Introduction
Redevelopment, redesign, and renovation are key elements of municipal centers’ transformation, enabling responsible authorities to facilitate public welfare. Providence, Rhode Island, underwent physical renovation between 1960 and 2000, transforming its center through several designs and implementation programs. Although the different plans were tailored to different needs within the center, the individual strategies contributed to Providence’s overall transformation through combined effort. The effective redevelopment of Providence can be traced to the collaboration of key stakeholders who facilitated sound decision-making, the development of new ideas, and the successful implementation of big projects.
The Capital Center District
New Ideas
A strategic plan is powered by an idea to improve the prevailing conditions for some social and economic benefits. Bunnell (2017) records that the State Capitol building was situated on Smith Hill, north of the Providence Center, but separated by a long stretch of rail tracks. The Capital Center District had a large underutilized area in its original state. It was earlier proposed that the rail tracks and the railway station maintain their location as the government sought to upgrade the rail connection through Providence (Bunnell, 2017). Regarding resource utilization and municipal development, the original arrangement would be inefficient. The idea to relocate the rail tracks was re-born through the analysis of Robert Freeman, referring to an earlier suggestion (Bunnell, 2017). However, an idea would have no transformative capacity unless it was strengthened through continuous research and plan implementation. Therefore, the new idea replaced the original plan, paving the way for a transformative redesign of Providence.
Powerful Decision-Makers
Redeveloping a municipal center is a complex process that requires an effective collaboration of all responsible parties and the availability of resources for implementation. The Capital Center District’s redevelopment plan was successful due to several factors. First, the plan represented the aspirations of a third party in the development of downtown Providence: the state government (Bunnell, 2017). The involvement of the federal government is vital for policy implementation. The government is mandated to ensure that all regulations and followed and that the implementation process is quickened through government funding. Notably, private contractors enforce the accountability of government officials. In this case, the Providence Foundation, a private institution, spearheaded the initiative to use federal railway financing to enhance the Northeast Corridor connecting Providence and Boston (Bunnell, 2017). Rather than a Providence-based agency or organization, the plan was written by an outside professional consultant, Skidmore, Owings, and Merrill (Bunnell, 2017). These powerful decision-makers and stakeholders ensured effective resource utilization, contributing to Providence’s successful redevelopment.
Big Projects
The Capitol plan entailed key projects through which the federal government transformed the Capital District into a business and residential center. Many of the most important aspects of the Capitol plan were put in place five years of its release in 1979 (Bunnell, 2017). The transfer of the designed Northeast Corridor and the building of a new rail station were the two main projects that took place exactly as planned. Transferring the old rail tracks was probably the most innovative project that has led to the Capital District’s transformation. Executing a large project requires effective planning, which, in this case, started with the feasibility study conducted by the Maguire firm (Bunnell, 2017). The quick implementation of this project formed the foundation for further initiatives such as constructing a new station.
The second project– establishing a transport network through a new rail station, led to improved business operations, turning the Capital District into the desired industrial center. The former railroad station was maintained and turned into office space, while the old railroad connection was closed and dismantled (Bunnell, 2017). Although Capital Center’s proposed riverside design was not implemented, by the year 2000, two business and residential structures had been built in the newly established neighborhood north of the old railroad station along the rivers (Bunnell, 2017). Given the original goal of transforming the Capitol’s transportation sector, this project successfully aligned the government’s initiatives to public welfare.
The Lower Fox Point Neighborhood and The Old Harbor
New Ideas
Redesigning the Providence by altering the providence river was a crucial plan motivated by one idea: relocating the rivers to improve transport networks and business activities between the Lower Fox Point and the Old Harbor. Although the idea seemed impractical at first, the stakeholders brainstormed on it and found it feasible. The Old Harbor and the Waterfront project were initiated after the Capital District project. By 1984, a group of stakeholders had formed a coalition to lobby for a riverside design that was notably different from the one suggested in Capital Center (Bunnell, 2017). The rivers in question had occupied land that could be utilized for economic purposes. Therefore, rerouting the Providence River and two more waterways was an innovative idea that contributed to the redesign of Providence, Rhode Island.
The fundamental concept of the Waterfront was to reroute the roadway and waterway network around the Woonasquatucket, Moshassuck, and Providence rivers. By realigning main streets to run alongside instead of over them, the water sources would be daylighted and repositioned to the western and northern sides of their previous locations. In addition, the proposal entailed altering the Woonasquatucket River into a round cove, similar to the long-gone Providence Cove’s shape. Parkland was stretched from the rebuilt cove south and east along the sides of the Providence River far beyond the Interstate 195 Bridge as part of the design (Bunnell, 2017). The Waterfront concept proposed extracting fingers of water to create new piers to commemorate Providence’s historic ports. The ideas presented formed a basis for process evaluation, enabling the responsible parties to transform the Island through river relocation.
Key Decision-Makers
Since every major project requires oversight, implementation, and accountability, implementing the Waterfront and Old Harbor projects required the collaboration of key stakeholders at the local, state, and national levels. The Providence Foundation, Mayor Vincent Cianci, the state representative, and Providence-area architect William Warner were among the decision-makers involved (Bunnell, 2017). Waterfront was specifically created to supplement the Capital Center program already in progress. Bunnell (2017) indicates that following the strong backing at the federal, national, and municipal levels, rebuilding the riverways and roadways in the Capital Center started in 1986 and was completed by 1992. In addition, Leazes and Motte conducted a detailed examination of the proposal, aiding in its successful implementation (Bunnell, 2017). The designers and Providence development council brainstormed on the program, ensuring that it met the desired requirements. Having the support of the state representative quickened the implementation process and ensured that all regulations were met.
Big Projects
After formulating the plan, the stakeholders needed to gather the resources necessary to implement two main projects; daylighting and repositioning. Since the federal government sufficiently funded the projects, their implementation proved successful. The daylighting and repositioning of Providence’s rivers were among the major urban planning projects in the city’s history, with great positive effects on the city’s image (Bunnell, 2017). The city now has a visual focal point thanks to the new riverfront parks located in the heart of downtown.
The riverfront and cove were quickly transformed into a hub for public events, such as the popular WaterFire festival. Crowds flocked to downtown Providence to see the rebuilt shoreline, which was lighted by flickering lights and accompanied by ethereal music. Public welfare was assured through increased convenience and government revenue. The land freed up by the interstate’s removal was planned as a network of roads and streets that reconciled opposing city grids and eliminated the previous highway’s course. These newly constructed blocks have been set aside to build new business and residential facilities at densities equivalent to those seen in the Jewelry District. The completion of the two projects contributed to the effective utilization of recovered land after the relocation of the rivers.
Conclusion
In conclusion, city planning has been good for the transformation of the Providence District. The main goal of city management is to ensure that all resources are effectively utilized. For instance, the old rail tracks and stations occupied large pieces of land that were later used to construct residential and commercial buildings. In addition, rerouting the rivers preserved Rhode Island’s water source while providing an expansion area for further development projects. Since the outcome was the Providence Districts’ development through increased economic activities and public participation, it can be concluded that city planning was essential for the Island’s transformation.
Reference
Bunnell, G. (2017). Transforming providence: Rebirth of a post-industrial city. Troy Book Makers.