2010 oakland beach master plan_final

2010

Oakland Beach Master Plan

Prepared For: The City of Warwick

Oakland Beach Association

Prepared By: 4 Site Design Studio


Think it’s tough to be green? Think again. This document is printed on 100% recycled paper.

THIS PAGE INTENTIONALLY LEFT BLANK


Warwick, RI

4 2010 4 Site Design Studio

Page 1

ACKNOWLEDGEMENTS Prepared for: The Oakland Beach Association

Master Plan Committee: Ron Bergeron, Chair Doreen Kosciusko Becky Kotch Jerry McLaughlin Maureen McLaughlin Chris Morton Councilwoman Donna Travis

In Coordination with the City of Warwick Kevin Sullivan, Department of Community Development

Prepared by: 4 Site Design Studio – A division of 4 Site, LLC. P.O. Box 1016 Coventry, RI 02816 Phone: 401-392-1072 E-Mail: [email protected] Website: www.4sitedbm.com A Special Thanks to: James Boyd, RI Coastal Resource Management Council

Daniel Geagan, Warwick Planning Department

Patricia Reynolds, Warwick Planning Department

Michael Rooney, Deputy Director, Warwick Parks and Recreation Department

Councilwoman Donna M. Travis

Photo Credits: 4 Site Design Studio, Anne Diffly, Oakland Beach Carousel Foundation, and RIGIS.

mailto:[email protected]


Warwick, RI


Page 2

Table of Contents 1. Executive Summary ............................................................................................................................. 6

2. General Background ......................................................................................................................... 10

2.1 Master Plan Intent ...................................................................................................................... 10

2.2 The Oakland Beach Association ................................................................................................. 10

2.3 General Project Overview .......................................................................................................... 11

3. Overview of the Planning Process ................................................................................................... 11

3.1 Project Kickoff and Data Gather Phase .......................................................................................... 11

3.1.1 Project Kickoff Meeting ........................................................................................................... 11

3.1.2 Community Workshop #1 ................................................................................................... 12

3.2 Development of Action Goals .................................................................................................... 13

3.2.1 Community Workshop #2 ................................................................................................... 13

3.3 Master Plan Development and Refinement .............................................................................. 13

4. Vision Statement .............................................................................................................................. 15

5. Oakland Beach in the Past ............................................................................................................... 16

5.1 History ........................................................................................................................................ 16

6. Oakland Beach in the Present .......................................................................................................... 21

6.1 Existing Conditions Inventory ..................................................................................................... 21

6.1.1 General Land Characteristics .............................................................................................. 21

6.1.2 Infrastructure Inventory ..................................................................................................... 22

6.1.3 Environmental and Natural Features Inventory ................................................................. 30

6.2 Land Use ..................................................................................................................................... 34

6.3 Zoning and Flood Designation .................................................................................................... 36

6.3.1 Zoning .................................................................................................................................. 36

6.3.2 Flood Zones ......................................................................................................................... 38

6.4 Inventory by Geographic Area ...................................................................................................... 40

6.4.1 Northwest, Section 1 .......................................................................................................... 42

6.4.2 Northeast, Section 2 ........................................................................................................... 43

6.4.3 Southeast, Section 3 ........................................................................................................... 44


Warwick, RI


Page 3

6.4.4 Southwest, Section 4 .......................................................................................................... 46

6.5 Social Characteristics of Oakland Beach .................................................................................... 47

6.6 Maintenance of Community Assets – a Growing Issue .............................................................. 47

6.7 Minimum Housing and Home Abandonment ............................................................................ 48

7. Looking Toward the Future .................................................................................................................. 52

7.1 Overview .................................................................................................................................... 52

7.2 Action Goal Planning, Schedule, and Implementation Process ................................................. 53

7.3 Integrating Maintenance Strategies........................................................................................... 54

7.4 Physical Infrastructure Recommendations ................................................................................ 55

7.4.1 Transportation .................................................................................................................... 56

7.4.2 Stormwater Management .................................................................................................. 69

7.4.3 Wastewater Management .................................................................................................. 78

7.4.4 Recreation Improvements .................................................................................................. 79

7.4.5 Environmental ..................................................................................................................... 92

7.5 Policy and Land Use Recommendations ........................................................................................ 98

7.5.1 Minimum Housing ............................................................................................................... 98

7.5.2 Noise Ordinance Issues ..................................................................................................... 101

7.5.3 Building Compliance ......................................................................................................... 102

7.5.4 Long Term Planning .......................................................................................................... 103

7.5.5 Business Development ...................................................................................................... 104

7.6 Summary of Action Goals ......................................................................................................... 107

7.7 Project Funding Options and Information ............................................................................... 109

8. Main Streets Program Option ......................................................................................................... 114

8.1 History of the Main Street ........................................................................................................ 115

8.2 The Main Street Program ......................................................................................................... 115

8.3 Why Oakland Beach May Need a Main Streets Program ........................................................ 115

8.4 Main Street Success ................................................................................................................. 116

9. Sustainability Action Plan ................................................................................................................ 117


Warwick, RI


Page 4

11. Appendix A – Workshop Data ...................................................................................................... 119

11.1 Kickoff Meeting ..................................................................................................................... 119

11.1.1 Kickoff Sign-in Sheet ........................................................................................................... 119

11.1.2 Kickoff Presentation .......................................................................................................... 120

11.1.3 Kickoff Meeting Minutes ................................................................................................... 123

11.2 Workshop #1 ........................................................................................................................ 130

11.2.1 Meeting Announcements and Flyers ................................................................................ 130

11.2.2 Workshop #1 Sign-in Sheets ............................................................................................. 133

11.2.3 Workshop #1 Presentation ............................................................................................... 134

11.2.4 Workshop #1 Group Exercise Summary ........................................................................... 137

11.2.5 Workshop #1 Meeting Minutes ........................................................................................ 138

11.3 Workshop #2 ........................................................................................................................ 145

11.3.1 Workshop #2 Announcements and Flyers ........................................................................ 145

11.3.2 Workshop #3 Sign-in Sheet .............................................................................................. 148

11.3.3 Workshop #2 Presentation .............................................................................................. 149

11.3.4 Workshop #2 Meeting Minutes ........................................................................................ 156

12. Appendix B –Property and Street Analysis .................................................................................. 164

13. Appendix C – National Stabilization Program Maps for Rhode Island ........................................ 166

Table of Figures Figure 1. Map of Oakland Beach .............................................................................................................. 21

Figure 2. Existing Public Parking ............................................................................................................... 29

Figure 3. Oakland Beach Wetlands Map .................................................................................................. 31

Figure 4. Land Use in Oakland Beach ....................................................................................................... 35

Figure 5. Land Zones in Oakland Beach ................................................................................................... 37

Figure 6. FEMA Flood Zone Map .............................................................................................................. 39

Figure 7. Quadrant Map of Oakland Beach ............................................................................................. 41

Figure 8. Demographics for Oakland Beach Elementary School (2007) .................................................. 42

Figure 9. Houses that appear to be abandoned in Oakland Beach based on visual assessment ............ 50

Figure 10. Proposed Improvements to Oakland Beach Avenue ............................................................... 59


Warwick, RI


Page 5

Figure 11. Oakland Beach Avenue/ Suburban Parkway Intersection Improvements ............................. 60

Figure 12. Warwick Planning Department Parking Expansion Recommendations ................................. 62

Figure 13. 4SDS Recommended Parking .................................................................................................. 63

Figure 14. 4SDS Parking Expansion Recommendations ........................................................................... 63

Figure 15. Proposed Bike Path Extension Route ...................................................................................... 65

Figure 16. Federal Transportation Spending under the SAFETEA-LU Program ....................................... 66

Figure 17. Proposed Improvements to "Danger Bridge" ......................................................................... 68

Figure 18. Sketch of Vegetated Stormwater Treatment Swale ............................................................... 74

Figure 19. Stowmwater Storage Cells Under an Athletic Field ................................................................ 81

Figure 20. Sketch of the Proposed Carousel Building .............................................................................. 86

Figure 21. Sketch of Proposed Splash Pad ............................................................................................... 91

Figure 22. Main Street Program Nationwide Statistics.......................................................................... 117

List of Tables Table 1. Wetland Classifications of Oakland Beach ................................................................................. 31

Table 2. Description of Land Use Zones in Oakland Beach ...................................................................... 36

Table 3. Flood Zone Descriptions ............................................................................................................. 38

Table 4. Workshop #1 Northwest Summary ............................................................................................ 43

Table 5. Workshop #1 Northeast Summary ............................................................................................. 43

Table 6. Workshop #1 Southeast Summary ............................................................................................. 45

Table 7. Workshop #1 Southwest Summary ............................................................................................ 46


Warwick, RI


Page 6

1. Executive Summary Oakland Beach is an eclectic community that prides itself on a rich historical past full of amazing advances and disheartening setbacks. As one of the most visited and sought after waterfront communities in Rhode Island during the early 1900’s, Oakland Beach enjoyed significant growth and expansion by those who wished to live among the sandy beaches and abundant recreational resources. Yet, prosperity and growth within the community came to a grinding halt after two hurricanes left area in a state of disarray and abandonment. The devastation came on the cusp of a time of great social challenges that would change the face of Oakland Beach for the next several decades. The community character and perception as a beachfront resort community was all but lost from the 1960’s through the early 1980’s as social unrest, crime, and gangs grew to create a neighborhood gripped by fear and despair. In the 1980’s and early 1990’s a small but dedicated group of community members began to slowly influence positive changes throughout the Oakland Beach neighborhood. The advent of the JONAH (Join Our Neighborhood and Help) Center gave children a place to play and helped provide a central hub for community activities. Redistricting of the city’s political territories allowed Oakland Beach to be represented as one community in the arena of the local government which provided more political leverage for moving safety and infrastructure initiatives forward. In the early 1990’s a small band of residents joined forces to create the Oakland Beach Association (OBA). The OBA is a non-profit group dedicated to the betterment of the Oakland Beach Community. Over the past two decades this group has worked with local, state, and federal government representatives to redevelop vacant or dilapidated waterfront property and enhance the overall physical and social character of the neighborhood.

The OBA has been working with residents and municipal authorities for almost two decades to sow seeds of hope, and rebuild their community for future generations to enjoy. As an ancient Chinese proverb once noted: “one generation plants the trees; another gets the shade.” Thanks to the hard work of this small group of tenacious and dedicated individuals, the Oakland Beach neighborhood is once again emerging as one of Rhode Islands’s most sought after beach front communities. Amenities and attractions including various restaurants, a boat ramp, open space areas, a playground, bike path, and a sandy beach, provide an enjoyable experience for both residents and visitors. Improvements in the public safety system, such as community policing, have provided most residents and visitors with reassurance that their community is safe and secure. Many of the social ills that plagued Oakland Beach throughout the 1960’s and 1970’s including drug proliferation, vandalism, and violent crime, have primarily subsided in recent years allowing neighborhood residents to build new relationships and bonds in the community.


Warwick, RI


Page 7

Today, Oakland Beach remains a community on the move. Visitors to the area continue to increase every year as more and more people rediscover the wonderful recreational amenities that made Oakland Beach so popular in the past. In the summer roars of screaming fans emerge from the ball fields as patrons of local restaurants enjoy fine food on an outdoor deck. Children run and climb in the playground, as couples stroll along the bike path. Car shows bring an influx of visitors to the area, while community events raise funds for the local church or Carousel Foundation. All of these events, amenities, and activities create a sense of place where people wish to be…a community.

The OBA, and the community as a whole, is beginning a new chapter in the history of their neighborhood. With many of the major projects along the waterfront complete and many of the past social discretions waning, activists can now turn their attention to infrastructure projects and policy initiatives that require their attention. The goal now is to enhance the community in a way that improves the quality of life for residents and businesses, while also being ecologically and socially responsible. Further action on the part of the community and local authorities requires a new roadmap, or master plan, to guide efforts in a logical and attainable manner.

The OBA, in partnership with the City of Warwick and the U.S. Department of Housing and Urban Development, engaged in a proactive effort to update the Oakland Beach Community Master Plan in 2008. Much like past master plans, the purpose of this document is to assess the progress regarding project initiatives, identify new improvement areas, refocus community efforts, and outline general procedures for accomplishing action goals. 4 Site Design Studio was selected to undertake the process of updating the Oakland Beach Master Plan document in November of 2008. Over the course of ten months 4SDS met with members of the OBA master plan committee, City of Warwick, neighborhood residents, and various other local and state officials to compile existing conditions data as well as generate new ideas for the enhancement of Oakland Beach.

An inventory of existing physical conditions and past project initiatives revealed that the OBA, and the community as a whole, has attained many of the short term project goals it set out to accomplish when formed almost two decades ago. Development along the waterfront has attracted people back to the area helping support local businesses and reinvigorating tourism growth. Community policing efforts to help reduce crime have generally been effective and residents feel much safer than in the past. Small projects such as construction of the new skate board park and band stand have helped to gel the community spirit while creating usable physical infrastructure for the area. However, even with all these accomplishments, many of the larger community improvement efforts remain unattended to due to lack of funding and labor resources. In addition, there is still much frustration on the part of residents with regard to social and policy issues related to minimum housing, noise, zoning, and other general quality of life issues that are more complex in nature.


Warwick, RI


Page 8

“Ultimately, all of these efforts require two key ingredients by all involved…dedication and hard work.”

Larger infrastructure projects such as the repair of “Danger Bridge” along Sea View Drive, installation drainage systems, and reconstruction of Oakland Beach Avenue all remain on the improvement list. Little action has been taken to move these projects to completion over the past decade. In addition, the community appears paralyzed when it comes to addressing long standing issues related to minimum housing standards, abandoned housing, zoning, or other social and policy issues because of the inability to work effectively with homeowners and local authorities. Unlike smaller physical infrastructure projects that require moderate funding and have a clear start and finish, larger physical

improvement projects, as well as social and policy issues, require significant time, skills, money and resources. The key to community success will be to determine which projects can be undertaken on a local scale, and which projects will need to be a cooperative effort with a majority of the heavy lifting put on outside authorities. Larger projects will require the community to serve primarily as a catalyst to spark the efforts of others and simply “sell” their ideas and concepts for advancement and completion. For example, undertaking a roadway and sustainable drainage study of Oakland Beach Avenue may help the Rhode

Island Department of Transportation start taking recognition and ownership of this project for future completion. Success will depend on how well these projects are presented to outside parties and if the value in these projects is conveyed appropriately.

There are a myriad of physical and social projects that could serve to promote and enhance the character of the Oakland Beach Community. Some projects are short term enhancements, such as cleaning up water front right-of-way access areas and beautification of street intersections. Others are more wide ranging and extensive, such as eradicating invasive species in Brush Neck Cove. We have attempted to list out each action goal in a manner that provides a specific strategy for accomplishing the goal (Refer to Section 7). Ultimately, these efforts will require two key ingredients by all involved…dedication and hard work.

The recent development of new physical infrastructure has also led to a realization that these assets must be sustainable over time, and maintained appropriately, or they will likely become a liability in the future. During the master plan process many community members expressed concern about the maintenance of current community assets. Some questioned if pursuing new improvement projects is responsible if existing assets cannot be maintained appropriately. This realization has resulted in a new project approach in which the sustainability of a project over time is considered as part of the overall planning, funding, and implementation process. Every infrastructure project will require additional funding for follow-up maintenance in order to be sustainable over the long term. Therefore, it is essential to determine the full extent of future maintenance needs prior to the design and


Warwick, RI


Page 9

“Although the abundant waterfront area along Oakland Beach is a unique resource for residents and visitors alike, it also requires diligence to ensure that these resources are not being exploited to the point that they are harmed or irreparably damaged. “

construction of a given project. Section 7 outlines a strategy for considering maintenance and project sustainability as an integral part of the decision process when determining if and when to implement a given action goal.

In order to achieve the action goals outlined herein, a sustained effort by the community must occur over the long term. As residents move in and out of the area and businesses open and close, there will likely be changes in the dynamic of the OBA and the community as a whole that may seriously impact the advancement of the agenda outlined in this master plan document. It is therefore essential to continue engaging residents and business owners in the improvement process on a consistent basis to get them involved and trained before other members move on. In addition, the OBA should explore ways in which their role becomes more supportive in nature with the day to day activities falling upon an individual or organization engaged full time in community advancement activities. Section 8 highlights a nationwide community outreach program that may serve as a model for the future reorganization of the OBA with leadership roles transferring to a full time advocate working on behalf of community initiatives.

Finally, this master plan explores how the Oakland Beach community can become more sustainable to attain harmony with the surrounding environment. Although the abundant waterfront area along Oakland Beach is a unique resource for residents and visitors alike, it also requires diligence to ensure that these resources are not being exploited to the point that they are harmed or irreparably damaged. It is the responsibility of all who live and play in the community to help ensure the future vitality of the unique natural resources that surround the area. To this end, this master plan outlines various goals and initiatives that can be implemented in order to preserve natural resources and attain a more symbiotic relationship between the built and natural environment.

Oakland Beach continues to be a community on the move. The commitment of residents, businesses owners, and activists has played a vital role in reclaiming many of the community assets and creating a new vision for the future. This master plan document is a continuation of this vision, a new hope for the future. With dedication and hard work there is no limit to what the Oakland Beach community can achieve!


Warwick, RI


Page 10

2. General Background

2.1 Master Plan Intent The main goal of this master plan update for Oakland Beach is to evaluate past community initiatives and create a new vision for continued improvements within the community. This document is meant to help community advocates:

• Understand the rich history of Oakland Beach.

• Evaluate current conditions and needs within the community.

• Address community goals in manner that is logical and sequential.

• Maintain focus on both large and small goals without becoming overwhelmed by details.

• Understand general strategies and approaches for accomplishing goals outlined herein.

2.2 The Oakland Beach Association The Oakland Beach Association (OBA) is a non-profit grass roots organization dedicated to continually improving the social and physical character of the Oakland Beach neighborhood. It was established over two decades ago as an effort to improve the physical and social infrastructure of the community as well as to reduce crime, vandalism and restore a strong sense of community to the neighborhood. The OBA and has been successful in completing many projects and continues to work diligently toward future goals. Thus far, the OBA has undertaken a variety of Master Plan action goals ranging from small physical infrastructure projects to larger social planning initiatives. Some of the groups successful efforts to date include:

• Working to relocate the city district lines to ensure Oakland Beach was more appropriately represented based on geographic layout and community makeup.

• Overseeing the planning and construction of several valued community amenities including a new skateboard park and band stand.

• Working with community police to stop crime and improve safety.

• Working with the City of Warwick to fund and construct a boat launch area.

• Taking on a leadership role as part of the Warwick Watershed Action Team.

• Continuing community activism through local events and fundraisers.

• Developing a community master plan and maintaining updates to ensure additional project funding can be obtained through federal and state resources.


Warwick, RI


Page 11

2.3 General Project Overview 4 Site Design Studio, a professional landscape architecture and planning firm, was chosen to undertake this master plan update through a competitive selection process. The selection was made by the Master Plan Committee, a subcommittee of the Oakland Beach Association.

4 Site Design Studio (4SDS) produced this third Master Plan as an updated and restructured version of the two previous written plans. The first Master Plan was created in 1995 by The Cecil Group, Inc., who then revised a second rendition in 2002. This project is funded by the City of Warwick Department of Community Development in association with the U.S. Department of Housing and Urban Development Community Development Block Grant program. It is prepared for on behalf of the Oakland Beach Association and the City of Warwick.

3. Overview of the Planning Process The master plan process required a variety of separate, but equally important tasks, which were undertaken in order to produce an effective master plan document. The following section summarizes the planning process and how this master plan was developed.

3.1 Project Kickoff and Data Gather Phase After 4 Site Design Studio was chosen for this project in October of 2008 a meeting was held with the OBA Master Plan Committee to define the scope of work, schedule, and meeting agenda.

3.1.1 Project Kickoff Meeting The start of the master planning process began with a Project Kickoff Meeting which was held in November of 2008 at the JONAH Community Center. In attendance was the OBA Master Plan Committee, which consists of active OBA members tasked to oversee the planning process. The purpose of this meeting was to kickoff the planning process relating to the five year update of the Oakland Beach Master Plan. 4SDS facilitated the meeting with the intent of:

• Solidifying the project schedule.

• Developing a public notification strategy for community work sessions.

• Clarifying project goals.

• Gathering general information about the Oakland Beach neighborhood.


Warwick, RI


Page 12

Following the Project Kickoff Meeting, 4SDS worked for a month researching, collecting general data, conducting a neighborhood inventory, to prepare for the scheduled first community workshop. For meeting notes, presentation outlines, and attendance list from the kickoff meeting see Appendix A.

3.1.2 Community Workshop #1 The first community meeting was held on December 10, 2008 at the Oakland Beach Elementary School. Notification of the meeting was made through posting of flyers in local businesses, and large signs posted at major intersections. An ad in the local newspaper, the Warwick Beacon, was also run and a website for the project was created by 4SDS. The purpose of this meeting was to assemble community stakeholders together to discuss the Oakland Beach master plan and identify community issues, opportunities, and constraints.

Attendees were introduced to the OBA and the design consultant. They were then provided with a general understanding and explanation of what a master plan is, how it is used, why it is important, and how the process would be approached specific to the Oakland Beach community. Following this, the goals from the 2002 Oakland Beach Master Plan were reviewed and projects were evaluated based on what had been completed and what remained outstanding. Oakland Beach’s existing conditions were also reviewed as a way to spark community input and interest. Attendees were then asked to discuss both positive and negative aspects of the community in order to identify potential challenges and solutions that may be incorporated into the master plan report. Separate groups were formed to allow participants to work in a collective fashion and answer specific questions about their living areas. The goal of this effort was to identify differing viewpoints about various aspects of the community. Four groups were created:

• Group 1 – Participants who live or work in the northwest section of Oakland Beach

• Group 2 – Participants who live or work in the northeast section of Oakland Beach

Community members broke into four discussion groups at Workshop #1. Each group was formed based on the geographic area of the community in which they live and work. This allowed participants to focus their concerns, discuss ideas, and learn how others felt about their community based on the small part of the community they saw and experienced every day.


Warwick, RI


Page 13

• Group 3 – Participants who live or work in the southeast section of Oakland Beach

• Group 4 – Participants who live or work in the southwest section of Oakland Beach

Finally, the next steps of the master planning process were explained to ensure the community was made aware of the short term action items. Please see Appendix A for meeting notes and handouts from community workshop #1.

3.2 Development of Action Goals After the first Community Workshop, 4 Site Design Studio refined their analysis and constructed a final inventory with the incorporation of community comments and suggestions. A list of potential action goals were developed and prioritized. A PowerPoint presentation was created outlining each specific action goal. See Appendix A for a full copy of the PowerPoint presentation.

