. Stop talking like a politician looking for higher office. Honestly. Anything would be better at this point. Stop relying on Mlive and the news/press releases. Use your own social media channels to inform the constituency. Use the YouTube channel for more than meetings. Make informational videos about what the city is doing. Show the inside of some of the old wood sewer lines the city still has. Etc.. None. Addressing the issues that we face with the bridges, road conditions and mini bikes. Communication is the key even if is good or bad news. Adding bus routes & more shuttle hours

⇨ QUESTION 18: What is one realistic step- by leadership or the community- that could help move it toward positive change? Solve the toll bridge fiasco, At this point I'm not seeing a positive outcome. Once trust is lost, it's very difficult to get it back. Stop making decisions that negatively affect and impact our communities. To listen to the community. People are so afraid to be affiliated with certain groups and so many the cost of living has made food and medical out of range. I would love to see Bay County come up with its own Healthcare like Genessee has. To actually answer the questions at the meetings that people have concerns with and give them a true answer instead of white washing it and making it politics. Change the bridge deal!!! Rik Hayman the new manager leading the city back into the right direction. Residents, Not really anything leadership can do to bring in thousands of jobs anymore, Open a dialog w.ith BCBP, A How does it work? Series. Maybe regularly inform citizens of the complicated inner workings of a city, so we understand why things happen. Step down, In order for our City to even start to regain trust we need a change in leadership. We hired a new City Manager, yet the commission won’t let the old one go. The commission needs to understand that they are the Managers boss. Not the other way around. Open meetings in public setting with city functions, Nothing will help, More police fix the roads get rid of the homeless, Host a celebration at the beginning of board meetings. Celebrate a business, volunteers, and other things. real engagement not for publicity, Balance out bridge traffic and fix the roads. Solve the bridge issues, Right now nothing bc everyone is sad about life until that changes it’s no use, Making more public transportation avzilable

A Community That Cares: One of the clearest themes throughout our conversations and survey responses was simple but powerful: Bay City residents care deeply about their families, their neighborhoods, and their community. In fact, one word continued to surface throughout this process: community. It appeared repeatedly in survey responses and in our in person conversations. Residents talked about wanting a stronger community, supporting their community, bringing the community together, improving the community, and creating a better community for future generations. The language may have differed, but the heart behind it was consistent.

Throughout this process, I also had the opportunity to speak with residents whose families have called Bay City home for five, six, and even eight generations. For many, Bay City is more than where they live. It is where their families have grown, worked, built relationships, created memories, and established roots that span generations. Even when residents expressed concerns, frustrations, or hopes for change, those conversations often came from a place of investment. People care about what happens here because Bay City matters to them. Residents were not simply pointing out what they believe is wrong. They were sharing what matters to them and what they hope Bay City can become. Perhaps one of the greatest strengths identified through this process is that people care. There is history here. There are roots here. There is love here. And repeatedly, there is a desire for community.

CLOSING SHARES: How We Gathered Information. The Breaking Bread Village approached this work with one primary goal: to listen. Information was gathered through our PULSE community conversations, resident surveys, direct outreach, individual conversations, community engagement, and time spent throughout Bay City. We also reached out to local leaders, organizations, businesses, community entities, and other stakeholders to invite their perspectives. This report reflects the information we were able to gather from those who responded, participated, or chose to share with us. Our intention was not to determine who was right or wrong, but to better understand what people were experiencing, noticing, questioning, appreciating, and hoping for in their community.

Who We Heard From. We heard from a wide range of people connected to Bay City, including longtime residents, newer residents, community leaders, business owners, organizations, and individuals simply wanting the best for the place they call home. Some of the residents we spoke with represented families who have lived in Bay City for five, six, and even eight generations. Others brought newer perspectives and experiences. These voices do not represent every person in Bay City, nor do we claim that they do. They represent the people who chose to share their experiences and perspectives with us during this process.

What This Report Is and Is Not. This report is a reflection of what was shared with The Breaking Bread Village during our time listening in Bay City. It is not an audit, investigation, performance evaluation, or determination of fact. Resident experiences and perceptions are presented because understanding what people believe, experience, and perceive is an important part of understanding the community itself. Not every statement shared with us could or should be interpreted as a verified fact. Instead, we encourage readers to consider what those responses may reveal about communication, trust, awareness, accessibility, and the relationship between residents and the systems that serve them.

