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A Vision for Providence 2020 — Text
Sasaki Associates, ZHA, VHB, Barbara Sokoloff Associates. Draft Plan, June 2005.
Text here was obtined from Powerpoint presentation [Download from City of Providence]

A Vision for Providence 2020. Sasaki Associates, ZHA, VHB, Barbara Sokoloff Associates. Draft Plan, June 2005.

Agenda

  • Overview
  • Development Principles
  • Civic Realm
  • Development Opportunities
  • District Concepts
  • Implementation Strategy

Need for a Vision & Strategy

  1. Reconcile and update previous plans
  2. Create a coherent vision
  3. Build partnerships and support
  4. Identify implementation initiatives
  5. Prioritize public investment

Build on Assets

  • Water
  • Historic buildings
  • Universities and hospitals
  • Arts and culture
  • Tourist destination
  • Hilltop views
  • Great streets
  • Momentum
  • Leadership

Process (without dates)

  • Project kick-off / stakeholder interviews
  • Assessment: site, transportation, market
  • Vision Plan: Alternatives / Work Session
  • Draft Plan: Vision / Implementation / Work Session
  • Final documentation

What We Heard

  • Provide public waterfront access at Fox Point
  • Reduce heights along waterfront
  • Ship Street park too big
  • Create additional pedestrian crossing over river
  • Acknowledge existing ownership patterns
  • Accommodate existing utilities
  • Change 3-D graphics to illustrate fabric of buildings
  • Revisions to principles and district uses

Principles

  1. Promote a flexible framework for development
  2. Create a network of pedestrian-friendly streets
  3. Connect each neighborhood to downtown and the waterfront
  4. Link the Valley to the Bay with transit and a continuous waterfront esplanade
  5. Design parks and surrounding development as an integral place
  6. Preserve historic building stock
  7. Implement shared parking as infrastructure

Civic Realm

  1. Streetscape
  2. Programmed parks
  3. Water's edge activities
  4. Trolley and rapid transit
  5. Increased ridership
  6. Intermodal opportunities

Development Opportunities

Real Estate Approach

  1. Position districts based on their competitive advantages
  2. Promote 18-hour mixed-use districts
  3. Target housing for a range of incomes
  4. Develop a green and blue infrastructure and access to and from waterfront
  5. Develop public parking to support project feasibility\

Market Findings 2005 to 2012

  • Office: total 750,000 to 1,000,000 sf multi-tenant and build-to-suit space
  • Residential: total 900 to 2,000 new multi-family units
  • Retail: total 40,000 to 100,000 sf

Height Incentives

  • 1 to 3 Story Density Bonuses
  • Waterfront setbacks
  • Waterfront public access
  • Building stepbacks
  • Arts uses ¥ Implementation of planned parks
  • Park maintenance ¥ Public parking ¥ Affordable housing
  • "Green" development

District Concepts

Promenade: Innovation

  • Flex/light industrial/office
  • Incubator space for small businesses
  • Studio space
  • Residential
  • Service retail

    Public Projects

    • Dean Street improvement
    • Riverfront edge
    • Acorn Street/Park
    • Internal street network

    Private Investment

    • Infill/redevelopment
    • Foundry expansion

Narragansett / Fox Point: Bayfront

  • Allens Avenue headquarters/ medical research
  • Flex/light industrial/office
  • Maritime related businesses
  • Residential
  • Waterfront retail

    Public Projects

    • Land acquisition/remediation
    • Eddy Street underpass
    • Allens Avenue streetscape
    • Continuous waterfront access and parks
    • Water transit/trolley connection

    Private/Institutional Investment

    • Conley's Wharf
    • Small business expansion
    • Hospital infill

Jewelry District: Cutting Edge

  • Academic/medical
  • Office/lab
  • Professional/design offices
  • Ground level retail
  • Residential

    Public Projects

    • Ship Street Landing park
    • Waterfront edge parks
    • Garrahy public parking
    • Pedestrian bridge

    Private/Institutional Investment

    • Institutional expansion
    • Office/mixed use development
    • Heritage Harbor Museum