3.2.1 Community Workshop #2 A second workshop was held January 21, 2009 at the Oakland Beach Elementary school. The purpose this meeting was to follow up on ideas expressed during the first work session and to present improvement concepts, gain consensus, and develop realistic strategies for accomplishing action goals. During the meeting attendees were provided with a brief overview of the first work session and then reviewed the next steps in the master plan process. Action goals were presented by 4SDS with PowerPoint visuals. The specific action goals presented were outlined and broken down into two categories for review:

• Physical Infrastructure Improvements

• Policy and Land Use

Attendees were given the opportunity to comment on each action item and present new items for incorporation into the master plan. Finally, the next steps in the master planning process were discussed and the community was once again made aware of the short term action items. For a copy of presentation documents, public announcements and meetings notes please see Appendix A.

3.3 Master Plan Development and Refinement Following the second community workshop 4SDS finalized improvement proposals and created additional studies, plans, and concepts of the specific enhancement zones identified. A Sustainable Action Plan was also developed that outlined how the Oakland Beach Community could promote smart growth concepts and environmental sustainability within their community.


Warwick, RI


Page 14

These items were presented at a review and coordination meeting, held with the master plan committee on March 25, 2009. 4SDS made the committee aware of updates since the previous meeting, and there was an open discussion about the various project initiatives. Following this meeting, 4 Site Design Studio went through an intensive process of developing the master plan document and accompanying slideshow. A draft of the master plan report and video was issued electronically to master plan committee members in July of 2009. The document and was also posted on an open access internet site for public review and comment.

Very few comments were made concerning the draft Master Plan Report. The master plan committee therefore requested 4SDS complete the final master plan document in late December of 2009.


Warwick, RI


Page 15

4. Vision Statement


Warwick, RI


Page 16

5. Oakland Beach in the Past

5.1 History "We study the past to understand the present; we understand the present to guide the future." - William Lund

Understanding Oakland Beach’s history is an important building block, and guide, to develop a successful strategy for future growth and development. Both the City of Warwick and Oakland Beach were highly successful and prosperous during their early history, due impart, to their high natural resource and recreational value. Oakland Beach became a popular vacationing site in the early 1900s because traveling to the area from nearby metro working centers was easy and affordable. Oakland Beach was developed as a place where people of all social levels could vacation and relax. Factors such as easy public transportation, an abundance of recreational resources, and a humble community character, made Oakland Beach a desirable destination, as well as a wonderful place to live. While the community has suffered setbacks overtime, its abundance of natural resources, convenient location and affordability have remained constant, which is the reason Oakland Beach will thrive and continue to flourish in the future. The following is a general timeline and overview of important events in the history of Oakland Beach. While it is by no means exhaustive, this brief overview provides important context for future improvement strategies.

1642 – "The Shawhomett Purchase" Warwick Founded by Samuel Gorton.

1648 – The name of the settlement was changed from Shawhomett to Warwick when Gorton was granted a Charter by Robert Rich, Earl of Warwicke and Governour in Chiefe for the Colonies.

1830s – Although the history of Oakland Beach, also known as Horse Neck, can be traced to the very early colonial period, very little development occurred in the area until the 1830s. At this time people from the mill villages began to travel to the shore and clambakes were given in nearby Nausauket and Buttonwoods.

1870s – The Warwick Railroad connects Oakland Beach to Providence which facilitated the construction of the Oakland Beach Hotel and an amusement park located at the tip of the peninsula.

http://www.warwickri.gov/heritage/robertrich.htm


Warwick, RI


Page 17

1874 – On July 4, the first passenger train ran from Providence to the beach. A double roadway was laid out across the peninsula along what now is called Suburban Parkway. Later the railroad was extended across Oakland Beach to Buttonwoods.

1880s - About a dozen well-built summer cottages were evident and Oakland Beach became very popular with tourists. It was at this time the country’s first “aquatic toboggan,” the forerunner of the modern “flume,” was built at the amusement park. The extension of electric trolley lines from Apponaug through the area at the turn of the century accelerated suburban development by enhancing the resort status of Oakland Beach and providing the middle class with a convenient commute. Widespread access to automobiles and better road surfaces continued this trend between the World Wars. Oakland Beach became the favorite of Providence mill workers who found transportation to the area inexpensive and easy, thereby fueling the tourist industry.

1930s – Oakland Beach reached its prime in the 1930s when it boasted a bathing house, boat docks, a Ferris wheel, wax museum, roller coaster, bowling alley, dance hall, theater, arcade, merry-go-round and many restaurants. At this time Oakland Beach was considered “the place” to vacation.

1938 – The Hurricane of 1938, the worst hurricane ever to hit Rhode Island in modern times, caught the state completely unaware, killing 262 people. Hundred-mile-

an-hour winds combined with a 15- to 20-foot-high storm surge and 30-foot-high waves, caused $100 million worth of damage (in 1938 dollars). Because much of the area around Greenwich Bay is located in a floodplain, the coastal parts of Warwick and East Greenwich were subjected to flood tides measuring more than 13 feet above the normal high-water level. According to Warwick historian

Chapin Cottage

Early Buttonwoods Bridge

http://en.wikipedia.org/wiki/Ferris_wheel


Warwick, RI


Page 18

Donald D’Amato, Warwick endured the worst property damage in the state, losing more than 700 permanent residences and hundreds of summer homes. The hurricane’s damage to Oakland Beach was so great that many totally abandoned any hope of saving their cottages.

1954 – Just sixteen years after the destruction in 1938, Hurricane Carol deluged Rhode Island coastal communities, destroying $3 million worth of property in Warwick alone. Although Carol's storm surge was lower than that of the 1938 hurricane, some locations reported record tidal surges. Just as in 1938, Carol arrived close to the time of high tide. In addition to the natural damage caused by the storm, stores and homes were looted and destruction wrought by Hurricane Carol led to the

multi-decade decline of Oakland Beach.

1960s though the 1980s – As a result of the devastation between the two storms Oakland Beach became less attractive for vacation and leisure purposes. Much of the seasonal amusement infrastructure that was lost was never rebuilt. Small houses were constructed following the storm but the beachfront area was slow to re-establish.

Reconstruction efforts came at the time of “urban renewal” in the state of Rhode Island. During this period in history there was a vast exodus of city dwellers to the suburbs, which was

Oakland Beach after Hurricane Carol, 1954

Oakland Beach Today


Warwick, RI


Page 19

facilitated by dramatic improvements in the state's highway system. Route 95 construction began in 1960, consequently the population of Warwick doubled between 1950 and 1980.

Some areas benefited from the sudden increase in population, Oakland Beach however, with its lost resort community status, began to suffer. Single story houses were built amongst the already large inventory of small, affordable homes. Summer cottages were converted to full-time residences and Oakland Beach became a center for low income housing.

During this difficult the entire State of Rhode Island was suffering because of a poor economy and from a string of political scandals. The impact of this trying time was not all bad, however, as it spurred reform efforts by citizens. The Oakland Beach Commons, the first of many improvement efforts by the community, was finished in 1987.

1990s to Today– In the early 1990s Oakland Beach started showing significant signs of revitalization as community members became involved and started advocating for area improvements. The Join Our Neighborhood and Help Community Center (JONAH) was leading a new mission of community reform and assistance. In addition, the newly formed Oakland Beach Association (OBA) played a key role in the acquisition and oversight of Community Development Block Grant funding used to redevelop much of the degrading infrastructure along the beach.

In the mid to late 1990’s the first community master plan was developed, the Oakland Beach Public Boat Ramp was installed, and a new Bike Path was completed. Soon after open space improvements were made in the Commons, followed by the addition of a skate park and bandstand. These recent additions have paralleled the residents’ interests to enhance the Oakland Beach neighborhood and today they continue to work hard on community development.


Warwick, RI


Page 20



Warwick, RI


Page 21

6. Oakland Beach in the Present

6.1 Existing Conditions Inventory

6.1.1 General Land Characteristics Oakland Beach is located in the southern quadrant of Warwick along Greenwich Bay on a small peninsula. This area is bordered by Route 117 on the north side, Brush Neck Cove on the west side, and Warwick Cove on the east side (see figure 1). The Oakland Beach neighborhood totals .74 square miles (472 acres) of land and measures 4.92 miles along the perimeter, most of which is comprised of waterfront property.

Oakland Beach is in the Narragansett Bay surface water drainage basin. The land slopes from the middle of the peninsula south towards Greenwich Bay and the two coves on each side: Warwick Cove and Brush Neck Cove.

This is a high density waterfront district with an enormous amount of waterfront resources. The areas isolation from the rest of Warwick creates a well defined community that is unique unto itself. Distinct from much of Rhode Island’s coastline, the housing in Oakland Beach remains affordable due to the modest home size and high density. Waterfront access, unique restaurants, and a wealth of recreational opportunities allow residents to enjoy themselves moments from their doorsteps.

Figure 1. Map of Oakland Beach

Source: Yahoo Maps


Warwick, RI


Page 22

6.1.2 Infrastructure Inventory Wastewater Management

In the past two decades municipal authorities successfully dealt with long standing wastewater treatment issues that affected water quality, and the overall quality of life, in Oakland Beach. Until recently, many residential households and business discharged their wastewater on site. Many of these individual sewage disposal systems were outdated and leaching dangerous nitrates, phosphorus, and contaminates into nearby waterways. Realizing the impact contaminants had on Oakland Beach residents and visitors, the Warwick Sewer Authority in conjunction with Department of Environmental Management and Coastal Resources Management Council have administered programs to connect residents to municipally managed disposal and treatment systems.

Most Oakland Beach properties now discharge wastewater into a managed treatment system administered by the Warwick Sewer Authority. A sewer pumping station in good working order exists on Suburban Parkway near Sea View Drive. In 2002 approximately one-quarter of the community residents were still not connected to the sewer system. However in 2005 the mandatory tie-in program was initiated by RIDEM and RICRMC. The goal of this program is to connect all sewers to the municipal managed system within five to seven years, thus eliminating the need for individual onsite treatment of waste and related pollution hazards. Brush Neck Cove was the first area to be addressed under the tie-in program and other areas of the community were subsequently connected to the larger system. The few properties that remain unconnected to the municipal sewer system are mostly abandoned or owned by non-resident landlords. These properties will likely be upgraded as systems fail or buildings are updated. Oakland Beach will reap long term benefits from recent sewer connections and efforts should continue until every property located in the area is connected to the municipal system.

Water Supply

The public water supply system is maintained by the City of Warwick’s Water Division. The system appears adequate in terms of pressure, supply, and quality. All of the water for the Oakland Beach area is derived from the Scituate Reservoir and other surface water tributaries controlled by the Providence Water Supply Board. Warwick’s Water Division purchases water from the Providence Water Supply Board at whole sale cost for distribution throughout the city. Infrastructure for the system is comprised mostly of cast iron pipe. A 12” mainline runs along Oakland Beach Avenue and then to smaller pipes on connecting streets. As part of a looped system, a 12” main runs under Brush Neck Cove and is connected to the Buttonwoods neighborhood. The City has not installed any new supply lines in the last several years, and they do not anticipate upgrading water supply infrastructure in the near future.


Warwick, RI


Page 23

Drainage

A majority of the rain water that falls in Oakland Beach sheet flows overland directly into nearby Greenwich Bay and related tributaries. Fertilizers, pesticides, oil, trash and other contaminants are therefore carried by surface water and discharged directly into these valuable water bodies without treatment. When the boat launch area was constructed in the late 1990’s the City of Warwick made a concerted effort to treat surface water on site through the creation of bio-retention swales. This project still serves as a model for how surface water should be managed in the area. However, in the past decade, very little has been done on a wide scale to address wider stormwater management issues throughout Oakland Beach.

Although action goals related to drainage improvements were discussed in the 2002 master plan, no substantial changes have been implemented to mitigate the present drainage issues. Flooding, pollution, and other issues related to stormwater management still remain on the forefront of the community’s concerns. As a result, improvement strategies from previous plans are reiterated in Section 7.4 to include:

• Addressing runoff from the parking lot near Iggy’s restaurant.

• Eliminating stormwater build-up at end of Hewett Street.

• Diverting runoff at Danger Bridge on Sea View Drive.

• Providing a solution to flooding in the public common parking area.

• Addressing leaching and runoff from roadways and residential properties, which contributes to poor water quality in Greenwich Bay.

In 2001 the Warwick Watershed Action Team was created to focus on issues related to stormwater runoff and management throughout the City of Warwick. In 2002 the WWAT issued a report that outlined priority areas for improvements related to stormwater management. Many of goals and action items contained in the report are similar to those outlined by Oakland Beach residents during workshops for this Oakland Beach master plan. The following identifies goals, objectives, strategies, and activities that are part of the WWAT plan and support its mission as it relates to Oakland Beach.

Provisions for surface drainage in Oakland Beach are minimal. This drain along Suburban Parkway is poorly situated and does not provide proper treatment of stormwater before it is discharged into Greenwich Bay.


Warwick, RI


Page 24

Topic: Water Quality Goal: Clean Water. Improve water quality in south central Warwick. Keep the beaches open.

Bring back shell fishing. Issue I: Degradation of waters through non-point source pollution and poor drainage. Objective 1: Reduce the amount of pollutants entering watershed waters. Strategy 1.1: Educate the public on watershed issues. Activities: 1.1.1: Work with Warwick Beacon and Providence Journal –West Bay ed. to publish articles on

the condition of the cove. 1.1.2: Approach TV media about featuring the natural beauty of area and threats to water

quality. 1.1.3: Agree on a slogan - e.g. “Working toward a healthy Warwick”, Take pride in what you

have”, “If it’s messy clean it up”, Happy watershed, healthy bay”. Organize student slogan contest.

1.1.4: Develop showcases of prevention such as gardens. 1.1.5: Set up a display at Oakland Beach as part of the Oakland Beach Festival. 1.1.6: Get the message out to other groups (churches, youth groups, Boys & Girls Clubs). 1.1.7: Contact legislative representatives. 1.1.8: Sell t-shirts advertising WWAT. Strategy 1.2: Practice pollution prevention at local schools Activities: 1.2.1: Work with school admin./local teachers to incorporate watershed concepts and issues

into curricula. 1.2.2: Conduct a poster contest. 1.2.3: Create tie-ins with ongoing programs (Vets High School). 1.2.4: Conduct a stream cleanup at Park School. 1.2.5: Conduct “green” car washes with youth groups.


Warwick, RI


Page 25

Strategy 1.3: Provide assistance to commercial enterprises on pollution prevention. Activities: 1.3.1: Maintain contact with RIDEM Pollution Prevention Program. 1.3.2: Involve business groups (Central RI Chamber, Better Business Bureau, Rotary). 1.3.3: Publish articles in the Warwick Recycler. 1.3.4: Contact Chris Bernaduce about commercial recycling. Strategy 1.4: Eliminate pollution from pet waste. Activities: 1.4.1: Place creative signs along Sea View Ave, Oakland Beach, and other popular dog-walking

locations. 1.4.2: Update the City’s pet waste ordinance. 1.4.3: Place educational article and recognize positive action by team in local newspaper

editions. Strategy 1.5: Complete the water quality characterization of the coves and their tributaries and

identify opportunities to abate pollution. Activities: 1.5.1: Compile background information on hx., similar projects, etc. 1.5.2: Look for opportunities for pavement reduction. 1.5.3: Publish and distribute the 2001 Wet-weather Study. 1.5.4: Assess stormwater systems in Warwick Cove. Strategy 1.6: Design and install stormwater Best Management Practices in Brush Neck Cove

watershed. Activities: 1.6.1: Compile background information on possibilities. 1.6.2: Identify possible locations. 1.6.3: Obtain funding. 1.6.4: Design BMP’s. 1.6.5: Obtain necessary permits. 1.6.6: Install BMP’s.


Warwick, RI


Page 26

Topic: Natural, Cultural, and Recreational Resources Goals: Habitat Restoration in Brush Neck Cove. Issue II: Bush Neck Cove has experienced losses in fish and wildlife due to shoaling and

degradation of habitat. All water bodies and their shorelines are heavily used, with resulting litter problems.

Objective 2: Protect and restore natural, cultural and recreational resources in the watershed. Strategy 2.1: Develop a habitat restoration plan for Brush Neck Cove. Activities: 2.1.1: Compile background information on history, similar projects, etc. 2.1.2: Develop an outreach strategy – “We’re thinking about a restoration project and want

your input”. 2.1.3: Seek opportunities for disposal of potential dredge materials 2.1.4: Seek assistance with technical, permitting and financial components. 2.1.5: Photographically document erosion and sand accumulation problems. Strategy 2.2: Eliminate litter problems in the watershed. Activities: 2.2.1: Conduct organized cleanups with schools and civic organizations on a regular basis. 2.2.2: Provide trash receptacles with animal control covers. 2.2.3: Develop a trail map for the watershed. 2.2.4: Obtain conservation easements for trails and rights-of-way in the watershed to continue

development of a self-guided walking tour of the watershed. 2.2.5: Develop an outreach campaign to veterinarians in regard to pet waste. 2.2.6: Work to insure enforcement of “no discharge” laws for watercraft. 2.2.7: Work to protect wetlands from development encroachment. 2.2.8: Work to have “oil field” at dump designated as a “brown field” site Strategy 2.3: Protect the shoreline of Buttonwoods Cove and Greenwich Bay Activities: 2.3.1: Assess the feasibility of vegetative treatment. Topic: Watershed Organization Capacity


Warwick, RI


Page 27

Strategy 3.1 Develop a watershed action team to carry out the plan at the local level. Activities: 3.1.1: Sign up volunteers at the Oakland Beach Festival through a display of the master plan. 3.1.2: Advertise meetings through articles in the Warwick Beacon and West Bay ed. of the

Providence Journal. 3.1.3: Publicize positive actions taken by the team in the Beacon and West Bay ed. of the

Providence Journal. The strategies and goals in the WWAT plan parallel the action strategies in this master plan. Since 2002 the WWAT has been inactive and no further updates to their report have been issued. It is therefore essential the Oakland Beach community take the lead in addressing the needs of their area through political activism and small project demonstrations. Demonstration projects, such as a vegetated water capture and treatment system along Suburban Parkway, will help garner the attention of the press and local advocates. However, large scale infrastructure improvements along roadways and other surface areas will only occur through state and local municipal funded projects that will require political activism on the part of the community. Traffic and Roadway Conditions

4 Site Design Studio conducted a visual assessment of roadways and properties in the Oakland Beach community, taking note of the pavement conditions, lighting, drainage, and availability of pedestrian walkways (See Appendix B for a complete synopsis of the roadway study). Oakland Beach has approximately 20 miles of surfaced roads. There are three main roadways in the Oakland Beach community: Oakland Beach Avenue, Suburban Parkway, and Sea View Drive.

Oakland Beach Avenue – As the major thoroughfare into the beachfront area, Oakland Beach Avenue is typically viewed by every visitor who comes to Oakland Beach. It is the “doormat” that welcomes visitors and residents to the waterfront business district. This principal roadway cuts from north to south through the Oakland Beach neighborhood. It connects to Route 117 (West Shore Road) on the north side and leads to Oakland Beach and the public common on the south side of the peninsula. Oakland Beach

Avenue varies in width and is particularly wide throughout the business district where it contains two lanes of traffic and parking on both sides of the

This image shows the wide pavement area of Oakland Beach Avenue and the intersection with Suburban Parkway.


Warwick, RI


Page 28

street making it appear disproportionate to the surrounding village feel of the area. It is one of the few streets that has sidewalks. This section of road has many opportunities for improvement both aesthetically and functionally (See Section 7.4 for improvement recommendations).

Suburban Parkway – This two-way road is divided by a wide island for its entire length which is minimally landscaped and does not have a handicapped accessible crosswalk area to allow pedestrians to safely cross. Suburban Parkway’s intersection with Oakland Beach Avenue is confusing and dangerous and needs to be addressed in a manner that improves traffic flow and safety while enhancing the entry to the beachfront business zone. See Section 7.4 for improvement strategies.

Sea View Drive – Located on the western edge of the peninsula, this roadway provides alternative access to neighborhood areas on the western side of Oakland Beach. Many local residents travel this route as an alternative to Oakland Beach Avenue due to reduced traffic flow. It is among one of the most scenic roadways in Warwick, offering wonderful views of Brush Neck Cove and City Park. However, invasive plant species such as Phragmites have infiltrated western edge of the roadway in the past decade and threaten to block views and stifle the ecosystem of Bruch Neck Cove. The picture to the right shows one of the amazing views from Sea View Drive.

Overall, 4SDS concluded from their visual study that the majority of roadways in Oakland Beach are in fair to good condition. The pavement condition on a majority of the roadways was above average with a few minor exceptions. Most streets are in need of provisions to properly capture, treat, and discharge stormwater. Some roadways are illuminated at night; however, the general adequacy of lighting should be evaluated further on a street by street basis based on community request. Overall there is not a strong need for additional street trees on non-arterial routes due to the relatively narrow width of most neighborhood streets and lack of suitable public right of way areas. However, street trees are required along the major arterial routes such as Oakland Beach Avenue, Suburban Parkway, and Sea View Drive. Roadways that are in need of major repairs include Burr Avenue, Crown Street, Gordon Avenue, Hewett Street, Manning Street, Oakhurst Avenue, and Owen Street.

Parking

In 2008 the Warwick Planning Department completed a parking analysis of the Oakland Beach loop area. The loop encompasses Oakland Beach Avenue running southerly from the intersection of


Warwick, RI


Page 29

Suburban Parkway though the “Midway Area” and continuing through the City property to its intersection with Burr Avenue. The purpose of the study was to evaluate current parking conditions as they relate to business, recreational, and community uses in the area. Lack of parking in this zone has been a chronic issue for many years, especially during peak visitor seasons.

The study concluded that there are 379 legal

parking spaces in the Oakland Beach loop study area, including 228 designated public spaces. However, the study also concluded that 574 parking spaces are required to fully conform to the City’s zoning requirements based on current uses and activities. One of the main concerns expressed in the report is the lack of parking that occurs during special events such as the cars shows, or fund raising events. Public parking is currently mixed, or adjacent to, private parking with little directional signage to guide users. Figure 2 shows two lots designated by the Warwick Planning Department’s study as public parking. Neither site is marked as public

parking. The lot behind Iggy’s is a combination of private and city owned property. Cars must pass over private property to get to the public lot, which is confusing to users. In addition, the lot adjacent to Top of the Bay restaurant is disorganized and ineffective (See Section 7.4 for improvement strategies).

The current lack of parking is sure to limit business expansion in the “Midway” area and continues to create frustration for visitors and residents. Parking issues should not be avoided or ignored when future development in this zone is considered. Increased congestion due to parking and traffic related issues will ultimately affect visitor and tourist perceptions of the area, which could have a negative long term impact on local businesses. The community must work with the City and local businesses to reorganize parking areas, improve signage, and expand parking areas when appropriate. In addition, solutions to traffic congestion and parking must also consider broader ideas for dealing with the issue. The use of existing remote parking facilities, such as the elementary school parking in conjunction with shuttle buses, could help relieve congestion and parking during busy summer months. Improved bike routes and bike rental kiosks could also help solve congestion issues while improving the overall

Figure 2. Existing Public Parking


Warwick, RI


Page 30

community character. The solution to this challenge will only come with an amalgamation of positive ideas and action strategies.