Perception vs. Reality. One important theme emerged throughout this process: sometimes the resource, program, service, or effort residents are asking for may already exist. That does not make the resident's concern irrelevant. When residents consistently identify a need for something that is already available, the opportunity may not be creation. The opportunity may be communication, awareness, accessibility, connection, or trust. In those moments, the question shifts from: “Do we have this?” to: “Do people know we have it, understand how to access it, and trust that it is available to them?” That distinction is important and should be considered when reviewing the findings throughout this report.

What We Heard That Was Working. While residents shared concerns and opportunities for improvement, we also heard appreciation. People spoke about their love for Bay City, their neighborhoods, their families, local businesses, organizations, community events, and the people who continue to invest their time and energy into the city. We also observed leaders and organizations actively working within the community, listening to residents, providing resources, and attempting to address challenges. Improvement does not always require starting over. Sometimes progress means identifying what is already working, strengthening it, supporting it, and making sure residents know it exists.

Areas of Alignment. Residents did not agree on everything. We did not expect them to. However, across different conversations and perspectives, several shared desires continued to surface: stronger communication, accessible leadership, safer communities, support for vulnerable residents, opportunities for economic and community growth, greater civic understanding, and a desire to see Bay City succeed. These areas of alignment may offer some of the strongest opportunities for forward movement. The starting point does not always have to be where everyone agrees on the solution. Sometimes it is simply recognizing where people agree that something deserves attention.

Tensions, Contradictions, and Questions Worth Exploring. Community listening often reveals perspectives that appear to contradict one another. For example, some residents expressed a desire for greater police presence, while other information shared during this process suggested that police presence has increased compared with previous years. Our role is not to decide which perspective is correct. Instead, the disconnect itself is worth exploring. If resources have increased but residents do not feel or recognize the difference, why? These moments create opportunities for deeper conversation. Rather than dismissing either perspective, they invite leaders and residents to explore the space between what is being done and what is being experienced.

Recognizing Existing Community Assets. Bay City is not starting from zero. We know and celebrate that. Throughout this process, we encountered people, businesses, nonprofits, organizations, programs, institutions, and community leaders already working to support residents and strengthen the city. Before creating something new, there is an opportunity to ask: Who is already doing this work? What do they need? How can we support them? And how can we better connect residents to what already exists? Investing in existing community assets, strengthening partnerships, reducing duplication, and improving communication between resources may be just as important as developing new programs.

What Happens Next? Listening matters most when people can see that their participation meant something. This report should not be viewed as an ending. It is an opportunity to continue the conversation. The findings can serve as a continued conversation for city leadership, organizations, businesses, residents, and community partners to determine what deserves further exploration, what can be acted upon, what already exists but needs greater visibility, and where collaboration may be possible. The next question is not simply, “What did residents say?” It is: “What are we willing to do with what we heard?” Thank You, Bay City. Thank you to every person who participated in a conversation, completed a survey, answered a question, shared an idea, challenged a perspective, offered criticism, celebrated something good, or simply took the time to talk with us. Thank you to those who welcomed us into your community and trusted us with your experiences. We heard pride. We heard frustration. We heard concern. We heard ideas. We heard disagreement. And we heard hope. Most importantly, we heard people who care. This report belongs to that willingness to speak, listen, question, and imagine what Bay City can continue to become. Thank you, Bay City, for sharing your community with us.

♡ A LETTER FROM THE BREAKING BREAD VILLAGE TEAM: As we close the PULSE process, we are reminded that strong communities are not built through reports alone. They are built through relationships, communication, trust, shared responsibility, and a willingness to continue showing up for one another. Throughout this process, residents, business owners, community leaders, organizations, and stakeholders shared their perspectives, concerns, hopes, and ideas for Bay City's future. While viewpoints varied, one theme remained consistent: people care deeply about this community and want to see it thrive.

The insights gathered through PULSE are not intended to provide all the answers. Rather, they offer a snapshot of where the community is today and highlight opportunities worth exploring together. Meaningful progress often begins with listening, grows through collaboration, and is sustained by continued engagement. The future of Bay City will not be shaped by any one individual, organization, or decision-making body. It will be shaped by the collective efforts of people who are willing to listen, learn, contribute, and work toward a shared vision for the community.

The conversation does not end here. In many ways, it is just beginning.

Thank you to every resident, leader, business owner, organization, volunteer, and community member who contributed their voice to this process. Your willingness to participate, share honestly, and invest in Bay City's future has strengthened our collective understanding of the community's needs, opportunities, and aspirations. As Bay City continues to move forward, may this report serve not only as a reflection of what was heard but also as an invitation to remain engaged, stay curious, foster understanding, and continue creating a stronger future together. We are grateful to have worked and walked alongside you, Bay City. Thank you for having us. 

The Breaking Bread Village Team