Downcity/ Capital Center: Anchor

  • Cultural/visitor center
  • Financial businesses
  • Government
  • Academic
  • Regional and downtown retail
  • Creative/design businesses
  • Artist ownership
  • Residential
  • Public parking

    Public Projects

    • Public parking
    • Westminster extension
    • LaSalle Square
    • Emmett Square
    • Weybosset improvements

    Private/Institutional Investment

    • RISD Library
    • GTech
    • Residential projects
    • Hotel expansion/repositioning
    • Grocery market

Strategy

Project Priorities

Years 1-6

  • Woonasquatucket Riverfront
  • Narragansett land acquisition/remediation
  • Narragansett water transit/trolley connection
  • Jewelry District waterfront edge
  • Garrahy public parking
  • Downcity public parking
  • Emmett Square
  • Weybosset improvements
  • LaSalle Square

Years 7-12

  • Dean Street/Pleasant Valley
  • Promenade internal street network
  • Eddy St. Underpass
  • Allens Ave. improvements
  • Fox Point esplanade
  • I-195 ROW streets
  • Ship Street Landing Park
  • Pedestrian bridge

Years 13-20

  • Acorn Street/Park
  • Narragansett waterfront parks
  • Westminster extension
  • Rapid transit

Policy Priorities

  • Zoning
  • Downtown development corporation
  • Parking development/ management process
  • Clarify development incentives and criteria
  • Special Area Management Plan update
  • Tax Increment Financing strategy
  • Streamline approvals process
  • Maintain/expand DID role
    • Clean/safe/attractive
    • Special events/marketing
    • Research and data function

Roles and Responsibilities

City

  • Planning
  • Zoning/density bonuses
  • Development guidelines/regulation
  • Streetscape and parks design & construction
  • Approval of TIF incentives
  • Commitment to mixed-income housing
  • Park maintenance

State/State EDC

  • Historic tax credits
  • Low income tax credits (Federal)
  • Tax incentives for arts activity
  • Parking tax credits
  • Employment incentives
  • Business recruitment/retention
  • Grants

Providence Development Corporation

  • Geographic focus on Providence 2020
  • Land acquisition and disposition
  • Public parking development & management
  • Public/private development agreements
  • Delivery of TIF and State EDC incentives

Downtown Improvement District

  • Management: Clean/safe (DID)
  • Data and research function
  • Special events/marketing

RIPTA

  • Trolley and transit infrastructure

Partners

  • Providence Economic Development Partnership
  • Providence Foundation
  • Chamber of Commerce
  • Neighborhood Associations
  • Institutions/Universities
  • Coastal Resources Management Council
  • RIDOT
  • Other stakeholders

    City

    • Planning
    • Zoning/density bonuses
    • Development guidelines/regulation
    • Streetscape and parks design & construction
    • Approval of TIF incentives
    • Commitment to mixed-income housing

    Board of Parks Commissioners

    • Park maintenance

    State/State EDC

    • Historic tax credits
    • Low income tax credits (Federal)
    • Tax incentives for arts activity
    • Parking tax credits
    • Employment incentives
    • Business recruitment/retention
    • Grants

    RIPTA

    • Trolley and transit infrastructure

    Providence Development Corporation

    • Geographic focus on Providence 2020
    • Land acquisition and disposition
    • Public parking development & management
    • Public/private development agreements
    • Delivery of TIF and State EDC incentives

    Downtown Improvement District

    • Management: Clean/safe (DID)
    • Data and research function
    • Special events/marketing

    Partners

    • Providence Economic Development Partnership
    • Providence Foundation
    • Chamber of Commerce
    • Neighborhood Associations
    • Institutions/Universities
    • State agencies

Providence Development Corporation

Performance criteria:

  • Political independence
  • Continuity of leadership
  • Businesslike approach
  • Ability to build partnerships
  • Geographic focus
  • Steady funding stream

Knowledge and skill sets:

  • Financial expertise/negotiate deals
  • Basic urban design understanding
  • Procurement/management of design and construction process
  • Promotion and marketing
  • Funding experience in both the private and public sector
  • Collaboration with municipal staff
  • Ability to work with various citizen's and non-profit groups