6.1.3 Environmental and Natural Features Inventory Vegetation and Street Trees

Roadway landscaping and the existence of street trees is relatively small in Oakland Beach. The center island of Suburban Parkway contains plantings and trees, but is generally unmaintained. Street trees are also planted along the southern portion of Oakland Beach Ave, but many of the trees are in poor health and need to be replaced.

4SDS conducted a visual analysis and found that most of the community is so densely populated that either roads do not have room for the addition of street trees or older trees are already growing along the roadway. Streets that could benefit from the addition of trees are identified in the visual study (see Appendix B). In addition, a full street tree inventory should be conducted to identify the species and evaluate the full condition of each street tree and determine if replacements are required.

Wetlands

There are four types of wetlands located throughout the Oakland Beach peninsula (see Table 1 and Figure 3). The two largest types, Estuarine Emergent wetlands (EEM) and Marine/Estuarine Unconsolidated Shore wetlands (EUS), dominate most of the area. The EEM wetland systems in Oakland Beach are the non-beach wetlands that line the Warwick Cove coast, the small wetland at the intersection of Pohatan Street and Ottawa Avenue, and those on the very northern points of Brush Neck Cove. EUS wetlands encompass the beach and sandy areas located on the southernmost portion of the peninsula. The forested wetland sections (FOB) are small pockets mostly located in the northern region of Oakland Beach. The Scrub-Shrub Swamp wetlands (SSA) are located more inland, including two areas flanking Bennett Street and a 1.7 acre section southeast of the Father O’Hara ball field. This area is important to note because it was identified as a potential parking area by the Warwick Planning Department (See Section 7.4).


Warwick, RI


Page 31

Table 1. Wetland Classifications of Oakland Beach

Abbreviation Wetland Type Size (acres) EEM Estuarine emergent wetland 11.0 EUS Marine/estuarine unconsolidated

shore 8.0

FOB Forested wetland: deciduous 1.0 SSA Scrub-shrub Swamp 4.4

Source: RI DEM 2009

Figure 3. Oakland Beach Wetlands Map

Source: RI DEM 2009


Warwick, RI


Page 32

Brush Neck Cove looking south

Beaches

There is one principal beach within the study area. At the base of the peninsula, Oakland Beach runs from the groin that is south of the boat ramp parking area to the east side of the Common parking lot, and from the west side of the Common parking lot to the groin just south of Crockett Street near the inlet of Brush Neck Cove. The total length of this strand is about 1/3 of a mile. As the main attraction in the community, Oakland Beach provides recreational opportunities for thousands of visitors each year, especially during the summer. A large parking lot at this beach can accommodate about 110 vehicles. Aside from swimming, people use the beach to fish, walk, and enjoy other shore side activities.

Several smaller sandy/rocky beaches are scattered at various places along the Brush Neck Cove shoreline. Most of these areas are under water during high tide.

The community has expressed the need for a consistent maintenance program for Oakland Beach, especially during the busy summer season. Beach maintenance is generally the responsibility of the Department of Public Works, however this department is often overwhelmed and unable to keep up with a regular maintenance schedule. Please see section 7 for a discussion of specific maintenance issues and how to incorporate maintenance as part of the overall project planning and initialization process.

Brush Neck Cove

Brush Neck Cove has a surface area of .35 km². This tidal cove is on the west side of the peninsula and is an exceptional resource for the community. The cove has a shallow low tide depth of approximately one to four feet. It is designated as a Type 1 conservation area by Coastal Resources Management Council (CRMC), meaning it should be maintained as a conservation area and protected from activities and uses that have the potential to degrade scenic, wildlife, and plant habitat values as well as activities that impact water quality.

Brush Neck Cove is an important recreational resource for those with small vessels such as canoes and kayaks, and for fishermen. The beautiful scenery along the edges of the cove and views to City Park is


Warwick, RI


Page 33

another benefit of this important natural resource.

Over the past several decades sediment transport from Greenwich Bay has created a decreased depth of Brush Neck Cove. Consequently vessel access is restricted, tidal flow is reduced, and the local marine habitat has been impacted. In a Bacteria Total Maximum Daily Load Analysis study conducted by DEM in 2002, Brush Neck Cove was listed in the Impaired Water category. Bacteria sources from humans, domestic pets, waterfowl, and other wildlife travel into the cove through storm sewer networks, overland sheet flow, and individual septic disposal system (ISDS) seepage. All of these issues must be addressed to ensure the habitat survival of Brush Neck Cove.

The Coastal Resources Management Council (CRMC) and the Army Corps of Engineers (ACOE) are currently assessing the potential for dredging and restoring Brush Neck Cove, as well as the impact of dredging may have on the rest of Greenwich Bay. There was a meeting held with the ACOE in April, 2009 with local residents and elected officials. At that time the ACOE indicated they planned to conduct field work in July, 2009 and then issue a draft report outlining their findings to the CRMC by late 2009.

Warwick Cove

Warwick Cove is located at the northeastern corner of Greenwich Bay proper. The Cove has a surface area of .48 km² and a total watershed area of 3.8 km². It is separated from the western edge of upper Narragansett Bay by a neck of land, approximately 2.5 kilometers wide, known as Warwick Neck. Oakland Beach abuts the western edge of Warwick Cove at the inlet to Greenwich Bay.

This cove is mainly utilized for recreational boating and supports a variety of small marinas located on the east side of the Oakland Beach peninsula. It is designated a Type 3 high intensity boating area by CRMC, which means that waters and adjacent land should support marinas, ramps, mooring fields, and other uses that encourage recreational boating and enhance public access.

Warwick Cove contains major mooring and docking space for boats in Greenwich Bay and has a dredged channel with depths of six feet extending to the upper cove at the mean low tide.

The channel in Warwick Cove was last dredged in 1966 according to a CRMC 2005 Greenwich Bay Special Area Management Plan. The Army Corps of Engineers performed a survey of the channel in 2004 that indicated “minor shoaling” at that time and since it was at an authorized depth as defined by Congress, the channel did not warrant federal action. Despite this, many of the marinas within Warwick Cove are experiencing significant shoaling which is limiting boat travel and impeding business activities. Some boat slips have been lost while others can only be used at high tide. As a result, many of the local marinas have been calling for the City to work with CRMC and ACOE to dredge Warwick


Warwick, RI


Page 34

Cove. The ACOE indicated it would issue findings concerning the potential dredging of the cove at the same time they issue recommendations for Brush Neck Cove in late 2009/ early 2010.

6.2 Land Use Oakland Beach is classified as having a variety of different use zones according to state land-use records. Figure 4 depicts the different areas of land use throughout the community. Medium residential areas dominate the northern section of Oakland Beach, while the southern portions are a mix of high density residential, commercial, and developed recreational space. Developed recreational space also borders the coast along Warwick Cove and Brush Neck Cove, as do areas of deciduous forest.

The small area of vacant land adjacent to the JONAH community center is listed by the City of Warwick as two parcels of land. These are currently listed as owned by the City of Warwick and S.G. Associates Inc. This group also owns the property where Iggy’s Doughboys and Chowder House and the Carousel Grille are located.

One issue that stands out in Figure 4 is the amount of vacant land adjacent to the intersection of Suburban Parkway and Oakland Beach Avenue. This area is highly underutilized and is situated directly at the main entry to the waterfront business zone where most visitors and tourists travel. This area creates a poor image of the community and breaks the continuity of street front businesses that current dot the roadway. In addition, the lack of continuity of commercial use zones along Oakland Beach Avenue also raises some concern. A commercial use zone is located in the center of a residential area, which can sometimes cause conflicting uses and friction among residents and business owners. Although the uses in the area appear to be compatible with surrounding activities, careful consideration must be given when zoning commercial areas in the future to ensure compatibility of uses and a reduction in conflicts.

Vacant land coupled with conflicting uses creates an awkward feel at the entry to the waterfront business zone. Redevelopment of the streetscape, and establishment of a clear business district, would help unify this area and enhance the area aesthetically and functionally.


Warwick, RI


Page 35

Source: RI DEM 2009

Figure 4. Land Use in Oakland Beach


Warwick, RI


Page 36

6.3 Zoning and Flood Designation

6.3.1 Zoning The City of Warwick zoning map generally mirrors current land uses (see Figure 5). Table 2 outlines the zoning categories of the neighborhood. Most of the area is zoned A7. Lower density residential areas, mainly A-40, are zoned along the western shoreline and tend to create a buffer zone near open waters. The eastern shoreline generally allows waterfront businesses with some residential uses. Aside from the beach and school areas, there are a variety of small, parcel-specific Open Space (OS) zones throughout Oakland Beach.

Table 2. Description of Land Use Zones in Oakland Beach

Code Description

A-7 Single Family Residential - 7,000 s.f. minimum lot



GB General Business – Retail, office, automotive, and service uses

O Office

OS Open Space - Generally publicly-owned open spaces

WB Waterfront Business

Source: RIGIS zoning data base for the City of Warwick


Warwick, RI


Page 37

Source: RIGIS Data Base of the City of Warwick

Figure 5. Land Zones in Oakland Beach


Warwick, RI


Page 38

6.3.2 Flood Zones Oakland Beach is subject to flooding from heavy rains, tidal events, and severe storms. About three-quarters of the area is within three designated flood hazard zones as defined by the Federal Emergency Management Agency (FEMA) (see Figure 6 and Table 3). FEMA provides Flood Insurance Rate Maps (FIRM) that indicate the extent of flooding during a 100-year storm event. The FIRM is used by the National Flood Insurance Administration as a tool to identify the level of risk associated with specific properties located in the flood hazard area.

The map (see Figure 6) is divided into various zones based on the vulnerability of a given area to flooding and storm surge. The most susceptible areas are in the V category zones (subject to flooding and wave action) and the A category zones (subject to significant flooding). Floodplain regulations are particularly important to physical changes in this neighborhood due to the proximity of the proposed improvements to the coastal features. Regulations typically require all necessary government permits, elevation information, flood carrying capacities in riverine areas, and minimized flood impacts to new sewer connections. Each flood zone has requirements that are more stringent than the building requirements outside the flood zones.

New buildings constructed in Oakland Beach are significantly impacted by the exposure to flood zone areas. Building code requirements now require a minimum clearance between the flood plain elevation and the floor elevation of new structures. As a result new structures located in flood zones are typically much higher, which can impact the overall aesthetic of the neighborhood. It is essential that local community representatives and residents work closely with builders and local government to ensure new construction meets code requirements in a manner that also enhances the overall aesthetic and character of the area.

Table 3. Flood Zone Descriptions

Zone Description

AE Areas subject to inundation by a 100-year flood as determined by detailed methods. (Base flood elevations are shown within these zones on FIRMs.)

VE Coastal area subject to inundation by a 100-year flood having additional hazards due to storm-induced velocity wave action. (Base flood elevations derived from detailed hydraulic analyses are shown within these zones on the FIRMs.)

X500 Areas of moderate or minimal hazard from the principal source of flooding in the area as identified in the community FIS; Areas of 500-year flood.

Source: FEMA, Technical Mapping Advisory Council, 1999


Warwick, RI


Page 39

Source: RIGIS Database

Figure 6. FEMA Flood Zone Map


Warwick, RI


Page 40

6.4 Inventory by Geographic Area Oakland Beach, although small, is an active and diverse community. Each section of this small community is defined in different manners based upon their individual social and physical characteristics. For instance, the northwest quadrant is comprised of homes set on larger lots and is impacted heavily by commercial activities on West Shore Road, while the southern quadrants are highly impacted by seasonal beach traffic and noise. During the first community workshop attendees were divided by geographical location into four groups based on the geographic location of where they lived or worked in the community: northwest, northeast, southeast, and southwest. Coburn Street was used as the horizontal divider and Oakland Beach Avenue was used as a vertical divider, resulting in four relatively equal sections of the neighborhood (see Figure 7). This allowed 4SDS to study how community perspectives changed depending on where they lived or worked on the peninsula. It also helped demonstrate what the community priorities were on a micro scale.

A synopsis of general area characteristics and community comments is outlined below. For full notes from workshop #1 please see Appendix A.

At the first community workshop attendees were split into groups based where they lived or worked in the Oakland Beach community. Participants where then asked a series of questions about the community related to safety, amenities, etc.


Warwick, RI


Page 41

Figure 7. Quadrant Map of Oakland Beach


Warwick, RI


Page 42

6.4.1 Northwest, Section 1 The majority of this section is made up medium to high density residential lots. The northwest area has approximately nine zoned open space areas, and small portion of commercial zoning along Oakland Beach Avenue and West Shore Road. Businesses such as Dexter Auto and Casey’s Auto Sales are located in this zone.

The Oakland Beach Elementary School, also located in this section, is the only public education facility located in Oakland Beach and is one of 27 schools in Warwick School District. It serves over 300 students in grades Pre-K through 6. Many students walk to school along Oakland Beach Avenue. The close proximity to the school makes this area highly desirable for homeowners with young children. Recently the Oakland Beach Elementary school received a Great Schools rating of 7 out of 10 based on its performance on state standardized tests. The following charts represent the demographic makeup of Oakland Beach Elementary School in 2007.

Enrollment by Grade Student Racial Breakdown

Eligibility for Free Lunch Gender Breakdown

Source: NCES 2006-2007; RI Department of Education

Figure 8. Demographics for Oakland Beach Elementary School (2007)


Warwick, RI


Page 43

Table 4. Workshop #1 Northwest Summary

Area of Study Northwest Residential Zoning Types A-7, A-40 Housing Types Single Family Public Facilities Oakland Beach Elementary School Commercial Zones General Business Public Access to Water Yes – 3 designated Public Right-of-Way locations:

Canfield Ave, Langley St, and Northup St. Adequate Recreational Activities* Yes Overall Neighborhood Safety* Lack of Police Enforcement Maintenance of Neighborhood Infrastructure* • Street signs are missing, especially historic.

• Street signs in disrepair. • Drains are needed to prevent flooding. • Maintenance is needed for the existing grant

projects. Community Recommended Improvements* • Add a speed bump on Horse Neck

Road to slow traffic. • Add privacy fence in front of the A.J.

Denoncour Tree Service • Add better street lighting. • More police presence. • Minimum housing enforcement. • Zoning enforcement.

*This information was provided by community members who attended Workshop #1. Members were asked specific questions regarding various aspects of their neighborhood. For a complete summary of questions and responses see Appendix A.

6.4.2 Northeast, Section 2 The northeast quadrant is similar to the northwest quadrant and made up of medium to high density residential lots. This area also contains a district zoned as Waterfront Business because of its location to Warwick Cove. This is where Brewer Greenwich Bay Marina is located.

There is also a large plot of open space located directly adjacent to Oakland Beach Avenue and the Boys and Girls Club. This recreation area includes two baseball fields, two soccer fields, a playground, and a skateboard park.

Table 5. Workshop #1 Northeast Summary

Area of Study Northeast Residential Zoning Types A-7, A-10, A-40 Housing Types Single Family Public Facilities Recreation and Open Space. Commercial Zones General Business, Waterfront Business Public Access to Water Yes – 5 designated Public Right-of-Way locations:


Warwick, RI


Page 44

Wadsworth St, Ray St, Bennett St, Briggs St, and Waterfront St.

Adequate Recreational Activities* • Yes, but there should be more parks for smaller kids.

• Basketball courts need to be refinished. Overall Neighborhood Safety* • Generally, no.

• Lacking sidewalk on Second Point Rd. • Too much speeding on Second Point and

Pequot Rd. Need more light. Maintenance of Neighborhood Infrastructure* • Plows are a problem as they leave snow in cul-

de-sacs and in the middle of streets. • More littering signs are needed along with

enforcement of laws. Community Recommended Improvements* • Sidewalk and lights on 2nd Pt. Road.

• Remove abandoned boats and cars. • Remove brush from city property. • Install new fence behind skate park and ball

field near the boys and girls club. • Control and pickup litter. • Bigger signs and flyers for community events.

* This information was provided by community members who attended Workshop #1. Members were asked specific questions regarding various aspects of their neighborhood. For a complete summary of questions and responses see Appendix A.

6.4.3 Southeast, Section 3 The southeast section of Oakland Beach is the most diverse of the four areas. There is a mixture of medium and high density residential, recreational and beach open space, and a mixture of general and waterfront businesses. Businesses along Oakland Beach Avenue include Oakies, a small convenience store, St. Rita’s Church, New England Frozen Lemonade of Warwick, and various other vacant storefronts. There are four marinas in the southeast quadrant: Warwick Cove Marina, Aqua Vista Marina Inc., Angels Marina Inc., and Marina Pleasure. These make up the majority of the area zoned as Waterfront Business as well as Timmy’s One Bay Ave Restaurant.

The southernmost portion of Section 3 is also where Oakland Beach Common (also known as “the loop”) is located. This public open space contains parking, beach access, a bandstand, public restrooms, and the Father O’Hara baseball field.

The Oakland Beach Public Boat Ramp is also located in the Southeast quadrant. It features a double ramp that is handicapped accessible. It has a concrete surface in good condition and there is sufficient water for launching, even at low tide. Parking is available for approximately 30 vehicles with trailers in the adjacent lot.


Warwick, RI


Page 45

The JONAH Community Center is also located in this area. The center is an important symbol of the Oakland Beach’s commitment to its senior citizens and to the betterment of the whole community through its programs and facilities. The JONAH Center is home to a variety of health and social service programs targeted at the elderly population and others. Examples of these programs include the Trudeau Program for the Mentally Challenged, meals for elders, recreation, youth and computer

literacy programs and community outreach work. Community members feel that the center is a visible landmark at the foot of Oakland Beach Avenue view corridor and should therefore be maintained and improved regularly to enhance the community image.

Unfortunately, as active and diverse this particular section of Oakland Beach is; only one member of this region came to the Workshop. This is due impart to the fact that a large section of this area is made up of

marinas, the commons, the boat ramp, beach parking, and rental properties. As a result, this area appears to lack significant numbers of residential home owners who are typically more proactive in community planning processes. This area also is more disjointed due to the mix of commercial and residential development. As a result of the poor attendance, an accurate perspective regarding this area was difficult to obtain.

Table 6. Workshop #1 Southeast Summary

Area of Study Southeast Residential Zoning Types A-7, A-10 Housing Types Single Family Public Facilities Commons, Public Restrooms, Boat Launch, Bandstand,

JONAH Center, Father O’Hara Field. Commercial Zones General Business, Waterfront Business Public Access to Water Yes – 5 designated Public Right-of-Way locations: Burr

Ave, Mohawk Ave, Off Logan St, Ottawa Ave, Quonset Ave, and Oakland Beach.

Adequate Recreational Activities Yes Overall Neighborhood Safety N/A Maintenance of Neighborhood Infrastructure N/A

Join Our Neighborhood and Help (JONAH) Community Center


Warwick, RI


Page 46

Community Recommended Improvements N/A

6.4.4 Southwest, Section 4 The southwest section of this community is home to a portion of the beach, the entrance to the half mile bike path and Iggy’s Doughboys and Chowder House. In addition to Iggy’s there are a variety of newer restaurants along the west side of Oakland Beach Avenue with outdoor patios overlooking the Brush Neck Cove and Greenwich Bay. There is a small public playground at the entrance of the bike path, just north of the beach. The First Congregational Church of Warwick is also located in this section at the intersection of Oakland Beach Avenue and Ottawa Avenue.

The southwest section is primarily made up of residential land uses with a mix of coastal open spaces. Some of the main issues raised in this area were related to the protection of coastal resources, including the elimination of invasive plant species along Brush Neck Cove. In addition, a bridge located along Sea View Drive (designated “Danger Bridge” by the community) has long been a source of contention due to its poor and unsafe condition.

Table 7. Workshop #1 Southwest Summary

Area of Study Southwest Residential Zoning Types A-7, A-40 Housing Types Single Family Public Facilities Bike Path, Beach, Public land along Brush Neck Cove Commercial Zones General Business Public Access to Water Yes – 3 designated Public Right-of-Way locations:

Wilcox St, Wilson Ave, Ottawa Ave 1, and Oakland Beach

Adequate Recreational Activities* Yes Overall Neighborhood Safety* Physically, but not property. Community members feel

their property is at risk. Maintenance of Neighborhood Infrastructure* • Roads need paving.

• Sea View Drive is being undermined by erosion.

• Trees need trimming over the wires. • More public sanitation and cleanup is needed

in public areas. • Overgrowth needs to be maintained along the

bike path. • The Japanese Knot Weed needs to be

eradicated. Community Recommended Improvements*

• Danger Bridge repair. • Dredge Brush Neck Cove. • Rehabilitate the common parking lot and clean


Warwick, RI


Page 47

plantings at the end of Suburban Parkway. • Fix erosion in roads. • Install benches. • More landscaping and trees are needed on

Suburban Parkway and where Oakland Beach Avenue meets Suburban Parkway.

• Improve the intersection of Oakland Beach Avenue and Suburban Parkway.

• More protection for erosion (e.g. seawalls, breakwaters, and removal of sand between breakwaters.

• Sidewalks on Suburban Parkway and better curbing for handicap access.

* This information was provided by community members who attended Workshop #1. Members were asked specific questions regarding various aspects of their neighborhood. For a complete summary of questions and responses see Appendix A.

6.5 Social Characteristics of Oakland Beach

Like many ocean front communities, Oakland Beach has a very dynamic social character due in large because it is seasonality. During the short summer months there are very high levels of traffic, and tourists, which cause parking issues, noise, and an abundance of trash. While the tourist season stimulates the small Oakland Beach economy, it can also negatively impact the quality of life for year-round residents. The majority of the residents understand the seasonality of the community in which they live, and strive to find a better balance so that it can be enjoyable to all.

Oakland Beach residents and visitors enjoy a high number of social gatherings and activities throughout the year that help invigorate and bond this small community. There are a variety of sports leagues that play on the two fields located within the community; the Men’s Softball Twilight League is one example. Many events are hosted in the public Common area in the summer, such as car shows for the Antique Automobile Club of America, and St. Rita’s Waterfront Festival. Oakland Beach also hosts fireworks on July 4th, and a First Night celebration. All these events are enjoyed by both year-round members of the community, seasonal visitors, and tourists.

6.6 Maintenance of Community Assets – a Growing Issue One of the most pressing issues throughout the Oakland Beach community is the apparent lack of investment in the maintenance of community assets. The lack of maintenance on town roads were repeatedly brought up during meetings, as was the JONAH Community Center’s building upkeep, and the desire for a beach maintenance program. It is imperative that any new physical infrastructure


Warwick, RI


Page 48

“It is imperative that any new physical infrastructure projects undertaken have designated funds set aside for maintenance prior to authorization and implementation.”

projects undertaken have designated funds set aside for maintenance prior to authorization and implementation. In addition, the parties responsible for the long term maintenance of specific physical improvements must be identified prior to project implementation to ensure construction materials and overall project approach properly fit with the level of maintenance provided by the sponsoring agency.

Many of the recommendations outlined in this master plan call for the establishment of subcommittees to oversee and facilitate action goals. Managing the implementation of new projects goes hand-in-hand with ensuring and mandating that all new investments are properly maintained. The Oakland Beach Community must understand that new projects should only be undertaken if there is a proper maintenance system in place. Without appropriate care, investment dollars are better spent on maintenance of existing infrastructure. For more information about how future projects can better integrate a maintenance strategy as part of the overall planning and implementation scheme see Section 7.3.

6.7 Minimum Housing and Home Abandonment The lack of enforcement relating to minimum housing standards was discussed by the community as a regulatory issue that must be addressed in Oakland Beach. The poor condition of some properties, the neglect of residential and commercials structures, and home abandonment, are all major issues that the community strongly desires to mitigate. As a result, 4SDS conducted a visual analysis of the homes within the study area in May of 2009 and noted which structures appear to have been abandoned.

Figure 9 depicts the location of abandoned houses within the Oakland Beach community. Overall, there are 18 houses that are visually abandoned within Oakland Beach. The highest majority of these houses are on the western section of the peninsula, particularly in the northwestern quadrant, where 8 properties appear to have been abandoned. Community members living or working in this area commented on home abandonment as a problem during the initial workshop, stating that these homes were a “potential for vagrants and vandalism.” Community members living or working in the southwestern quadrant also expressed their concern on the same issue. For a complete summary of community comments see Appendix A.

The concern over home abandonment and blight has increased in the last several years due to a strained economy and related home mortgage crisis. Inflated home prices and an over abundance of irresponsible lending resulted in the subsequent burst of the housing bubble and plummet of home values. Many homeowners who are “underwater” with their mortgages are simply abandoning their


Warwick, RI


Page 49

homes, leaving the banks and neighborhoods to pick up the pieces. In addition, many absentee landlords are simply avoiding home improvements and upkeep to properties due to a lack of money and resources. Many of these homes are degrading at an accelerated pace with violations to minimum housing standards readily apparent to residents and visitors.

New programs administered by the U.S. Department of Housing and Urban Development are attempting to assist local authorities and grass roots organizations address home abandonment through the acquisition and improvement of subject properties. However, the resources for these projects are often limited with regard to their scope and funding. It is therefore essential that community activists work with local authorities to identify abandoned or dilapidated structures early and work to address issues on a case by case basis. The longer a property remains abandoned or dilapidated, the more likely it will negatively impact the neighborhoods ability to inspire positive change.

Abandoned homes like the ones shown here are blight on the community aesthetic and impact the values of adjacent residential and commercial properties. The community must work with City Officials to identify abandoned or dilapidated properties and determine the most appropriate course of action for rehabilitating these eyesores.


Warwick, RI


Page 50

For the complete visual analysis report please see Appendix B

Figure 9. Houses that appear to be abandoned in Oakland Beach based on visual assessment


Warwick, RI


Page 51



Warwick, RI


Page 52

7. Looking Toward the Future

7.1 Overview Since October of 2008 4 Site Design Studio has been involved in an intense process of evaluating and analyzing the physical and social infrastructure of the Oakland Beach community. Through a series of meetings and workshops 4SDS has been able to summarize priorities, define action goals, and develop implementation strategies. Project recommendations are listed in a tabular format, which is intended to simplify the steps and processes required to make these goals a reality. Since it is impossible to accurately predict funding availability, project resources, and actual start dates, a project schedule was not created based on firm start and end dates. To provide this type of schedule (as noted in the 2002 master plan) is unrealistic and can actually discourage community activists when timelines need to be moved or changed. We have therefore kept project timelines very general in nature. Project completion times are provided in years and are meant to provide a general comparison between long term/ complex projects and short term/relatively simple projects. Each project is identified as a long term goal (LTG) of 5-plus years, mid-term goal (MTG) of 3 to 5 years, or short term goal (STG) of 1 to 2 years. Goals are categorized into these three time phases so the community can check their progress and evaluate project development based on a general time line.

In addition to a general time frame for project improvements, the magnitude of cost for each project is also purposely kept in general terms. Rising costs in materials and labor will affect project cost over time. In addition, the final value of most projects outlined cannot be estimated effectively until a final improvement alternative is selected that clearly shows all potential upgrades to a given piece of community infrastructure.

In order to provide a general magnitude of cost for each project, a line item is contained in each chart for a given improvement project called “Magnitude of Project Cost.” A “$” symbol indicates the relative cost to complete the project. For example, one “$” symbol indicates the project is relatively inexpensive and can likely be accomplished with small grants or local municipal funding. However a project listed with four “$” symbols will likely be a very large project requiring more planning and funding assistance from sources such as state and federal agencies. One to five “$” symbols have been assigned to each project contained herein. In order to gain a clearer understanding of project costs, advocates must conduct further project studies to narrow down specific improvements. Small projects may require a very simple planning process, while larger projects may require additional assistance from outside consultants such as engineers, landscape architects, builders, and architects.


Warwick, RI


Page 53

7.2 Action Goal Planning, Schedule, and Implementation Process This master plan document lists a variety of projects that could be feasibly undertaken at any time should funding and labor resources become available. There is typically no particular order for project implementation because it is extremely difficult to determine factors outside the purview project proponents. Local, state, and federal funding cycles often have a major impact on project timing, as does timing for grants and other types of funding opportunities. Sometimes funding becomes available, but no resources are available to administer or oversee a project for an extended period of time. It is for this reason that no firm project dates or accompanying schedule is included within this master plan document. Outlining project timelines based on unrealistic project start dates often fills community members with false hope. Furthermore, the failure to attain the dates outlined in a plan can dishearten community activists and actually lead to further project delay. Proper project planning does not start with laying out stringent timelines. It begins by evaluating the funding, resources, and tasks required to ensure successful completion within reasonable time durations. Proponents should not initiate a community project until the following questions are answered:

• What is the ultimate goal of the project?

• How does it improve the fabric of the Oakland Beach community?

• Is the project sustainable in terms of maintenance over the long term (see Section 7.3 for more details on maintenance evaluation)?

• Do we have the resources to undertake a project of this magnitude, or are there parties that have the resources to dedicate that are interested in the project?

• Is the project funded or are the upcoming opportunities for project funding that will allow the project to move through to fruition?

• Who will be responsible for seeing the project through to the end?

• Who is responsible to maintain the project once it is completed?

Although it is often tempting to start a project when the opportunity for funding arises, it is often better to start mapping out projects well before funding opportunities present themselves. A project that has been properly planned from the outset is more likely to run smoothly and receive less resistance during the implementation process. Projects that are rushed to meet funding deadlines are often flawed and implemented incorrectly. The key is to utilize this document as a roadmap to select projects for implementation based on priority level and work through the project until fruition before taking on more tasks that will likely deplete the same precious resources.


Warwick, RI


Page 54

“It is therefore imperative that the OBA and other community activists do not add more infrastructure without first examining how future maintenance of facilities will be funded and who will take over the responsibility for maintenance tasks. “

7.3 Integrating Maintenance Strategies

Maintenance is an issue that is often overlooked during the project planning and implementation process by both community activists and municipal agencies. Capital budget funds, bond issues, and specific grant funding opportunities often lack provisions for follow on project maintenance. In addition, these funds are often provided as a “use it or lose it” opportunity. Project proponents often feel as though they should implement a project even if there is no maintenance plan in place out of fear they will never obtain funding for the project again. This often leads to new projects being built even as existing infrastructure degrades due to lack of investment in maintenance.

The large investment in the amenities at Oakland Beach have significantly increased the number of facilities that must be maintained by city staff. Areas such as Oakland Beach, the playground, bike path, athletic facilities, restrooms, and public right-of-way area are all under the jurisdiction of the Warwick Public Works Department with regards to maintenance. Reductions in staff and operations funding have left the PWD short on the necessary time and resources to properly upkeep these facilities. It is therefore imperative that the OBA and other community activists do not add more infrastructure without first examining how future maintenance of facilities will be funded and who will take over the responsibility for maintenance tasks. This requires restraint and diligence during planning stages, but will ultimately result in a project that is sustainable over the long term.


Warwick, RI


Page 55

The following graphic depicts a general outline of how the planning and decision process should proceed with regard to maintenance processes:

7.4 Physical Infrastructure Recommendations Physical infrastructure includes the basic facilities, services, and installations needed for the functioning of a community. Examples include transportation and communications systems, water and power lines, and public institutions including schools and post offices. This is listed as the first category because physical infrastructure improvements are often the easiest goals to address and often yield visible results that the community can relate to and be proud of (e.g. beautification projects). These

Maintenance Level and Cost• Determine the level of maintenance required to

ensure proper operation and realize the full life ofthe project.

• Determine the annual cost of maintenance toinclude staff time, materials, and other relatedresources.

Responsibility• Work with the city and local non-profits to determine

who will ultimately be responsible for maintenance ofthe project once it is complete.

• If there is no maintenance entity re-evaluate theproject priority or create a separately funded non-profit agency to administered maintenance tasks ifappropriate.

Funding• Does the project have a separate account or

endowment for maintenance? Is there a seprate lineitem added to the city's operations budget for futuremaintenance of the area?

• Are there funds available to fund a seprateendowment as part of the project implementation? Ifnot, how will maintenance be funded? Can it befunded? Should it be funded?


Warwick, RI


Page 56

projects are also the most readily apparent and well known by the community. The largest hurdle when tackling these recommendations is typically obtaining the funding to create the required improvement. The second hurdle is dealing with the bureaucracy of getting things done (e.g. permitting, agency reviews, bidding, and public relations).

We have outlined the suggested physical infrastructure improvements for Oakland Beach based on the input received from community member, municipal authorities, the OBA, and our own evaluations.

7.4.1 Transportation

Traffic Study and Preliminary Roadway Plan – Oakland Beach Avenue and Suburban Parkway

Improving Oakland Beach Avenue and Suburban Parkway is something that has been in past Master Plans due to safety as well as aesthetic concerns. Past recommendations have focused primarily on the beautification of Oakland Beach Avenue/ Suburban Parkway intersection through small, community based projects. However, these recommendations do not address other large scale traffic flow and visual appearance issues that plague the area. In order to address all issues in a systematic and comprehensive manner at this intersection, we recommend an approach that involves a formal traffic study and schematic design analysis to fully explore improvement options.

Conducting a traffic study is the first step in the process of improving Suburban Parkway and Oakland Beach Avenue. The OBA, or City of Warwick, needs to initiate this type of study to determine traffic flow patterns and volume. This will impact possible street realignment, beautification, and modification strategies. A typical traffic study will evaluate the volume during peak seasons, overall flow and patterns, and provide recommendations for improvements to select intersections and streets. The data from the study can be used to support various improvement proposals for the enhancement of Oakland Beach Avenue and Suburban Parkway. Officials from the Rhode Island Department of Transportation and Warwick Public Works Department should be brought on early in the preliminary design process so they become an integral part of the planning process. Once the preliminary design is completed it will serve as a catalyst to secure additional funding through RIDOT and other granting authorities.

Traffic Study and Preliminary Roadway Plan - LTG Action Goal Physical Infrastructure – Transportation Time Frame to Start 2-5 years depending on funding and resource availability. Reason(s) Needed: • To evaluate how seasonal traffic congestion can be separated

from residential areas.


Warwick, RI


Page 57

• To evaluate potential traffic calming measures. • Improve pedestrian safety. • Beautify streetscapes. • Help leverage future funding. • Will help define priorities and funding.

General Tasks and Elements of the Project:

• Utilize existing OBA funds, or apply for additional funds through CDBG, to initiate a conceptual roadway redevelopment plan.

• Initiate a separate traffic study to obtain actual traffic counts. • Determine traffic flow patterns through inner neighborhood

areas and determine ways to discourage cut-through traffic, speeding, etc.

• Formulate preferred roadway realignment and beautification plan in cooperation with RIDOT and community activists.

• Lobby Rhode Island Department of Transportation (RIDOT), Statewide Planning, and local planning officials to place the project on the Transportation Improvement Plan (TIP) to implement improvement strategies based on report findings.

• Utilize local and grant funding to initiate smaller projects along the roadway.

• Work with RIDOT and the City of Warwick to lobby on behalf of the project and obtain federal and state funding.

Agencies/ Authorities and Groups Involved:

• OBA and the City of Warwick - Preliminary plan and traffic study. • RIDOT/ Statewide Planning – Project assistance, funding, and

oversight. • CRMC/DEM – permit oversight and stormwater management.

Magnitude of Project Cost • Transportation assessment and visual study - $ • Improvements – TBD based on final plans.

Step by Step Strategy:

1. Contact the RIDOT and Statewide Planning to obtain point of contact for future planning and development phases.

2. OBA to obtain board approval to expend funds on planning and traffic study.

3. Procure the services of a consultant to perform traffic counts and develop roadway alternatives.

4. Initiate traffic study and obtain results. 5. Develop Roadway alternatives and review with RIDOT, City of

Warwick officials, and the community. 6. Petition City, RIDOT, and Statewide Planning to include

improvement strategies for funding on the TIP List.

Estimated Time to Complete Task 1-2 months 2-3 months 3 months 6 months 6 months 6 months

Potential Project Funding Sources: Local City Assistance, Community Development Block Grant Funds, OBA private funds, RIDOT with assistance from the Federal SAFETEA-LU Program.

Other Funding Resources: Potential funding may come from DEM 319 grants or other agencies focused on improving stormwater management and reducing point


Warwick, RI


Page 58

source discharges. In addition private funding sources such as the Rhode Island Foundation or other types of funding agencies focused on enhancement and beautification project may also be an alternative. The Rhode Island Coastal Resource Management Council or RI Department of Environmental Management may have access to special funds if unique stormwater treatment methods are used to improve stormwater quality.

Resources: RIDEM, CRMC, City of Warwick Public Works, RIDOT, RISWP Website Resources: www.dot.state.ri.us, www.fhwa.dot.gov/safetealu/summary.htm,

www.fhwa.dot.gov, Improve Oakland Beach Avenue Oakland Beach Avenue is the major thoroughfare that runs through the heart of Oakland Beach community. Although not officially listed as a state route, RIDOT does list this route as “functionally classified” making it eligible for funding through SAFETEA-LU and other transportation oriented programs. The improvement and beautification of Oakland Beach Avenue has been a concern of the community since the original master plan was crafted. Improvements should be based on the aforementioned roadway study and work in unison with other stormwater and beautification improvements to work as a potential funding multiplier. Improve Oakland Beach Avenue - LTG Action Goal Physical Infrastructure – Transportation Time Frame to Start 5-10 years depending on initial planning and funding resources. Reason(s) Needed: • Improve pedestrian safety.

• Improve ADA access. • Enhance storefronts and mask unsightly lots. • Improve traffic flow. • Support local business through improved visibility and access. • Improve stormwater quality. • Enhance the aesthetic appearance of the gateway to Oakland

Beach. General Tasks and Elements of the Project:

• Leverage roadway study to obtain funding as noted above. • Reduce road width and add center island with plantings – Rain

garden (potential funding avenue). • Add low impact development stormwater retention areas

(potential funding avenue). • Improve ADA Access (potential funding avenue). • Reconfigure parking areas. • Add street trees, furnishings and banners.

Agencies/ Authorities and Groups Involved:

• OBA and the City of Warwick (preliminary plan and traffic study). • RIDOT / RISWP– Project assistance, funding, and oversight.

Magnitude of Project Cost • Final improvements: $$$$$ (Depends on final redevelopment

http://www.dot.state.ri.us/

http://www.fhwa.dot.gov/safetealu/summary.htm

http://www.fhwa.dot.gov/


Warwick, RI


Page 59

option) Step by Step Strategy:

1. Petition City, RISWP and RIDOT to include improvement strategies for funding on the Transportation Improvement Plan.

2. Obtain project funding through RIDOT and other sources as applicable.

3. Initiate project and work with RIDOT to distribute information about the project and answer community questions.

4. Establish maintenance plan with RIDOT for future upkeep.

Estimated Time to Complete Task 6 months 3 to 5 years 1 to 2 years 3 to 6 months

Project Funding Sources: Community Development Block Grant Funds, OBA private funds, RIDOT with assistance from the Federal SAFETEA-LU Program.

Other Funding Resources: Potential funding may come from DEM 319 grants or other agencies focused on improving stormwater management and reducing point source discharges. In addition private funding sources such as the Rhode Island Foundation or other types of funding agencies focused on enhancement and beautification project may also be an alternative. The Rhode Island Coastal Resource Management Council or RI Department of Environmental Management may have access to special funds if unique stormwater treatment methods are used to improve stormwater quality.

Resources: RIDEM, CRMC, City of Warwick Public Works, RIDOT, RISWP Website Resources: www.dot.state.ri.us, www.fhwa.dot.gov/safetealu/summary.htm,

www.fhwa.dot.gov,

Figure 10. Proposed Improvements to Oakland Beach Avenue





Warwick, RI


Page 60

Improve and Beautify Oakland Beach Avenue Suburban Parkway Intersection As pictured in Figure 10, adding a traffic circle may be a way to better direct the traffic flow, as well as serve as a focal point at the terminus of Oakland Beach Avenue. There are many potential improvement options that could mitigate the current problems at this intersection. The key to developing the most appropriate option is to gather necessary traffic data and working with local and state authorities and community members to create a solution that enhances the appearance of the area as well as the overall traffic flow pattern.

Improve and Beautify Oakland Beach Avenue and Suburban Parkway Intersection - LTG Action Goal: Physical Infrastructure – Transportation Time Frame to Start: 5-10 years depending on funding and resources. Reason(s) Needed: • Improve sidewalk access.

• Improve ADA access. • Beautify intersection. • Improve traffic flow. • Create a visual focal point.


• Widen Sidewalks and create cut through areas for ADA. • Potential to add a rotary and configure Burr Avenue.

Figure 11. Oakland Beach Avenue/ Suburban Parkway Intersection Improvements


Warwick, RI


Page 61

• Add a central feature to the terminus of Oakland Beach Avenue (sculpture, art, plantings).

• Define the edges of the intersection. • Mix pavement materials to create visual interest. • Add new way-finding signage. • Evaluate ways to configure bus stop.

Responsible Parties: • OBA and the City of Warwick (preliminary plan and traffic study). • RIDOT/ Statewide Planning – Project assistance, funding and

oversight. Magnitude of Project Cost • Suburban Parkway and Intersection - $$$ Step by Step Strategy: NOTE: It may be logical to combine this project as part of the Oakland Beach Avenue enhancement project for logistical and fiscal reasons.

1. Petition City and RIDOT to include improvement strategies for funding on the TIP List based on initial transportation study (see above).

2. Obtain project funding through RIDOT. 3. Initiate project and work with RIDOT to distribute information

about the project and answer community questions. 4. Formulate a long term maintenance strategy and implement it

accordingly.

Estimated Time to Complete Task 6 months 3 to 5 years 6 to 12 months 3 to 6 months

Project Funding Sources: Community Development Block Grant Funds, OBA private funds, RIDOT with assistance from the Federal SAFETEA-LU Program.

Other Funding Resources: Potential funding may come from DEM 319 grants or other agencies focused on improving stormwater management and reducing point source discharges. In addition private funding sources such as the Rhode Island Foundation or other types of funding agencies focused on enhancement and beautification project may also be an alternative. The Rhode Island Coastal Resource Management Council or RI Department of Environmental Management may have access to special funds if unique stormwater treatment methods are used to improve stormwater quality.

Resources: RIDEM, CRMC, City of Warwick Public Works, RIDOT Website Resources: www.dot.state.ri.us, www.fhwa.dot.gov/safetealu/summary.htm,

www.fhwa.dot.gov,





Warwick, RI


Page 62

Address Lack of Parking

Parking is a concern for the Warwick Planning Department (WPD) and the Oakland Beach Community. A parking study was completed by the WPD in 2008 to examine parking conditions. Their recommendations for parking expansion are shown in Figure 11.

A – Grass area west of Father O’Hara Field. This area could provide approximately 30 spaces.

B – Burr Avenue, a line of boulders could be removed off this City property and would provide 15 parallel parking spaces.

C – Grass area east of Father O’Hara Field could be converted to potentially provide 100-125 new parking spaces. However, this area currently collects drainage from the field, adjacent parking lot, and Burr Avenue and would have to be carefully reconfigured.

D – Grass area adjacent to public restrooms. This area, on the corner of the beach parking lot and Burr Avenue could accommodate approximately 40-50 spaces. This area was, however, the potential location for the future carousel and the OBA should plan accordingly.

E – Common area parking. The common presently has 11 parking spaces. There is adequate space to expand this area to provide an additional 15 spaces without sacrificing common area space.

Figure 11. Warwick Planning Department parking expansion recommendations. Figure 12. Warwick Planning Department Parking Expansion Recommendations


Warwick, RI


Page 63

There are other areas we recommend as potential parking areas as shown in Figure 14.

A – Vegetated area between Oakland Beach Avenue and Burr Avenue. This vacant lot currently owned by S G Associates Inc. The OBA should work with the owners to determine its potential for parking.

B – Newly constructed parking lot north of Carousel Grille. This privately owned parking lot is currently being used as overflow parking by the restaurant. The OBA should work with owners to establish a partnership for public parking in low volume hours.

C – Shared public/private lot south of the Top of the Bay Restaurant. This area needs to posted as public parking and reorganized in order to maximize its efficiency. Improving the efficiency of this lot could eliminate the need to expand parking in other areas.

D – (Not Shown) – Remote parking areas at the Oakland Beach Elementary School and Boys and Girls Club with shuttle buses and public bike rentals. This could reduce traffic flow into the “loop” area and help eliminate the need to convert valuable land to surface parking along the Oakland Beach waterfront.

Address Lack of Parking - MTG Action Goal Physical Infrastructure – Transportation Time Frame to Start 2-3 years Reason(s) Needed: • Reduce congestion.

• Improve access. • Support local businesses. • Address the need before the proposed Oakland Beach carousel is

built to avoid approval hurdles. • Potential for funding generation.

General Tasks to Complete Project: • Work with the Warwick Planning Department and local businesses to determine parking needs and redesign existing public parking areas.

Figure 13. 4SDS Recommended Parking

Figure 14. 4SDS Parking Expansion Recommendations


Warwick, RI


Page 64

• Evaluate potential for parking expansion without impacting amenities.

• Enhance existing parking areas and improve stormwater management strategies.

Agencies, Authorities and Groups Involved

• OBA , City of Warwick, local land owners, CRMC, and DEM.

Magnitude of Project Cost • Will vary significantly by individual projects. Step by Step Strategy:

1. OBA to work with local elected representatives and the City of Warwick to further explore parking expansion and other alternatives further to create a clear master plan approach.

2. Work with local property owners to reorganize lots and expand parking where appropriate.

3. Work with the city to deny permits for businesses that seek variances for parking in the area unless suitable alternatives can be found.

4. Implement individual expansion and mitigation projects in a phased approach.

Estimated Time to Complete Task 6 months 2 to 5 years Ongoing 2 to 5 years

Project Funding Sources: Community Development Block Grant Funds, OBA private funds, City funds, and local property owners.

Other Funding Resources: Potential funding may come from DEM 319 grants or other agencies focused on improving stormwater management and reducing point source discharges. The Rhode Island Coastal Resource Management Council or RI Department of Environmental Management may have access to special funds if unique stormwater treatment methods are used to improve stormwater quality in existing parking areas.

Resources: RIDEM, CRMC, City of Warwick, local property owners. Website Resources: N/A

Extend the Bike Path Although a short bike path was added to Oakland Beach by the Rhode Island Department of Transportation in the late 1990’s, the community still lacks adequate accessibility through alternate means of transportation. The existing bike route starts and ends in awkward areas that do not connect to other community features. Designated bike routes should be explored for incorporation along major vehicular roadways such as Oakland Beach Avenue and Sea View Drive. In addition, the community expressed a major interest in resurrecting previous ideas to construct a bridge over Brush Neck Cove and link the Oakland Beach bike path to City Park. This idea was first proposed during the planning process for the first bike path. However, concerns arose over project cost and ran into opposition from Buttonwoods residents who did not favor a connection to Oakland Beach. The project was abandoned and only the short path that remains today was built.


Warwick, RI


Page 65

Connecting Oakland Beach to City Park with a bridge is not only feasible, it’s logical. The local railroad once utilized a similar route to transport visitors to Oakland Beach from nearby communities before the advent of cars and major roadways. The re-establishment of this connection provides equitability of recreational resources for both Oakland Beach and Buttonwoods, in addition to offering a contiguous alternate transportation route. Community members should therefore continue to lobby on behalf of the bike path extension whenever

possible.

Extend the Bike Path - LTG Action Goal Physical Infrastructure – Transportation Time Frame to Start 2-4 years Reason(s) Needed: • Improve alternate means of access to Oakland Beach to help

reduce traffic congestion. • Encourages use of remote parking for beach areas to reduce

traffic influx (e.g. use of school parking during the summer). • Encourage alternate recreational opportunities. • Improve activity and appearance along Oakland Beach Avenue. • Enhance recreational opportunities and access for residents of

Buttonwoods and Oakland Beach. General Tasks and elements of the Project:

• Determine new bike routes along existing roadways and open space areas.

• Develop a bike lane and signage strategy for a class II bike path along OB Avenue.

• Work with RIDOT, RISWP, and elected officials to leverage SAFETEA-LU Funding (federal) and local funding for the construction of a pedestrian bridge and bike path extension over Brush Neck Cove.

Magnitude of Project Cost • Bike Bridge and Path Extension - $$$ • Addition of bike paths along roadways - $$ (costs may be

integrated with road reconstruction is performed) Step by Step Strategy: Estimated Time to Complete Task

Figure 15. Proposed Bike Path Extension Route


Warwick, RI


Page 66

1. OBA to appoint a designated representative and oversight committee to deal with bike path initiative.

2. OBA representative to work with local elected representatives to lobby the City for pathway extensions along existing roadways.

3. OBA and City representatives work with the Planning Department to lobby RI Statewide Planning for bike path extension and bridge.

4. Work with Statewide Planning to place bridge and path extension on the TIP. Wait for funding to become allocated.

5. Obtain funding for the project and complete the planning process.

6. Put project to bid and complete.

1 month 1-2 years 1-2years 2-5 years 1-2 years 1-2 Years

Project Funding Sources: The Bikes Belong Coalition, RI DEM Bikeway Development Grants, Community Development Block Grant Funds, OBA private funds, RIDOT/ Statewide Planning with assistance from the SAFETEA-LU program.

Other Funding Resources: Potential funding may come from DEM open space grants or other agencies focused on improving alternate transportation networks. Non-profit agencies such as the Bikes Belong Coalition are also potential sources of project funding. Be sure to utilize Statewide Planning resources and local outdoor advocates to seek out other grant sources. Also seek out seemingly unrelated grants related to water quality, open space development, and community development.

Resources: RIDEM, CRMC, RIDOT, City of Warwick, RI Statewide Planning, Bikes Belong Coalition.

Website Resources: www.dot.state.ri.us, www.fhwa.dot.gov/safetealu/summary.htm, www.fhwa.dot.gov, http://www.bikesbelong.org,

In 2005 SAFETEA-LU was passed by congress resulting in a $2 billion increase over the previous transportation law (TEA-21). Over $4.5 billion will be spent from 2005 through 2011 on bike path enhancements. This does not include recent stimulus finding efforts. Now is the time to push forward bike path improvements to ensure they are constructed utilizing available funds. The next round of funding for transportation improvements should start in 2012.

Figure 16. Federal Transportation Spending under the SAFETEA-LU Program




http://www.bikesbelong.org/


Warwick, RI


Page 67

Repair “Danger Bridge”

The repair of “Danger Bridge” has been on the agenda of both the community and the City for quite some time. The reconstruction of the bridge ranks high on the community’s list of priorities. However, residents would like to see the bridge reconstructed in a manner that is more aesthetically appealing, with ornamental hand rails, sidewalks, and cohesive materials. Due to limited funding in the city, the bridge has been left to degrade for the past decade. However, this project can no longer be avoided and must become a top priority for both community members and the Public Works Department.

Repair “Danger Bridge” - STG Action Goal Physical Infrastructure – Transportation Time Frame to Start Immediately – 0-1year Reason(s) Needed: • The bridge is now a public hazard and must be fixed before an

accident occurs. • Improve the aesthetic value of the bridge.


• Work with local public works to fund and repair the bridge appropriately.

• Offer to match funds from OBA funds or future CDBG grants. • Petition local elected officials to secure capital funding for the

project if necessary. Magnitude of Project Cost • Bridge Repair and Enhancements - $$ Step by Step Strategy:

1. Contact local elected officials and set up meeting with PWD leadership to determine resource needs.

2. Work with PWD engineering division to draft a schematic plan and magnitude of cost for the project.

3. Work with elected officials to secure funding for the final bridge design and implementation. Evaluate feasibility of matching funds from OBA or other outside resources.

4. Obtain funding and finalize design plans. 5. Place project to bid and construct.

Estimated Time to Complete Task 1 month 2 to 6 months 6 months to 2 years 6 months 1 year

Project Funding Sources: Community Development Block Grant Funds, Local Funding through Capital and Operating Budgets.


Warwick, RI


Page 68

Other Funding Resources: Potential funding may come from CRMC grants or other environmentally focused agencies due to the bridges proximity to Greenwich Bay. May also be tied in with grants or funding for the bike path extension from DEM or SAFETEA-LU. Improvements to the bridge would be required if the bike path is extended along Sea View Drive thereby fulfilling the goals of extending the bike path and reconstructing the bridge.

Resources: RIDEM, CRMC, City of Warwick Planning Department, Local Elected Officials, Warwick PWD.

Website Resources: N/A

These graphics from the 2002 Master Plan report show proposed improvements to “Danger Bridge” along Sea View Drive. These images still reflect the community’s vision for the reconstruction of the bridge. The existing bridge has experienced serious weathering and erosion and must be replaced immediately before an accident occurs.

The OBA and community members would like to see some additions to the bridge when it is reconstructed including the addition of an ornamental railing, stone walls, and a pedestrian sidewalk. These small additions to the project will result in a major improvement in the overall aesthetic appearance and functionality of the bridge structure.

Figure 17. Proposed Improvements to "Danger Bridge"


Warwick, RI


Page 69

The city of South Burlington, Vermont was one of the first communities in the nation to create a separate stormwater management district. Much like any typical utility, South Burlington Stormwater Services bills on a monthly basis. Charges are based on a calculated average of a properties impervious area. The charge for a single family home is $4.50 per month ($54 per year). Duplexes are assessed $2.25 per month ($27 per year). This small charge to residents has helped South Burlington finally construct and maintain proper management and treatment facilities.

Information about South Burlington Stormwater Services can be found at http://www.sburlstormwater.com/about_us/about_us.shtml

7.4.2 Stormwater Management

Evaluate Potential for a Stormwater Management District

Oakland Beach’s biggest disadvantage when trying to deal with stormwater runoff and related water quality issues is the continual lack of funding to construct and maintain long term stormwater management infrastructure. Most of the community streets, with the exclusion of Oakland Beach Avenue which is “functionally classified” as a state roadway, are under the jurisdiction of the City of Warwick. The funds required to upgrade the stormwater management system throughout the area is cost prohibitive for the City to implement. Although grants and other types of federal matched funding may be obtained to implement improvements, these types of funding alternatives often take a long time to obtain and do not help with follow on maintenance of the system.

A potential solution to this funding gap may be the establishment of a special stormwater management district in which residents and businesses would be charged a small fee for the construction and maintenance of a stormwater management system. Although this strategy could be very contentious with residents and business owners, it would supply a steady stream of revenue to install and maintain an effective stormwater system. We therefore recommend that the OBA work with local and state elected officials, the public works department, planning department, and CRMC to determine if a special stormwater management district is appropriate for the City. This evaluation would determine if the establishment of a separate district is feasible, equitable, and would ultimately yield the results the city seeks with regard to stormwater management and improved water quality in Greenwich Bay.


Warwick, RI


Page 70

Evaluate Potential for a Stormwater Management District - MTG Action Goal Physical Infrastructure – Stormwater Management Time Frame to Start 2-3 years Reason(s) Needed: • There is a serious lack of funding for stormwater management, maintenance,

and infrastructure improvements. • Enabling legislation already exists (RIGL 45-61). • A small assessment could generate a large amount of funds focused

specifically on improving and managing stormwater systems. • Warwick (as a whole) has a major impact on Greenwich Bay water quality with

a very large amount of impermeable area and runoff. • Waters adjacent to Oakland Beach become polluted as a result of poor runoff

management. General Tasks and Elements of the Project:

• Petition local officials to explore the possibility of a Stormwater Management District similar to that which exists in South Burlington, VT.

• Assist officials with support and political leverage to pass local legislation. • If approved and passed, work with public works to identify improvement areas

within Oakland Beach that could utilize funding. • Attempt to match local funding with grass roots grants and raised funds.

Magnitude of Project Cost

N/A


1. Contact local elected officials and set up meeting with the Warwick Planning Department an Public Works Department to discuss the potential for a SMD.

2. Work with City officials to facilitate a citywide meeting relating to the issue of SMD establishment to obtain input about the idea.

3. Determine if a SMD can be established on a city-wide or community wide basis. Work with local officials to draft local enabling legislation if it is determined that a SMD is in the best interest of the City.

Estimated Time to Complete Task 3 to 6 months 3 to 6 months 6 months to 1 year

Project Funding Sources:

N/A

Other Funding Resources:

N/A

Resources: City of Warwick Planning Department, Local Elected Officials, Warwick PWD, Local community leaders, CRMC, and RIDEM.

Website Resources: National Pollutant Discharge Elimination System (NPDES), www.sburlstormwater.com, http://www.dem.ri.gov/programs/benviron/water/permits/ripdes/stwater/index.htm,

http://cfpub2.epa.gov/npdes/home.cfm?program_id=6

http://www.sburlstormwater.com/

http://www.dem.ri.gov/programs/benviron/water/permits/ripdes/stwater/index.htm


Warwick, RI


Page 71

http://www.crmc.ri.gov/index.html

Public Common Area Stormwater Management

The Oakland Beach community has placed a priority on repairing flooding issues in the public common parking lot area adjacent to the beach front. The parking area constantly floods and pools in the south east corner of the lot. The 2002 master plan proposed solving this issue through the installation of a crushed stone pad. However, additional ideas should be explored to solve this issue in a manner that will reduce runoff of the entire parking area and improve water quality before it discharges into nearby Greenwich Bay. Ideas may include the use of permeable pavements, deep sump catch basins, or bio-retention swales.

Public Common Parking Area Stormwater Management - STG Action Goal Physical Infrastructure – Stormwater Management Time Frame 1-3 years Reason(s) Needed: • To eliminate current flooding issues at the southeastern portion

of the parking area. • Improve water quality and promote infiltration. • Redeveloping the parking area will allow the opportunity to

explore parking layout and potentially improve efficiency. General Tasks and Elements of the Project:

• Apply for matching grants focused on reducing or eliminating nonpoint stormwater discharge.

• Lobby local officials as necessary to match funding. • Work with a responsible engineering team conversant in LID

technologies to determine the most appropriate methods for solving stormwater management issues in the area.

• Implement appropriate action. Magnitude of Project Cost • Design and analysis - $

• Implementation of chosen solution – TBD based on design. Step by Step Strategy:

1. Utilize existing funds or apply for grant funding to hire an engineering consultant conversant in new LID technologies.

2. Work with the consultant to evaluate different LID methods of stormwater management that will solve current flooding issues.

3. Select and improvement strategy, develop a budget, and apply for additional funding as necessary.

4. Obtain funding and complete final design. 5. Place project out to bid. 6. Implement project.

Estimated Time to Complete Task 6-12 months 3-6 months 6 months to 1 year Based on funding availability. 3 months 3-6 months


Warwick, RI


Page 72


Community Development Block Grant Funds, OBA private funds, Local Bond Issues and other grants through the Warwick Office of Community Development.


Potential funding may come from DEM 319 non-point source discharge grant or other agencies focused on improving stormwater management and reducing point source discharges.

Resources: RIDEM, CRMC, Warwick Planning Department, Warwick Office of Community Development.

Website Resources: National Pollutant Discharge Elimination System (NPDES), www.sburlstormwater.com, http://www.dem.ri.gov/programs/benviron/water/permits/ripdes/stwater/index.htm, http://www.crmc.ri.gov/index.html

Improve Overall Stormwater Management

Due to the significant impact stormwater has on the water quality of nearby Greenwich Bay, Oakland Beach residents and advocates must make the improvement of stormwater infrastructure a major priority. The OBA and other grass roots organizations can help spur interest in stormwater management issues by funding pilot projects that focus on the treatment of stormwater through low impact principles. In addition, advocates must lobby for city wide improvements to stormwater management since much of the runoff from inland areas also affects the water quality in Greenwich Bay.

Improve Overall Stormwater Management - LTG Action Goal Physical Infrastructure – Stormwater Management Time Frame to Start 1-3 years to begin project planning and dialogue. From 5-15 years to

obtain funding and realize infrastructure improvements throughout the city.

Reason(s) Needed: • The lack of existing stormwater management systems has

resulted in pollution to Greenwich Bay. • The lack of existing infrastructure has led to localized flooding and

may result in the destruction of personal or city property. • Because responsible stormwater management using LID and BMP

methods can help reduce nitrates, sediment, and metals from contaminating water supplies.

• The development of unique stormwater treatment and distribution methods can support funding for other initiatives (e.g. streetscape improvements and landscaping).


• Continue to work with the Warwick Watershed Action Team to address stormwater issues city wide.

• Apply for grants and funding for a comprehensive stormwater management study of Oakland Beach and surrounding communities.

• Lobby local officials to match funding and commit to developing a


http://www.sburlstormwater.com/



Warwick, RI


Page 73

stormwater strategy. • Work to develop LID and BMP pilot projects for areas within

Oakland Beach. • Utilize the stormwater management plan as a guide to

strategically implement improvements as funding is generated or becomes available.

Magnitude of Project Cost • Planning and advocacy – N/A • Implementation of action strategies – $$$$$


1. Work with local elected officials, Warwick PWD, and the WWAT to continue to develop a clear action plan to address city wide stormwater issues.

2. Assess feasibility of a stormwater management district (see above).

3. Designate a member of the OBA to deal specifically with stormwater management issues and report back to the larger group.

4. Work with community representatives and the City to obtain funding for studies and infrastructure improvements.

Estimated Time to Complete Task Ongoing See Above 1-3 months Based on funding availability.


Community Development Block Grant Funds, OBA private funds, local bond issues and other grants through the Warwick Office of Community Development, DEM grants, RICRMC grants, and federal NPDES program grants.


Potential funding may come from DEM 319 non-point source discharge grant or other agencies focused on improving stormwater management and reducing nonpoint source discharges. Funding may also be available as part of larger state roadway projects.

Resources: Local elected officials, RIDEM, RICRMC, Warwick Planning Department, Warwick Office of Community Development, Warwick Public Works Department, RIDOT and RISWP.

Website Resources: National Pollutant Discharge Elimination System (NPDES), http://www.dem.ri.gov/programs/benviron/water/permits/ripdes/stwater/index.htm, http://www.crmc.ri.gov/index.html




Warwick, RI


Page 74

Create a pilot Stormwater Management Project Utilizing New LID/BMP Technologies

Suburban Parkway and Oakland Beach Avenue both present opportunities to manage stormwater utilizing the latest in low impact design and best management practice (LID/BMP) technologies. The CRMC expressed a large amount of interest in helping Oakland Beach develop a model stormwater project that could possible gain local and national attention. The CRMC is very interested in creating a pilot project involving bio-retention basins and vegetated treatment swales. Treatment facilities of this

Figure 18. Sketch of Vegetated Stormwater Treatment Swale


Warwick, RI


Page 75

type could be added to Oakland Beach Avenue or Suburban Parkway to collect and filter stormwater.

Many new methods of stormwater collection, treatment, and management are just coming to light. The University of New Hampshire’s Stormwater Center is on the forefront of new stormwater management technologies. It would therefore behoove parties interested in improving Oakland beaches water quality to visit UNH’s facilities and determine ways in which new stormwater management technologies could be applied to help address the needs of the Oakland Beach community.

Create a Pilot Stormwater Management Project – MTG Action Goal Physical Infrastructure – Stormwater Management Time Frame to Start 6 months to 1 year to begin planning and coordination with CRMC

officials. Reason(s) Needed: • To gain local and nation exposure in order to fuel further funding

and development of larger scale stormwater treatment projects in Oakland Beach and throughout Warwick.

• Improve dialogue with CRMC concerning stormwater management and a variety of coastal issues.

• Explore new LID technologies that reduce the impact on the environment while solving local flooding issues.

• To improve the water quality in both Brush Neck and Warwick Cove.

• Reduce nonpoint source runoff. • Reduce the potential for property damage due to stormwater

flooding. General Tasks and Elements of the Project:

• Assign a community liaison to be a primary point of contact with the CRMC on all stormwater and related coastal issues.

• Determine ways in which the OBA and local advocates can help the CRMC leverage funding and work with the Army Corps of Engineers to push special projects ahead.

• Develop a pilot project using LID principles and leverage exposure from the project to fund future projects.

• Continue to work with the CRMC to modify the Greenwich Bay Special Area Management Plan to stress improvements to Oakland Beach.

• Work as a team to get things accomplished! Magnitude of Project Cost • Planning and advocacy – N/A

• Implementation of action strategies – TBD - depends on project. Step by Step Strategy:

1. Assign a member of OBA or other community advocate to be the primary RI CRMC liaison. This individual should represent the OBA and community on all coastal issues, work with local elected

Estimated Time to Complete Task 1-3 months


Warwick, RI


Page 76

officials, and establish a report with CRMC. 2. Work with CRMC to identify the most logical and cost effective

pilot project utilizing LID principles. 3. Visit UNH Stormwater Center to gain further understanding of

available technologies. 4. Hire a consultant to a preliminary plan for the pilot project and

develop estimate. 5. Apply for funding from DEM, CRMC, ACOE, NOAA, or other sources. 6. Obtain funding and develop final plans. 7. Obtain permits and construct project. 8. Issue press releases and post on the internet. 9. Develop a project profile for distribution to potential funders of

larger scale improvements.

3 months to 1 year N/A 2 to 3 months 3 to 6 months 6 to 12 months 1 year 1 to 3 months 1 to 3 months


Community Development Block Grant funds, OBA private funds, local bond issues and other grants through the Warwick Office of Community Development, DEM grants, RI CRMC grants, and federal NPDES program grants.


Due to the uniqueness of this effort, relevance to coastal water quality issues, and educational value, funding may be obtained through broader research and development grants from local institutions such as the University of Rhode Island. In addition, agencies such as the National Oceanic and Atmospheric Administration (NOAA) may take interest in the project due to the research and educational value of a pilot project utilizing newer LID technologies. NOAA provides a variety of grants every year for unique research projects and testing of products related to water quality.

Resources: Local elected officials, RIDEM, RICRMC, Warwick Planning Department, Warwick Office of Community Development, Warwick PWD, and NOAA.

Website Resources: National Pollutant Discharge Elimination System (NPDES), http://www.unh.edu/erg/cstev/about_us.htm, http://www.dem.ri.gov/programs/benviron/water/permits/ripdes/stwater/index.htm, http://www.crmc.ri.gov/index.html, http://www.noaa.gov/index.html, http://www.oesd.noaa.gov/funding_opps.html

The University of New Hampshire’s Stormwater Center is funded through a variety of federal and state grants. The center conducts research on a variety of new LID/BMP technologies for collecting, treating, and suitably discharging stormwater. The center conducts a number of tests and studies of these new technologies and issue reports and presentations on their website (http://www.unh.edu/erg/cstev/about_us.htm).

One of the newest and most exciting technologies the Stormwater Center is evaluating is pervious pavement (shown in the picture to the left). New studies show that the use of pervious pavement systems are more effective than traditional closed systems at collecting runoff and protect environmental quality at the same time.


http://www.unh.edu/erg/cstev/about_us.htm


http://www.crmc.ri.gov/index.html

http://www.noaa.gov/index.html

http://www.unh.edu/erg/cstev/about_us.htm


Warwick, RI


Page 77

Develop a Comprehensive Stormwater System Maintenance Plan.

Although limited, there is some stormwater infrastructure in the Oakland Beach community that must be maintained on a regular basis to avoid flooding and possible property damage. In addition, a maintenance plan should be developed prior to the construction of any new stormwater infrastructure.

Develop a Comprehensive Stormwater System Maintenance Plan - LTG Action Goal Physical Infrastructure – Stormwater Management Time Frame to start Maintenance plan for existing infrastructure – 1-2 years.

Maintenance plan for new infrastructure – LTG – As projects become planned and funded.

Reason(s) Needed • Local government has limited resources and cannot undertake a

maintenance plan effort alone. • Community members have a better sense of the day to day

operations of internal systems. • When funding becomes limited partnerships prevail!


• Assign a community liaison to coordinate with the public works department to notify them of issues.

• Continue to leverage funding to supplement maintenance budgets.

• Work with Warwick PWD to ensure maintenance funding and plans are in place before new projects come online.

Magnitude of Project Cost • N/A Step by Step Strategy:

1. Assign a member of OBA or other community advocate to be the primary Warwick PWD liaison along with local elected officials.

2. Assist the PWD to draft a simple stormwater management plan for the Oakland Beach community and determine final cost and resources.

3. Lobby on behalf of the PWD to increase operating dollars to properly maintain the stormwater system.

4. Work with the PWD on a project by project basis to draft a maintenance plan for each new project that comes online.

Estimated Time to Complete Task 1 to 3 months 6 months to 1 year 1 year As necessary


Local government operating budgets and matching grants from sources such as DEM and RICRMC.


N/A

Resources: Local elected officials, RIDOT, RIDEM, RICRMC, and Warwick PWD. Website Resources: N/A


Warwick, RI


Page 78

7.4.3 Wastewater Management

Finalize Sewer Connections

Most properties in Oakland Beach are now connected to the managed sewer system. However, several properties remain unconnected which affects the overall environmental quality of the area. The OBA and local elected officials must work with the Warwick Sewer Authority to determine ways in which final connections can be made in Oakland Beach.

Finalize Sewer Connections - STG Action Goal Physical Infrastructure – Waster Water Management Time Frame to Start 1-3 months Reason(s) Needed: • Final hookups to municipal system will help ensure water quality

is unaffected by nitrates and fecal discharge. • Approximately 85% of Oakland Beach is now connected.

Completing connections are essential to water quality in Greenwich Bay.


• Assign a community liaison to coordinate with the sewer authority to determine any additional needs and if the community can assist.

• Leverage continued grant funding as necessary to fund final connections to the system.

Responsible Parties: OBA, Warwick Sewer Authority, local elected officials Magnitude of Project Cost • N/A Step by Step Strategy:

1. OBA to work with local elected officials and the Warwick Sewer Authority (WSA) to identify properties that remain unconnected to the system.

2. Assist the WSA as necessary to ensure final connections are made as expeditiously as possible. This includes contacting residents and owners and lobbying on behalf of any further funding required.

3. Continue to work with the WSA to ensure the system is properly maintained and servicing the needs of residents.

Estimated Time to Complete Task 1-3 months 6 months to 2 years Ongoing


WSA capital improvement funds, DEM grants


N/A

Resources: Local elected officials, RIDEM, Warwick Sewer Authority Website Resources: http://www.warwickri.gov/wsa/index.html


Warwick, RI


Page 79

7.4.4 Recreation Improvements The Oakland Beach community enjoys some of the most abundant recreational resources in the city; however, there is room for the improvement and expansion of recreational facilities. Individuals from the community, as well as officials from the City of Warwick’s Recreation Department, have identified several improvement and expansion goals including:

• Reorganizing O’Hara Field to improve parking and accommodate the future carousel.

• Adding and updating irrigation systems on all active recreation fields.

• The potential for adding field lighting to the O’Hara complex. This idea was popular with city officials due to expanded play opportunity, but unpopular with residents due to fears that lights bring more night time activity and light pollution. This idea must be explored and evaluated further.

• Upgrading the fence around all fields, as well as adjacent to the skate park.

• Aesthetically enhancing all parks.

• Upgrading existing playgrounds to comply with CPSC and ASTM guidelines.

• Extending the existing bike path system (see section 7.4.1 for expansion recommendations).

• Installing a new splash pad water park adjacent to the skate park. This idea won considerable favor with community members.

Develop a Comprehensive Recreation Facility Enhancement and Expansion Plan

Although this master plan identifies a few of the general recreational improvements needed and desired for the Oakland Beach community, it is by no means exhaustive. In addition, each improvement alternative must be discussed further with regard to planning, funding, and future maintenance. Therefore a separate taskforce must be created to work with city officials and develop a comprehensive improvement strategy focused specifically on recreational enhancement and expansion. A clear plan, with funding requirements and maintenance strategies, will help create a clear vision for future improvements and increase the ability of the community to obtain capital funds and grants to implement projects accordingly.

Develop a Comprehensive Recreation Facility Enhancement and Expansion Plan - MTG Action Goal Physical Infrastructure – Recreation Improvements Time Frame to start 1 to 2 years Reason(s) Needed: • $3.5 million in bonds were approved for city wide open space

improvements in 2008 (not released yet). Well planned projects that clearly demonstrate a need will receive these funds.


Warwick, RI


Page 80

• Taking immediate action during the current bond delay will help ensure that Oakland Beach needs are met in the future.

• Working with the WRD and WPD through the planning process will create “buy in” for future maintenance and expansion possibilities.

• A planning process will flush out community concerns and help avoid future development hurdles.

• A clear plan will help advocates obtain grant funding as it becomes available.


• Organize a subcommittee to evaluate the condition of each existing recreation facility and develop a full list of wants or needs.

• Procure a consulting services (if funding is available) to develop specific recommendations, schematic designs, and estimates to amend the master plan document.

• Identify areas were other community goals may overlap with recreation enhancement plans (e.g. stormwater management and field reconstruction).

• Work with the PWD, WRD, and local officials to develop plans and lobby for the release of recreation bond funds.

• Continue to apply for grants and obtain funding for projects contained in the final plan.

Magnitude of Project Cost

• Planning and advocacy – N/A • Consultant cost for schematic design and assessment - $ • Project funding – TBD based on recreation plan.


1. Assign a subcommittee of the OBA to work with the PWD, WRD, Office of Community Development, and local elected officials to create a comprehensive recreation plan.

2. Use OBA or other grant funding to hire a consultant to undertake a comprehensive assessment of recreation facilities and propose enhancements.

3. Utilize plan to leverage the release of current open space bond funding.

4. Utilize plan to apply for grant funding for specific improvement projects.

5. Implement projects as funding becomes available.

Estimated Time to Complete Task 1-3 months 3 months to 1 year N/A 2-3 months 3-6 months


Community Development Block Grant funds, OBA private funds, local bond issues and other grants through the Warwick Office of Community Development, DEM open space grants, and other federal funding .


RI DEM and CRMC environmental grants, RI Foundation grants, and other recreation specific grants (e.g. the NFL foundation, major league baseball, etc.)

Resources: Local elected officials, RIDEM, RICRMC, Warwick Planning Department, Warwick Office of Community Development, Warwick PWD, and RI Foundation.

Website Resources:

http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165, http://www.nps.gov/uprr/funded_city.html,

http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165

http://www.nps.gov/uprr/funded_city.html


Warwick, RI


Page 81

http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm, http://www.warwickri.gov/pdfs/budgets/FY2010/Warwick%20Capital%20Budget%20FY10.pdf https://www.responsiblesports.com/community_grants/community_grants_closed.aspx http://kaboom.org/

A Note about Obtaining Funds for Recreation Facility Enhancement Projects

Recreation projects often involve a variety of interrelated components that enhance the prospect of funding through non-traditional sources. For example, active recreation facilities with large fields can help provide much needed space for the treatment and storage of stormwater discharged by nearby properties and streets. New LID technologies have been developed to increase stormwater storage capacity, and infiltration ability, below recreation fields. This type of technology adds value and depth to the project and makes project funding more available through non-traditional resources.

Recreation facilities often include ornamental adornments (fences, gateways, fountains, and statues) that are often funded through local and national art endowment funds. Adding these elements to a design can actually increase the prospect that a project will be funded and implemented.

Finally, private sport foundations, and recreation advocates, such as Boundless Playgrounds, Kaboom, the Fédération Internationale de Football Association (FIFA) often provide grants for the creation and enhancement of facilities geared toward a specific recreational activity. All of these sources should be explored and leveraged against one another to ensure recreation infrastructure is enhanced for future generations.

Athletic fields can help communities manage stormwater from parking areas, streets, and nearby properties while preserving valuable open space. This image shows one type of new LID/BMP technology that allows water to be channeled underneath the field surface and infiltrate naturally back into the ground water table instead of sheet flowing water with contaminants into valuable wetlands and estuaries.

Figure 19. Stowmwater Storage Cells Under an Athletic Field

http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm

http://www.warwickri.gov/pdfs/budgets/FY2010/Warwick%20Capital%20Budget%20FY10.pdf

https://www.responsiblesports.com/community_grants/community_grants_closed.aspx


Warwick, RI


Page 82

Conduct a Property Assessment and Evaluate the Potential for Development of Pocket Parks

Abandoned and dilapidated properties remain an issue of contention in the Oakland Beach community. Some of these properties may be acquired by the City of Warwick due to back taxes owed on the property. Many of these lots are deemed “non-buildable” due to new local zoning and building codes. The community should therefore evaluate the highest and best use for each lot, including the potential development of new recreational resources such as pocket parks and playgrounds.

Conduct Property Assessment and Evaluate Potential Development of Pocket Parks - LTG Action Goal Physical Infrastructure – Recreational Improvements Time Frame to Start 2-3 years Reason(s) Needed: • Existing open space areas are large, concentrated in seasonal

areas, and inaccessible to many children. • The addition of neighborhood parks, playgrounds, and water

parks can help reduce neighborhood density. • Conversions of vacant land to parks ensure proper upkeep of

properties currently abandoned. • Increases general recreation opportunities for residents.

General Tasks and Elements of the Project

• Conduct a thorough evaluation of available properties in the community.

• Petition the city to either redevelop currently owned lots, or acquire new land for development into open space.

• Organize community build events to construct playgrounds. • Work with the Parks and Recreation Department to leverage

funding for new open space projects. • Develop parks using LID principles (can these become stormwater

treatment areas?) Magnitude of Project Cost • Planning and advocacy – N/A

• Consultant cost for schematic design and assessment - $ • Project funding – TBD based on development plan.


1. Assign a subcommittee of the OBA to work the Warwick Planning Department, Tax Assessors Office, Inspectional Services Division, and Office of Community Development, Public Works Department, and Recreation Department to assess vacant properties for potential use as pocket parks.

2. Develop an comprehensive plan for each selected open space if areas are determined suitable for parks.

3. Hire a consultant and develop schematic plans for each space to

Estimated Time to Complete Task 1 to 2 years 1 year 6 months


Warwick, RI


Page 83

include estimates. 4. Apply for project funding. 5. Receive funding and implement plans.

2 to 5 years Based on funding availability.


Community Development Block Grant funds, OBA private funds, local bond issues and other grants through the Warwick Office of Community Development, DEM open space grants, and other federal funding .


RI DEM and CRMC environmental grants, RI Foundation grants, and other recreation specific grants (Boundless Playgrounds, Kaboom, etc.)

Resources: Local elected officials, Planning Department, Warwick Office of Community Development, Public Works Department, Parks and Recreation Department, Inspectional Services Division, and Tax Assessors Office.

Website Resources:

http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165, http://www.nps.gov/uprr/funded_city.html, http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm, http://www.warwickri.gov/pdfs/budgets/FY2010/Warwick%20Capital%20Budget%20FY10.pdf https://www.responsiblesports.com/community_grants/community_grants_closed.aspx http://kaboom.org/, http://www.boundlessplaygrounds.org/index.php

Formulate a Comprehensive Maintenance Program

Formulate a Comprehensive Maintenance Program - MTG Action Goal Physical Infrastructure – Recreational Improvements Time Frame to Start Immediately Reason(s) Needed: • Funding is typically limited with regard to open space

maintenance. • The maintenance of the open space reflects the pride and

character of the community. • The community has a vested interest in the quality of their open

spaces for the sake of their children. General Tasks and Elements of the Project:

• Work with the Public Works Department and city officials to determine the potential for funding generation strategies (e.g. charges for boat ramp, parking, beach access, facility rental, concessions, advertising, etc.)

• Develop a funding strategy that is sustainable and appropriate. • Determine ways in which the community can assist park

maintenance efforts (e.g. community cleanups, education initiatives, etc.)

Magnitude of Project Cost • Planning and advocacy – N/A • Additional cost of maintenance program - $


1. OBA to set up a meeting with Public Works officials and local elected officials to voice maintenance concerns and offer

Estimated Time to Complete Task Immediate

http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165

http://www.nps.gov/uprr/funded_city.html


http://www.warwickri.gov/pdfs/budgets/FY2010/Warwick%20Capital%20Budget%20FY10.pdf

https://www.responsiblesports.com/community_grants/community_grants_closed.aspx

http://kaboom.org/


Warwick, RI


Page 84

solutions and assistance. 2. Develop comprehensive strategy for addressing maintenance

concerns and determine additional resources required to implement.

3. A designated OBA representative should draft a simple plan for maintenance with funding and resource requirements.

4. OBA to assist the PWD by organizing community cleanups, educating the public about litter prevention, and lobbying for additional maintenance funding.

3 months 6 months ongoing


Community Development Block Grant funds, OBA private funds, local operating budgets.


RI DEM and CRMC grants as they relate to water quality and recreation enhancement. Maintenance funding is often difficult to obtain and even harder to sustain. Look into private funding ventures such as setting up a separate non-profit with funding from local businesses. Clean and functioning recreational facilities, beaches, and streetscapes generate more visitors and potential business for donors.

Resources: Local elected officials, Public Works Department, Recreation Department, local businesses, and the National Council for Public-Private Partnerships.

Website Resources:

http://www.ncppp.org/cases/index.shtml

Establish a Sustainable Beach Maintenance Program

Establish a Sustainable Beach Maintenance Program - STG Action Goal Physical Infrastructure – Recreational Improvements Time Frame to Start Immediate – may be combined with the maintenance program outlined

above. Reason(s) Needed: • The beach is a major community and natural resource that must

be preserved. • CRMC identifies this as a major part of the Greenwich Bay SAMP. • Summer tourism demands that the beach be maintained

appropriately. General Tasks and elements of the Project:

• Determine self funding strategies. • Lobby local and state officials for stable funding for beach

maintenance since this is a state resource for swimming and recreation.

• The local residents should not bear the burden of beach maintenance, but rather advocate on its behalf!

Magnitude of Project Cost • Planning and advocacy – N/A • Additional cost of maintenance program - $

Step by Step Strategy: Estimated Time to Complete Task


Warwick, RI


Page 85

1. OBA to set up a meeting with public works officials and local elected officials to offer solutions and assistance for long term beach maintenance.

2. Develop comprehensive strategy for addressing maintenance concerns and determine additional resources required to implement.

3. A designated OBA representative should draft a simple plan for maintenance with funding and resource requirements.

4. OBA to assist the PWD to lobby the CRMC, DEM and other state and city funding sources for continued maintenance funds.

Immediate 3 months 6 months ongoing


Community Development Block Grant funds, OBA private funds, local operating budgets, state economic development funds, CRMC grants, and DEM funds.


Maintenance funding is often difficult to obtain and even harder to sustain. Look into private funding ventures such as setting up a separate non-profit with funding from local businesses. Clean and functioning recreational facilities, beaches, and streetscapes generate more visitors and potential business for donors.

Resources: Local elected officials, Public Works Department, Recreation Department, local businesses, and the National Council for Public-Private Partnerships.

Website Resources:

http://www.ncppp.org/cases/index.shtml

Carousel Funding and Final Plans The Oakland Beach Carousel Foundation (OBCF), a fully volunteer organization, was established in late 1990s as an offshoot of the Oakland Beach Association. Their mission is to rebuild the much-loved historic carousel that once stood in Oakland Beach. The devoted volunteers in this foundation have dedicated many hours of drawing and carving horses and chariots, painting murals, and creating the beautiful ornamentation similar to the artwork that graced the original carousel. Once operating, the Oakland Beach Carousel Foundation will dedicate the carousel’s net profits to a trust, which will assist qualified community groups throughout Warwick.

Horses carved for the new carousel in Oakland Beach. (Photo source: Oakland Beach Carousel Foundation)


Warwick, RI


Page 86

Now that approximately half of the horse replicas have been completed for use in the carousel, the Foundation must turn its attention to larger funding and planning efforts relating to the construction of the carousel building. Funding and plan development for the structure is likely to take several years and must be undertaken before community efforts to create the horses are complete. It is imperative to have firm building plans in place within the next several years to leverage future funding and to address logistical issues and conflicts early.

The proposed building for the carousel will resemble a screw-pile lighthouse to complement its waterfront location (see figure 20). Locating this structure with respect to other existing and proposed features should be carefully considered as the group continues with the planning process. The serious lack of parking in the “loop area”, poor traffic flow, flood restrictions, and pedestrian safety issues will all weigh heavily into where the structure can ultimately be situated. The OBA must continue to work closely with the Carousel Foundation to ensure they have the resources required to complete this invaluable project.

Figure 20. Sketch of the Proposed Carousel Building


Warwick, RI


Page 87

Carousel Funding and Final plans - MTG Action Goal Physical Infrastructure – Recreational Improvements Time Frame to Start 1-2 years Reason(s) Needed: • Over half of the horses necessary for the carousel have been

created. • Full funding for the carousel is not yet in place. • Proper site and building plans must be developed to address

permitting hurdles soon. This process can take up to 3 years due to proximity to coastal waters.

• To avoid conflicts with other city plans and local priorities (e.g. plans for parking expansion).

• Determine impact on parking and traffic circulation. • Integrate with recreation improvement plans.

General Tasks to Complete Project: • OB Carousel Foundation must determine final funding strategies for the structure.

• Work with the city grant writer to identify funding sources and apply for grants.

• Hire architecture/ engineering consultants to develop advanced drawings, estimates, and begin to address permitting issues.

• Coordinate with recreation facility and parking plan initiatives. Magnitude of Project Cost • Project Planning - $

• Funding for the building and site work - $$$$ Step by Step Strategy:

1. Carousel Foundation, with assistance from OBA, to begin lobby local officials for building design funding.

2. Work with city officials to coordinate the location of the structure in an appropriate way that does not further exacerbate public parking issues.

3. Use a combination of funds raised to hire an architecture/ engineering consultant to develop building and site plans and estimates.

4. Finalize plans and receive estimates. 5. Develop a funding strategy with volunteer grant writers and

advocates to lobby for construction funds. 6. Work with consultant, DEM, CRMC, and the Warwick Building

Department to identify permitting and construction hurdles early on. Develop a check list of project requirements and timelines.

7. Procure funding for the construction of the carousel facility .

8. Construct the building and related infrastructure.

Estimated Time to Complete Task Immediate 3 to 6 months 1 year 6 months to 1 year 6 months 1 year 3 to 5 years based on available funding and grant success. 1 to 2 years

Project Funding

Community Development Block Grant funds, Carousel Foundation, local capital budgets, state economic development funds, RI Foundation grants, private donors, and local businesses.


Warwick, RI


Page 88

Sources: Other Funding Resources:

Community based projects of this type that have the potential to fuel economic growth in the tourism industry are often marketed to private donors but may require major assistance from state and federal economic development agencies. In addition, local trade organizations such as the carpenters and electrical unions will often donate staff time to construct buildings for non-profit organizations. The Carousel Foundation should also seek funding advice from community groups throughout the nation who have undertaken similar projects such as the Salem Riverfront Carousel project (see below).

Resources: Local elected officials, RI CRMC, RI DEM, Warwick Building Department, Salem Riverfront Carousel Project.

Website Resources:

http://www.salemcarousel.org/index.htm

Project Resource:

In 1996 a non-profit organization was created in Salem, Oregon called the Salem Riverfornt Carousel Project. This project is very similar in size and scope when compared to the Oakland Beach Carousel project. The SRC Project was completed in 5 years and the carousel opened on June 2, 2001. The project was made possible through the efforts of hundreds of volunteers and has been enormously successful. The carousel has a self sustaining funding mechanism for both staffing and maintenance of the facility. Members of the Oakland Beach Carousel Foundation would be well served to research the Salem Riverfront Project and obtain advice from project members. They can be contacted at 503-540-0374 or online at http://www.salemcarousel.org/ContactUs.htm

Photos courtesy of the Salem Riverfront Carousel Project and Oregon.com.


Warwick, RI


Page 89

Plan and Install a splash pad.

The Oakland Beach Community has expressed a need for enhanced recreational opportunities for small children and toddlers that are easily accessible to the northern parts of the neighborhood. Amenities in the southern section of the community, along the beachfront, are beyond the walking distance allowable for most small children and are frequently over occupied by beach visitors and tourists. The addition of a splash pad was discussed as a preferred option to bring new and innovative recreational opportunities to the children of Oakland Beach. A preferred option is to eliminate the existing playground equipment located adjacent to the new skateboard park and replace it with a splash pad that is handicapped accessible. The current play equipment is outdated and does not meet current Consumer Product Safety Commission Standards with regard to safety and accessibility.

Plan and Install a Splash Pad - STG Action Goal Physical Infrastructure – Recreational Improvements Time Frame to Start Planning and fundraising – Immediately.

Construction – 1 to 3 years. Reason(s) Needed: • Provides the community with unique recreational amenities for

the summer months, especially in the northern sections of Oakland Beach.

• There is a need for play areas that are suitable for younger children.

• The current playground adjacent to skate park is outdated and needs to be replaced soon.

• Allows residents in northern ends of the community to enjoy a water feature without having to travel to the busy beach front area.


• OBA and community members should work with The Warwick Office of Community Development, Parks and Recreation Department and Public Works Department to fund plans for a new splash pad.

• Develop a long term maintenance plan. • Obtain funding through local bonds and grants. • Work with community to build project.

Magnitude of Project Cost • Project planning consultant- $ ($10, 000 to $15,000) • Funding for the splash pad construction - $$ (likely $75,000 to

$200,000 depending on features and utility access). Step by Step Strategy:

1. OBA and community advocates to meet with Warwick DCD, PWD, RD, and other related parties to determine funding resources and draft a long term maintenance plan.

2. OBA to use existing CDBG funding to hire a consultant to

Estimated Time to Complete Task Immediate 3 to 6 months


Warwick, RI


Page 90

undertake the design development and construction documents for the new splash pad.

3. Develop plans and estimate for project. 4. Lobby local government and grant authorities for project

funding if necessary. Utilize CDBG grant funds if available. 5. Obtain funding for the project and place project to bid. 6. Construct project. 7. Issue press release about the project that highlights public

involvement, grant donors, and other key parties.

3 to 6 months Immediately following the drafting of plans and estimates. Based on availability. 6 months Immediately following construction of project.


Community Development Block Grant funds, local capital budget, RI Foundation, private donors, DEM open space grants.


N/A

Resources: Local elected officials, RI CRMC, RI DEM, Warwick Building Department, Salem Riverfront Carousel Project.

Website Resources:

http://www.rifoundation.org/Default.aspx, http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm, http://www.hud.gov/offices/cpd/communitydevelopment/programs/, http://www.vortex-intl.com/en/index-en.html, http://www.waterplay.com/

http://www.rifoundation.org/Default.aspx


http://www.hud.gov/offices/cpd/communitydevelopment/programs/

http://www.vortex-intl.com/en/index-en.html

http://www.vortex-intl.com/en/index-en.html


Warwick, RI


Page 91

Figure 21. Sketch of Proposed Splash Pad

This picture shows the current Playground on Oakland Beach Avenue. The equipment is outdated and needs to be replaced.

Most splash pad manufacturers will assist communities with the design and development of splash pads for no charge. However, planning for surfacing, utilities, access, and layout should be performed by a registered landscape architect.


Warwick, RI


Page 92

7.4.5 Environmental

Designate a Community Liaison to Coordinate with CRMC, ACOE, and DEM

Environmental protection remains one of the top priorities for the Oakland Beach community and therefore communication and coordination must be improved with agencies involved with the protection of coastal and environmental issues. This includes the RI Coastal Resources Management Council, Department of Environmental Management, and Army Corps of Engineers.

The development of a feasibility study for Brush Neck Cove by the ACOE and RI CRMC, is currently behind schedule and must be advanced in the near future to ensure environmental concerns are being addressed in a timely manner. The community can play a key role in advancing key environmental priorities by working with the RI CRMC and ACOE to advance projects in a more expeditious manner, as well as assist these agencies with community resources and support when appropriate.

Designate a CRMC/ DEM/ ACOE Community Liaison - STG Action Goal Physical Infrastructure – Environmental Time Frame to Start Immediate Reason(s) Needed: • The ACOE is conducting a feasibility study for restoring Brush

Neck Cove that is behind schedule (due last year). • There is currently a lack of regular and formal communication

between neighborhood groups and environmental agencies. • OBA and residents must work closely with RI CRMC and the ACOE

to advocate for coastal projects. • Funding is likely to come from federal sources that typically

require community support for projects. • Increased communication keeps community members involved

with upcoming improvements and creates a sense of engagement.

General Tasks to and Elements of the Project:

• Designate a community advocate to work with local city officials in dealings with RI CRMC, DEM, and the ACOE.

• Work to support funding for the restoration of Brush Neck Cove. • Establish a schedule so agenda items are kept current

Responsible Parties: OBA, RI CRMC, DEM, and local elected officials. Magnitude of Project Cost • N/A Step by Step Strategy:

1. OBA and community to designate a representative to deal with all issues concerning RI CRMC, DEM and ACOE.

2. The designated liaison shall work in unison with local elected officials to coordinate and communicate with agencies

Estimated Time to Complete Task 1 to 3 months Immediately following designation as the official liaison.


Warwick, RI


Page 93

concerning coastal and environmental issues. 3. The designated liaison shall report back to the OBA on

discussions and findings as well as prepare annual reports on the status of projects and upcoming issues.

4. The liaison shall bring back issues of concern from the community to the attention of local officials, CRMC and DEM.

5. The liaison shall work with the OBA and community advocates to determine ways in which the neighborhood can support local environmental and coastal initiatives.

Monthly or bi-month updates with annual report filings. Monthly, bi-monthly, or otherwise as required. Ongoing


N/A


N/A

Website Resources:

http://www.dem.ri.gov/, http://www.crmc.ri.gov/

Develop a Maintenance Plan for Warwick Cove

Dredging is essential to maintaining public access to Greenwich Bay for boaters as well as restore habitat under certain circumstances. The CRMC states in their Greenwich Bay Special Area Management Plan (SAMP) that state or local maintenance dredging is necessary in Warwick Cove, and along Oakland Beach, on a regular basis. However, because dredging can have detrimental environmental impacts it is important to establish a regular maintenance schedule. Warwick Cove was last dredged in 1966 according to the Harbor Management Plan. However, mixed community sources have indicated the cove may have been dredged in more recent years; however, this information could not be verified.

Develop and Maintenance Plan for Warwick Cove - STG Action Goal Physical Infrastructure – Environmental Time Frame to Start Immediate Reason(s) Needed • Vital to the marina industry along Warwick Cove.

• Sediment can be used to build up Warwick City Beach. • CRMC identifies this as a major part of its SAMP. • Improves flushing of the cove.

General Tasks to Complete Project: • Designate a community member to work with local city officials and Warwick Harbor Management Commission to keep pressure on the CRMC and ACOE to fund and implement regular maintenance of Warwick Cove (see above).

• Work with the RI CRMC and the ACOE to develop a long term maintenance plan for Warwick Cove.

http://www.dem.ri.gov/

http://www.crmc.ri.gov/


Warwick, RI


Page 94

Responsible Parties: OBA, RI CRMC, ACOE, and local elected officials. Magnitude of Project Cost • N/A Step by Step Strategy:

1. OBA and community to designate a representative to deal with all issues concerning RI CRMC and DEM.

2. The designated liaison shall work in unison with local elected officials to advocate for the dredging of Warwick Cove and establish a long term maintenance plan with the RI CRMC and ACOE.

3. The OBA and community members should support efforts to fund long term maintenance strategies for Warwick cove.

Estimated Time to Complete Task 1 to 3 months Immediately following designation as the official liaison. Ongoing


ACOE, local marinas and businesses, RI Economic Development Corporation grants.


Funding for coastal projects of this nature typically derive from the ACOE and the federal government after a thorough evaluation has been made of current coastal conditions and effects of dredging. However, due to the large economic impact that dredging and regular maintenance of Warwick Cove has on the local marinas, City of Warwick, and Rhode Island as a whole, additional funding routes for dredging and sustained maintenance may be available through other means. Marinas and local businesses may contribute to a maintenance fund to ensure the long term survival of their business interests. In addition, the RI Economic Development Corporation may take an interest in the project due to the coves economic value for the state.

Website Resources:

http://www.crmc.ri.gov/, http://www.usace.army.mil/Pages/default.aspx, http://www.riedc.com/


http://www.usace.army.mil/Pages/default.aspx


Warwick, RI


Page 95

Work with the RI Coastal Resources Management Council to adopt public water access Rights-of-Way areas and perform improvements.

A public right-of-way (ROW) to the shore is a piece of land over which the public has the right to pass on foot, or, if appropriate, by vehicle in order to access the tidal waters in Rhode Island. The Adopt-an-Access program was established in 2005, prompted by the Rhode Island Saltwater Anglers Association’s (RISAA). Under the Adopt-an-Access program CRMC and participating municipalities work together to re-establish rights-of-way as accessible scenic public ways. Regular maintenance programs and reporting on the designated ROWs are also instituted. Signage is provided free of charge by CRMC. This is a possible way for local businesses to sponsor a ROW access point and obtain advertising.

There are a variety of right-of-way areas in Oakland Beach. Some are controlled by CRMC and others are managed by the City of Warwick.

Adopt-an-Access Program - STG Action Goal Physical Infrastructure – Environmental Time Frame to Start 1-2 years Reason(s) Needed: • There are 4 public ROW areas under jurisdiction of the CRMC in

Oakland Beach (refer to CRMC’s “Guide to Coastal Resources Management council – Designated Rights of Way to Greenwich Bay.”).

o Sheffield Street (J-10) o North Shore Street (J-12) o Off Ship Street (J-30) o Suburban Parkway (J-31)

(J-12) The right-of-way is blocked with a truck and tent. Vegetation is too dense to pass. No public access sign is posted. There are no “No Parking” signs posted on this narrow street.

This image shows a right-of-way located next to Aqua Vista Marina at the end of Suburban Parkway. The area is in disrepair and unmarked, but could be a valuable resource.


Warwick, RI


Page 96

• All areas remain unidentified as rights-of-way. • Some ROWs are blocked while others are unmaintained. • This is a great opportunity for the community to be involved in a

project that will yield immediate results. • There may be other ROW spaces that the community can help get

designated by the CRMC. • A public/ private partnership will help create stronger bonds

between community members and the CRMC. General Tasks and elements of the project:

• Coordinate with Kevin Cute from the CRMC’s public ROW program. ( 401-783-3370 or [email protected])

• Commit to adopting existing ROW areas. • CRMC will provide signs. • Conduct annual community cleanup and maintenance efforts. • Work with local abutters to educate them about the importance

of maintaining these spaces. Responsible Parties: OBA, community advocates, RI CRMC, local elected officials. Magnitude of Project Cost • $ - Nominal cost for maintenance. Mostly volunteer cleanup

efforts and labor donations. Step by Step Strategy:

1. The community’s designated liaison to the RI CRMC should be tasked with working with agency representatives to evaluate parcels and identify improvement resources.

2. OBA and local community advocates to organize cleanups, construction projects, and related events after right-of-way areas have been selected for improvement.

3. The OBA and community advocates shall work with the CRMC to provide standard signs at all right-of-way entry areas.

4. The community and CRMC should devise and ongoing maintenance schedule so these areas do not fall into disrepair.

Estimated Time to Complete Task 3-9 months Immediately following property evaluations. 1 to 2 years 1 to 2 years


RI CRMC, Community Development Block Grants, RI Foundation Grants, and private donors.


N/A

Website Resources:

http://www.crmc.ri.gov/, http://www.crmc.ri.gov/publicaccess/gb_row_guide.pdf, http://www.crmc.ri.gov/publicaccess/ri_access_guide.pdf, http://www.crmc.ri.gov/publicaccess/PublicAccess_Brochure.pdf, http://www.crmc.ri.gov/publicaccess/ROWCoastalBriefing.pdf, http://www.crmc.ri.gov/publicaccess/CitizensGuide_ROW_Process.pdf

mailto:[email protected]?subject=Oakland%20Beach%20Adopt-an-Access%20Program


http://www.crmc.ri.gov/publicaccess/gb_row_guide.pdf

http://www.crmc.ri.gov/publicaccess/ri_access_guide.pdf

http://www.crmc.ri.gov/publicaccess/PublicAccess_Brochure.pdf

http://www.crmc.ri.gov/publicaccess/ROWCoastalBriefing.pdf


Warwick, RI


Page 97

Advocate for Low Impact Development Strategies

Low Impact Development is a comprehensive approach that seeks to maintain existing natural systems or reestablish them where they have been lost due to construction. By selecting from a set of new technologies, developers can tailor the Low Impact Development concept to nearly any project; and they will find that in most cases LID techniques are cost-competitive with conventional approaches.

Advocate for Low Impact Development Strategies– LTG - Ongoing Action Goal Physical – Environmental Time Frame to Start Immediate Reason(s) Needed: • Sustainable practices overlap between a multitude of manmade

improvements. • Sustainable principles work best if applied on a larger scale and

are consistent. • The city has authority to adjust local zoning to ensure properties

are developed utilizing LID principles, especially along coastline areas.

General Tasks to Complete Project: • Leaders from all local community groups should meet annually to discuss city wide issues on a grass roots level.

• Collaborate between: o Local boards o Public works officials o Fire department and emergency response o Developers and builders o Consultants and engineers o Business interests and property owners o Environmental advocates

• Develop coordinated strategies that encourage sustainable development and advocate through local elected officials.

• Initiate test projects when funding becomes available to increase awareness and create action.

Responsible Parties: Community advocates city wide, local elected officials, and municipal authority leaders.


1. The OBA and community advocates work with local representatives and city council to establish an independent “sustainable initiatives board” consisting of community advocates and city department representatives.

2. Work with the board to draft recommendations related to LID building standards, zoning, and other related municipal regulation as it relates to the construction or reconstruction of

Estimated Time to Complete Task 1-2 years Ongoing


Warwick, RI


Page 98

elements that impact the quality of life and environment of communities.

3. Assist communities to fund LID projects and support private development projects that apply LID principles.

Ongoing


N/A


N/A

Website Resources:

www.lowimpactdevelopment.org

7.5 Policy and Land Use Recommendations

7.5.1 Minimum Housing

Establish a Minimum Housing Subcommittee – STG - Ongoing Action Goal Policy and Land Use – Minimum Housing Time Frame to Start 1-2 years Reason(s) Needed: • Public officials who enforce minimum housing standards are often

overwhelmed with requests and typically do not have staffing to identify issues in the field.

• Community advocates can assist efforts by keeping a close eye on violations and reporting as they occur.

• Community support helps leverage owners into doing the right thing. General Tasks and Elements of the Project:

• Create a small subcommittee to work directly with the City on minimum housing issues.

• Utilize the committee to channel all communication to the City to reduce redundancy and confusion.

• Subcommittee members can assist by performing owner research, sending cleanup letters of request, and identifying violations.

• Work with City officials to determine the best course of action once a property is foreclosed upon (e.g. recreation development, revitalization and resale, acquirement by abutters, etc.)

Responsible Parties: OBA, community advocates, local elected officials, and Warwick Building Inspection Department (Minimum Housing Division).


1. The OBA and community advocates coordinate a meeting with elected officials and Warwick BID to develop a partnership for addressing minimum housing.

Estimated Time to Complete Task Within 2 to 4 months of start.

http://www.lowimpactdevelopment.org/


Warwick, RI


Page 99

2. OBA and BID to work together to identify minimum housing violations and address them in an expeditious and appropriate manner.

3. OBA, BID, and other community organizations to hold yearly educational drives to educate residents and property owners about minimum housing requirements.

Ongoing Ongoing


N/A – Mostly volunteer


N/A

Website Resources:

http://www.warwickri.gov/index.php?option=com_content&view=category&id=54&Itemid=155

Neighborhood Stabilization Fund Coordination

The State of Rhode Island recently received a total of $19.6 million through the federal Housing and Economic Recovery Act of 2008 (HERA), Neighborhood Stabilization Program (NSP). The program was funded by the federal government for the purpose of assisting in the redevelopment of abandoned and foreclosed homes, with a goal of stabilizing communities. Oakland Beach has been identified as a NSP target zone due to the high quantity of foreclosures predicted by the U.S. Department of Housing and Urban Development. Refer to Appendix C for maps outlining predicted foreclosure rates and NSP target areas in Rhode Island.

The Rhode Island Office of Housing and Community Development (OHCD) and the Rhode Island Housing Authority are responsible for administration of the State's Community Development Block Grant (CDBG) program. Local municipal authorities work with state agencies and developers to identify blighted properties and redevelop them in several different ways. The OBA and community advocates should be proactive in working with local and state authorities and elected officials to identify abandoned structures and blighted properties and help determine the redevelopment options that will best benefit Oakland Beach in the long term.

Neighborhood Stabilization Fund Coordination – STG/ MTG Action Goal Policy and Land Use – Minimum Housing Time Frame to Start Immediate Reason(s) Needed: • RI Housing will distribute $19.6 million to RI communities,

including Oakland Beach, for property stabilization over the next several years.

• Funds can be used for acquisition and redevelopment of


Warwick, RI


Page 100

foreclosed properties to avoid potential blight issues. • Community can work as a CDC to help city redevelop and

redistribute properties. General Tasks and Elements of the Project:

• A community based minimum housing task force must work with local elected officials and the Warwick Department of Community Development to acquire funds from RI Housing for blighted properties.

• Identify potential properties in needs and work with the city to acquire and redevelop them.

• Continually assess strategies and develop improvement areas. Responsible Parties: OBA, community advocates, local elected officials, Warwick Department

of Community Development, RI Office of Housing and Community Development, RI Housing Authority.

Magnitude of Project Cost • N/A – Advocacy only. Step by Step Strategy:

1. The OBA and community advocates should develop a minimum housing and property redevelopment task force to assist with the NSP.

2. Task for should coordinate with elected officials and Warwick DCD to identify blighted properties and bring them to the attention of state administrators.

3. Work with state agencies to determine the best methods of property redevelopment.

Estimated Time to Complete Task 1-2 months Ongoing until funds are exhausted. Ongoing


U.S. Department of Housing and Urban Development Neighborhood Stabilization Funds administered through the RI Office of Housing and Community Development, RI Housing Authority, and Warwick Office of Community Development.


N/A

Website Resources:

http://www.hrc.ri.gov/index.php, http://hud.gov/offices/cpd/communitydevelopment/programs/neighborhoodspg/, http://www.warwickri.gov/index.php?option=com_content&view=article&id=860&Itemid=177

http://www.hrc.ri.gov/index.php

http://hud.gov/offices/cpd/communitydevelopment/programs/neighborhoodspg/


Warwick, RI


Page 101

7.5.2 Noise Ordinance Issues

Work with Warwick Police to Enforce Ordinance 40-13 Pertaining to Noise

Enforce Noise Ordinance – STG - Ongoing Action Goal Policy and Land Use – Noise Ordinance Time Frame to Start 3-6 months Reason(s) Needed: • Noise diminishes resident enjoyment of their area and impacts

their quality of life. • Many community visitors forget that people live and work in the

neighborhood they enjoy. • Identified as a major concern of Oakland Beach residents.


• Work with police during special events to monitor noise and pull over violators (especially load motorcycles and cars).

• Fine organizations that do not enforce standards on their own participants.

• Work with the City Public Works Department to post signs along major routes reminding motorists of responsible noise levels.

• Post “respect our community signs.” Responsible Parties: OBA, local elected officials, Warwick Police Department, Warwick Public

Works Department and Warwick Zoning Department (enforcement). Magnitude of Project Cost • $ - minor cost incurred for signage. Mostly advocacy based. Step by Step Strategy:

1. The OBA and community advocates should continue to invite Warwick Police Department representatives to regular meetings to provide updates on safety and noise related issues.

2. OBA and elected officials to work with Warwick PWD to post permanent signs along Oakland Beach Avenue reminding visitors to reduce noise levels.

3. OBA and local officials to work with the WPD to fine violators of the noise ordinance.

4. OBA and local officials to work with event permitting and zoning enforcement to deny permits for events that disrespect rules and regulations with regard to noise.

Estimated Time to Complete Task Ongoing – In process. 3 to 6 months Ongoing Ongoing


City of Warwick operating and capital budgets, OBA funds derived from CDBG grants.


N/A

Website Resources:

http://www.warwickri.gov/pdfs/officialdocs/CH040%20-%20Chapter%2040%20%20MISCELLANEOUS%20PROVISIONS%20AND%20OFFENSES.pdf


Warwick, RI


Page 102

7.5.3 Building Compliance

Designate a Liaison to Oversee all Building and Zoning Issues

Appoint Zoning Board Liaison – STG/LTG - Ongoing Action Goal Policy and Land Use – Building Compliance Time Frame to Start Immediate Reason(s) Needed: • Zoning standards are set forth for the protection of the

community. • Variances are often misguided and given without input from

nearby residents. • Meetings for zoning variances and planning projects are often not

attended by local representatives. • Decisions are often made without input and proper information

resulting in the mistrust by residents of City policies and agencies. General Tasks and Elements of the Project:

• OBA and community advocates must become more proactive in their efforts to monitor building projects by designating an individual to monitor ZBA hearings and attend as necessary.

• Designee reports back to larger group on issues. Makes recommendations and requests assistance when larger support is necessary.

• If larger advocacy is needed, group notifies neighbors. • OBA should provide written statements to the ZBA for or against

variances and certain development projects. • Work with ZBA and planning officials to encourage developers to

meet with community prior to requesting variances or building new structures.

Magnitude of Project Cost • N/A – Advocacy only Step by Step Strategy:

1. The OBA shall designate a liaison to work with local elected officials on development issues and attend all ZBA and planning meetings.

2. The liaison shall attend meetings and report back information as necessary. If support is needed the OBA shall designate a taskforce to deal with specific issue of contention.

3. The OBA shall issue statements to the Warwick Zoning Board and/or the Warwick Planning Department stating their position and recommendation for any and all building projects planned in the community.

Estimated Time to Complete Task 1 to 3 months Ongoing – reports to be performed monthly during regular OBA meetings. Ongoing Ongoing


Warwick, RI


Page 103

4. OBA shall retain legal counsel support advocacy efforts and neighborhood stance as required.

Ongoing


OBA private funds – used to retain legal counsel as needed.


N/A

Website Resources:

N/A

7.5.4 Long Term Planning Assign a panel to review current zoning and land use requirements and make recommendations to city officials.

Assist with Long Term Planning– STG/LTG - Ongoing Action Goal Policy and Land Use – Zoning Issues Time Frame To Start 3-6 months Reason(s) Needed: • The City’s long term master plan is outdated and may not reflect

ongoing community needs or desires. • The community may wish to institute an overlay district which adds

incentives or restrictions on certain development. • Community may make recommendations to modify land uses. • An overlay district would allow more flexibility to enforce business

standards. General Tasks and Elements of the Project:

• Form a small community advisory board. • Review and confer on existing zoning. • Procure consultant services if necessary to ensure recommendations

are feasible and comply with RIGL. • Advisory board presents recommendations to the planning

department for review and consideration by council. • If new ordinances are accepted by council then the advisory board’s

role can shift to ensuring compliance. Magnitude of Project Cost • N/A – Advocacy only Step by Step Strategy:

1. The OBA forms a zoning advisory board (may be a board that deals with all zoning and building matters).

2. The advisory board reviews existing zoning regulations and the

Estimated Time to Complete Task 3 to 6 months


Warwick, RI


Page 104

city’s comprehensive master plan. Board convenes regularly to discuss changes to current zoning and planning strategies.

3. After reviewing existing regulations, the board creates a document outlining proposed changes and transmits to the Warwick Planning Department and Zoning Department.

4. The volunteer board meets city officials to discuss changes and advance agenda.

5. Selected changes are drafted and proposed to council for adoption.

6. Zoning regulations are updated and oversight board changes primary mission and role to that of zoning enforcement and oversight.

6 months 6 months 1month 3 months 3 months


N/A – Advocacy and volunteer work.


N/A

Website Resources:

http://www.warwickri.gov/index.php?option=com_content&view=category&id=54&Itemid=155, http://www.warwickri.gov/index.php?option=com_content&view=category&id=67&Itemid=159

7.5.5 Business Development Support Local Business Growth and Development.

Oakland Beach has managed to maintain a healthy business district along the waterfront due to the seasonal interest of the area. Businesses such as Iggy’s, Top of the Bay Restaurant, and the newly formed Carousel Restaurant, are all vital to the fabric of what makes Oakland Beach such a great destination community. However, space along the waterfront is becoming scarce for future business growth and the lack of parking makes it even more difficult for existing businesses to attract clientele during the busy summer months. In addition, the inland area business district along Oakland Beach Avenue is sparse, with vacant properties and unkempt storefronts creating a visual blight at the entry to the main destination…Oakland Beach.

The development of new businesses along Oakland Beach Avenue that are appropriate with respect to scale, land use, and community character may enhance the streetscape, help the local economy, create a convenience for residents, and help improve the overall aesthetic of the area. Coffee houses, boutique shops, small food establishments, and specialty shops may all survive in the business district without conflicting with residential land uses. Nearby examples of this type of business/residential mix include the downtown areas of East Greenwich and Wickford.

http://www.warwickri.gov/index.php?option=com_content&view=category&id=54&Itemid=155


Warwick, RI


Page 105

Residents and community advocates can play a key role in the establishment of new businesses, in addition to supporting the businesses that currently operate in the community. Besides frequenting businesses and shopping locally, community advocates can:

• Set up a storefront enhancement grant program using CDBG funds.

• Work with city officials to create a beachfront business zoning overlay district that allows relief for certain uses, while restricting others. In addition, requirements on the physical appearance of storefronts may be made more stringent.

• Consider the establishment of a “Main Street” program as outlined in Section 8.

• Lobby the city and state for roadway improvements that would help organize parking areas, aesthetically enhance the business district, and improve pedestrian and vehicular traffic flow.

• Create a discount program for shopping locally. Many communities have created a discount card that encourages people to buy products and services locally.

• Apply for funds to create a local grant program to incentivize businesses to relocate or open new shops in Oakland Beach.

• Utilize the OBA or other community based website to help promote local businesses.

It is important that community advocates work with businesses as much as possible to create sustainable relationships that build the character of the community. Ultimately, a safe and thriving community is good for business and thriving businesses are good for the community.

Support Local Business Growth & Development – STG/LTG - Ongoing Action Goal Policy and Land Use – Business Development Time Frame to Start 1-2 years to set up business support panel. Reason(s) Needed: • Local businesses exist and are interwoven with the community character.

• Responsible land development starts with support and dialogue. • Since businesses are seasonal, they need additional ways to survive. • Business owners can support the community back!

General Tasks and elements of the Project:

• Work with the City’s business development liaison and Department of Neighborhood Development to help devise business incentive programs for Oakland Beach.

• Look at ways to improve business storefronts and public ROW areas. • Evaluate the need for a Business Improvement District funded by a

separate assessment to provide small business funding and main street improvements.

• Evaluate ways to expedite permits and relieve fees placed on small businesses to attract new types of businesses to the area.

• Continue to be dynamic when working with local businesses or trying to attract new businesses.

Magnitude of Project Cost • N/A


Warwick, RI


Page 106


1. The OBA work with local elected officials to form a business advocacy council that will service as a liaison to local businesses.

2. OBA to explore the development of a Main Streets program as outlined in Section 8.

3. The BAC should work with city officials to devise a comprehensive business strategy that includes programmatic ideas to help existing businesses and attract new ones.

4. Continue to work with businesses, city officials, and funders to create new programs, grants, and projects that will assist local business support and development.

Estimated Time to Complete Task 3 to 9 months 1 year 1 year Ongoing


Community Development Block Grants, RI Foundation, economic development grants, and private funding.


Funding for business growth and economic development is often available through a combination of non-traditional sources. Many industries have a vested interest in the survival of small businesses and promoting a healthy local economy. Therefore, there are a variety of grants and loans available for business growth and development through the U.S. Small Business Administration, U.S. Department of Housing and Urban Development, local and state agencies, and banks. It is important that community members and businesses work together to explore the many funding resources for local economic development programs.

Website Resources:

http://www.warwickri.gov/index.php?option=com_content&view=category&id=67&Itemid=15http://www.hud.gov/offices/cpd/communitydevelopment/programs, http://www.sba.gov/

http://www.warwickri.gov/index.php?option=com_content&view=category&id=67&Itemid=15http://www.hud.gov/offices/cpd/communitydevelopment/programs

http://www.warwickri.gov/index.php?option=com_content&view=category&id=67&Itemid=15http://www.hud.gov/offices/cpd/communitydevelopment/programs


Warwick, RI


Page 107

7.6 Summary of Action Goals

Infrastructure Recommendations Improvement Category: 7.4.1 Transportation Project # Action Goal Magnitude of Cost Time Schedule

1. Traffic Study and Preliminary Roadway Plan

$ 5-10 years

2. Improve Oakland Beach Avenue $$$$$ 5-10 years

3. Improve O.B. Avenue and Suburban Parkway Intersection

$$$ 5-10 years

4. Address Lack of Parking Varies with project 3-5 years 5. Extend Bike Path $$$ 5-10 years 6. Repair “Danger Bridge” $$ 1-3 years

Improvement Category: 7.4.2 Stormwater Management Project # Action Goal Magnitude of Cost Time Schedule

7. Evaluate Potential for a Stormwater Management District

None 3-5 years

8. Public Common Area Stormwater Management

Design - $ Implementation – N/A

1-3 years

9. Improve Overall Stormwater Management

$$$$$ 5-15 years

10. Create a Pilot LID/BMP Stormwater Management Project

TBD 3-5 years

11. Develop a Comprehensive Stormwater System Maintenance Plan

N/A 5-10 years

Improvement Category: 7.4.3 Wastewater Management Project # Action Goal Magnitude of Cost Time Schedule

12. Finalize Sewer Connections N/A 1-3 years Improvement Category: 7.4.4 Recreation Improvements

13. Develop a Comprehensive Recreation Facility Enhancement and Expansion Plan

$ 3-5 years

14. Conduct Property Assessment and Evaluate Potential Development of Pocket Parks

$ Ongoing

15. Formulate a Comprehensive Maintenance Program

N/A 3-5 years

16. Establish a Sustainable Beach Maintenance Program

Planning – None Implementation - $

1-3 years

17. Carousel Funding and Final Plans Planning - $ Implementation - $$$$

3-5 years


Warwick, RI


Page 108

18. Plan and Install a Splash Pad Planning - $ Implementation - $$

1-3 years

Improvement Category: 7.4.5 Environmental Project # Action Goal Magnitude of Cost Time Schedule

18. Designate a CRMC/DEM/ACOE Liaison None 1-3 years

19. Develop a Maintenance Plan for Warwick Cove

None 1-3 years

20. Adopt an Access Program $ 1-3 years

21. Advocating Low Impact Development Strategies

None 1-3 years Ongoing

Policy and Land Use Recommendations Improvement Category: 7.5.1 Minimum Housing Project # Action Goal Magnitude of Cost Time Schedule

22. Establish a Minimum Housing Subcommittee


23. Neighborhood Stabilization Fund Coordination


Improvement Category: 7.5.2 Noise Ordinance Issues 24. Enforce Noise Ordinances None 1-3 years

Improvement Category: 7.5.3 Building Compliance

25. Appoint Zoning Board Point of Contact None 1-3 years

Ongoing Improvement Category: 7.5.4 Long Term Planning

26. Assist with Long Term Planning None 1-3 years

Ongoing Improvement Category: 7.5.5 Business Development

27. Support Local Business Growth and Development



Warwick, RI


Page 109

7.7 Project Funding Options and Information A variety of funding sources may be appropriate for implementing specific recommendations outlined in this plan. A range of local, state, and federal sources were explored as part of the implementation component of this plan. The following table of funding sources represents a first step in the process of exploring project specific funding options. However, this does not preclude researching a variety of other funding sources. There are hundreds of public and private grants, loans, and other mechanisms available that may be applicable to the projects and programs outlined herein. The key is to perform a thorough investigation of funding resources when trying to advance a given project forward. The internet is a wonderful resource for grant research. In addition, the City of Warwick has grant writer on staff who may be able to assist community advocates with specific funding requests.

Oakland Beach would be eligible for funds generally authorized for projects that improve the neighborhood such as landscape and sidewalk improvements. Funds, such as those through Community Development Block Grants, may be available for technical studies, construction, expansion, and improvements of public areas within the neighborhood.

The likelihood of acquiring funding under any of these or other sources depends on a variety of factors, including timing, eligibility, and competing applications. At the same time, a project seeking funding would undoubtedly have its position strengthened in any competitive review process if the request is accompanied by this master plan document.

Sources of Local, Regional, State, and Federal Funds and Assistance.

City Funding Sources

Source: Community Development Block Grant - Administered by Warwick Department of Community Development

Amounts: $100,000 with no match. States may take an additional allowance of up to 3% of the grant amount but must match such expenditures on a dollar for dollar basis.

Uses: Provides entitlement communities with funds to address community based needs in the areas of housing, economic development, public facilities and services, property acquisition, equipment, working capital, and infrastructure.

Timing: Awards at beginning of every two-year period Notes: This is currently the OBA’s main funding source for projects. Funding is very flexible and

may be used for a number of the projects contained herein. Source: Home Improvement Loan Program – Administered by Warwick Department of

Community Development Amounts: Up to $15,000 Uses: This program provides low-interest loans to eligible Warwick homeowners to assist them


Warwick, RI


Page 110

in making needed repairs and improvements to their property. The Home Improvement Loan Program will provide a fixed-rate low interest loan to assist low-moderate income home owners to correct code violations and perform those repairs that will ensure them a safe, decent, and suitable living environment.

Timing: Ongoing Notes: For more information go to:

http://www.warwickri.gov/index.php?option=com_content&view=article&id=819:home-improvement-loan-program&catid=68:communitydevelopment&Itemid=177

Source: Sewer Tie-in Program – Administered by Warwick Sewer Authority Amounts: Varies based on project cost and property. Uses: Provides loans to eligible property owners to assist paying for connection to public sewer

system. Timing: Ongoing Notes: For more information go to: http://www.warwickri.gov/wsa/index.html

State Funding Sources

Source: SAFETEA-LU – Administered by RIDOT and RI Statewide Planning Amounts: Varies with project. Uses: Implements transportation improvements with USDOT SAFETEA-LU (formerly TEA-21)

transportation enhancement program and congestion mitigation funds that are matched with state and local funds.

Timing: Ongoing awards on an annual basis. Notes: Local, regional, and statewide projects are prioritized through the use of the Ten Year

Plan and Transportation Improvement Program (TIP). All requests for funding must be made through RI Statewide Planning’s Transportation Advisory Committee. For more information go to http://www.planning.ri.gov/tac/default.htm

Source: Recreation Trails Grants – Administered by RI DEM Amounts: Funding provided by this program is on reimbursement basis; grantees must initiate

projects with their own funds and be reimbursed after projects are complete. The State will reimburse the grantee 80 percent of approved costs, up to $3000.00.

Uses: Grants are given to municipalities and non-profits for the public recreational trails. Timing: Annually based on availability of funding. Notes: Current funding is on hold. For more information go to:

http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm Source: Recreation Land Acquisition and Bikeway Development Grants – Administered by RI

DEM Amounts: Approximately $2 million available. Maximum grant award is $250,00 and will cover 50%

of project cost. Uses: Grants are given to municipalities, land trusts, or non-profit environmental agencies for


Warwick, RI


Page 111

acquisition and development of recreational greenways, bikeways, and trails. Timing: Annually based on availability of funding. Notes: Current funding is on hold. For more information go to:

http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm Source: Various Open Space Grants – Administered by RI DEM Amounts: Vary with program and purpose. Most will cover 50% of project costs and range from

$40,000 to $300,000. Uses: Grants are given to municipalities, land trusts, or non-profit environmental agencies for

acquisition and development of recreational facilities, habitat restoration, preservation, greenways, bikeways, and trails.

Timing: Annually based on availability of funding. Notes: Current funding is on hold. For more information go to:

http://www.dem.ri.gov/programs/bpoladm/plandev/grants.htm Source: RI Section 319 Nonpoint Source Grant Program – Administered by RI DEM Amounts: Vary with program and purpose. Uses: Funds projects that help reduce nonpoint source pollution such as stormwater treatment

and bio-retention systems. Timing: Annually based on availability of funding. Notes: For more information go to: http://www.dem.ri.gov/pubs/qapp/npsqapp.pdf Source: Home and Property Acquisition and Revitalization Funds – Administered by the RI

Housing Authority Amounts: Grant up to $10,000. Requires equal match from applicants. Uses: RI housing authority offers a variety of products aimed to assist in the acquisition,

improvement, and redevelopment of residential properties. They offer a variety of grants, tax credit options, and loans to assist both homeowners and developers.

Timing: Varies based on specific funding program. Notes: The RI Housing Authority maintains a current website of all of their product offerings.

For more information please go to: http://www.rhodeislandhousing.org/sp.cfm?pageid=417

Source: Neighborhood Revitalization Program – Administered by the RI Housing Authority Amounts: Vary with program and purpose. Uses: Pilot program that provides funds for long-term planning around neighborhood

revitalization issues and establishment of a comprehensive plan. Cities and towns, nonprofit groups and public housing authorities are eligible for the grants.

Timing: Ongoing. Notes: For more information please go to:

http://www.rhodeislandhousing.org/sp.cfm?pageid=474


Warwick, RI


Page 112

Source: Neighborhood Stabilization Fund – Administered by the RI Housing Resources Commission

Amounts: Vary based on individual purpose and property. Uses: The State of Rhode Island received a total of $19.6 million under the Housing and

Economic Recovery Act of 2008 (HERA), Neighborhood Stabilization Program (NSP). The program has been funded for the purpose of assisting in the redevelopment of abandoned and foreclosed homes, stabilizing communities.

Timing: Ongoing. Notes: For more information please go to: http://www.hrc.ri.gov/NSP.php Source: Neighborhood Stabilization Fund – Administered by the RI Housing Resources

Commission Amounts: Vary based on individual purpose and property. Uses: The State of Rhode Island received a total of $19.6 million under the Housing and

Economic Recovery Act of 2008 (HERA), Neighborhood Stabilization Program (NSP). The program has been funded for the purpose of assisting in the redevelopment of abandoned and foreclosed homes, stabilizing communities.

Timing: Ongoing. Notes: For more information please go to: http://www.hrc.ri.gov/NSP.php

Federal Funding Sources

Source: SAFETEA-LU – Administered by the US Department of Transportation (USDOT) Amounts: $244 billion Allocated by the U.S. federal government in 2005. Appropriation lasts for six

years. Actual funding amounts vary based on the project request. Uses: Used to fund a variety of transportation projects including highways, local roads,

sideways, bike paths, etc. Timing: Ongoing awards on an annual basis. Notes: Local, regional, and statewide projects are prioritized through the use of the Ten Year

Plan and Transportation Improvement Program (TIP). All requests for funding must be made through RI Statewide Planning’s Transportation Advisory Committee. For more information go to http://www.planning.ri.gov/tac/default.htm RIDOT typically implements projects funded by the SAFETEA-LU. Funds often require a state or local funding match.

Source: Various Programs – Administered by the U.S. Department of Agriculture (USDA) Amounts: Vary based on individual purpose and property. Uses: Provides home improvement and repair loans and grants, community facilities, rural

housing program, and sponsors water and waste programs. Timing: Ongoing. Notes: For more information please go to: http://www.usda.gov

http://www.planning.ri.gov/tac/default.htm


Warwick, RI


Page 113

Source: Flood and Disaster Assistance – Administered by the U.S. Federal Emergency Management Agency (FEMA)

Amounts: Vary based on individual purpose and property. Uses: Offers flood mitigation and disaster assistance and grants. Timing: Ongoing. Notes: For more information please go to: http://www.fema.gov/individual/grant.shtm Source: National Oceanic and Atmospheric Administration (NOAA) Amounts: Vary Uses: A variety of unique funding programs related to water quality and stormwater research. Timing: Ongoing. Notes: For more information please go to:

https://grantsonline.rdc.noaa.gov/flows/home/Login/LoginController.jpf


Warwick, RI


Page 114

8. Main Streets Program Option The Main Streets program was formed over 25 years ago by the National Trust for Historic Preservation. The program was developed to address community blight, assist with economic growth, and save historic districts. It is a community-driven program that emphasizes a common-sense way to revitalize lost elements of historic Main Streets.

The program offers support and guidance to communities wishing to be involved in this program and they also provide conferences and training and have an abundance of resources.

The following section provides some general information about the Main Street program for consideration by the Oakland Beach advocates. Although the Main Street model may not be the exact fit for Oakland Beach, the program model is well suited to help a variety of community projects keep moving forward. Pieces of the program should be evaluated for adoption by the OBA as part of its continuing approach to community improvement. The core element of the Main Streets Program that makes it successful is consistency with regard to organizational leadership and project progress. By having a paid position as the head of the organization with a supporting board of advisors, projects progress much faster, funds are generated on a more consistent basis, and there is a steady voice in the community that promotes activism and change.

Federal Hill in Baltimore, MD. Is home to a very successful Main Street Program. There are more than a half dozen Main Street Programs located in nearby Boston, Massachusetts.


Warwick, RI


Page 115

We highly recommend that the OBA and other community activists evaluate the Main Street program to draw upon and adopt elements that may be applicable to their personal community needs.

8.1 History of the Main Street In American history, before World War II, a community’s Main Street, or Downtown, was the community's primary commercial hub. This area would have the post office, library, banks, local government offices, and local businesses that would all provide a steady flow of people downtown. Not only was Main Street the center of the community's commercial life, it was also an important part of its social life; people would fill the streets on Saturday nights to meet friends, see a movie and window-shop.

In the past 40 years, America's downtowns have changed drastically. The creation of the interstate highway system and subsequent growth of suburban communities transformed the ways in which Americans live, work and spend leisure time. The economic boom of the 1990s triggered an increased development outside the community and the issue of "urban sprawl" became known. The spreading of the city and its suburbs came with uncontrolled growth and a “cookie cutter” architecture that reflected neither a sense of place nor a sense of pride, an issue that most communities contend with today.

8.2 The Main Street Program The Main Street Program starts with a community establishment of a revitalization initiative, following an application to the coordinating program. The Main Street Program:

• Uses existing funds, grants, and local assistance to pay two years of staff salary.

• Is quartered in a community space (ideally in business district).

• Coordinates with National Trust councilors to establish an effective program.

• Sets up community advisory board of directors.

• Establishes short term priorities based on a master plan.

• Works on future funding generation to keep programs and project alive and moving forward.

• Adds staffing as the organization grows to run funding events, support local ongoing programs, etc.

8.3 Why Oakland Beach May Need a Main Streets Program The Oakland Beach Association, local volunteers, and other local organizations do an amazing job in their advocacy for community initiatives. However, volunteers can usually only dedicate limited


Warwick, RI


Page 116

amounts of time to community causes. Advocates only have time to focus on one specific issue at a time or risk being overwhelmed by too many projects. In addition, the focus of community based organizations or groups can be lost when community leaders change or leave the neighborhood.

Establishing a Main Streets Program will ensure that a single entity is managing all information collection and distribution, fundraising efforts, and contact with both businesses and residents. Also, since many improvement projects take an inordinate amount of time, money, and planning to finally implement, most volunteer organizers get frustrated and fail to see these projects through to the end. The Main Streets program works directly with a community advisory board to propose and implement strategies and offers opportunities for funding, obtaining grants, forming partnerships, and running events.

While a Master Plan is a great starting point, they often fall short. Establishing a Main Streets program can ensure support and organization to prevent the following pitfalls:

• Overwhelming community activists with too many projects to complete in too little time.

• Lack of funding due to the inability to dedicate time to grant writing of fund raising events.

• Not carrying through specific project improvements due to the lack of time individuals can dedicate to the community cause.

• Lack of consistent focus and stability in the activist organization.

• Lack of legitimacy in the eyes of officials and local business owners.

• General lack of resources to carry out proposed plans.

Starting a Main Street program typically requires a small upfront investment on the community’s behalf. Typically seed money is used to hire a staff person for the first full year.

8.4 Main Street Success Over 1,600 communities have adopted the Main Street approach in the past 25 years all over the country. The cumulative success of the Main Street Approach and Main Street programs on the local level has earned a reputation as one of the most powerful economic development tools in the nation.

2008 Reinvestment Statistics for Main Street Districts Dollars Reinvested: (Total amount of reinvestment in physical improvements from public and private sources)

$44.9 Billion

Average reinvestment per community (i): $11,083,273

Net gain in businesses: 82,909


Warwick, RI


Page 117

Net gain in jobs: 370,514

Number of building rehabilitations: 199,519

Figure 22. Main Street Program Nationwide Statistics

Statistics based on 2,212 existing main street districts nationwide (www.preservation.org)

9. Sustainability Action Plan The term sustainability is a concept that has gained popularity over that last decade, although the overall idea of sustainability is much older. Throughout history, especially during the industrial revolution, development was perceived simply as progress. In the 1930s, however, economists began recognizing the need for management of non-renewable resources, and during the 1970’s energy crisis it became painfully obvious the extent to which the global community had become dependent on nonrenewable resources.

A sustainable community has been defined by Corbett and Corbett, authors of A Sustainable Community, as “one that allows its inhabitants to live in a way that does not damage the environment or consume nonrenewable resources. At the same time, a sustainable community supports the realization of human potential.”

One of the many priorities identified for the Oakland Beach community was to preserve the natural features that make the neighborhood unique and to improve the ecological habitat along Brush Neck Cove. In addition, community members expressed the need to consider the environment more when making development decisions and to identify short and long term projects that will fulfill the goal of environmental sustainability.

There are three common terms associated with sustainability; environment, economy, and equity. For projects focusing on sustainable outcomes it is important to consider each while planning for the


Warwick, RI


Page 118

future, and understand how these terms are interrelated. Ecologically based and environmentally sensitive design and development contributes to a sound economy and equity for a community. For example, monetary equity is obtained in the form of higher property values, and jobs are created as a result of improvements made. Community equity comes in the form of stronger neighborhood ties and an overall improvement to the quality of life.

The Oakland Beach community has expressed their enthusiastic desire to become a more sustainable community. Programs such as Green Development and Building, Low Impact Design (LID), Smart Growth, and Leadership in Energy and Environmental Design (LEED) Certified buildings, can all be used to meet Oakland Beach’s sustainability goals.

Some of the sustainability goals identified in this plan and by the community include:

• Improving overall stormwater retention and treatment in the community through the implementation of best management practices. This includes identifying areas where bio-retention basins can be utilized to improve the visual appearance of streetscapes while improving drainage and water quality.

• Utilizing new technologies such as porous pavements and underground storage cells to improve water treatment and recharge ground water.

• Reducing the amount of hardscape and paved areas when possible. Work toward changing policies relating to amount of impervious area allowed on a buildable lot.

• Developing a program to identify and remove invasive plant species along Brush Neck cove and Warwick Cove.

• Developing plans, as necessary, to plant coastal buffer areas with native plant species that will help encourage water quality and filtering.

• Working on policies that restrict the discharge of roof runoff into public areas.

• Creating an education program to make community members aware of their impact on the environment. Provide information on invasive plant species, pollution from fertilizers, proper handling of pet waste, and alternatives that can help improve the neighborhood.

• Working with the City of Warwick to develop policies that encourage the use of locally produced building materials for housing construction.

• Develop a holistic strategy for the community’s sustainable goals that can be used when working with outside agencies such as RIDOT, DEM, and CRMC.


Warwick, RI


Page 119

11. Appendix A – Workshop Data

11.1 Kickoff Meeting

11.1.1 Kickoff Sign-in Sheet


Warwick, RI


Page 120

11.1.2 Kickoff Presentation


Warwick, RI


Page 121


Warwick, RI


Page 122


Warwick, RI


Page 123

11.1.3 Kickoff Meeting Minutes


Warwick, RI


Page 124


Warwick, RI


Page 125


Warwick, RI


Page 126


Warwick, RI


Page 127


Warwick, RI


Page 128


Warwick, RI


Page 129


Warwick, RI


Page 130

11.2 Workshop #1

11.2.1 Meeting Announcements and Flyers


Warwick, RI


Page 131


Warwick, RI


Page 132


Warwick, RI


Page 133

11.2.2 Workshop #1 Sign-in Sheets


Warwick, RI


Page 134

11.2.3 Workshop #1 Presentation


Warwick, RI


Page 135


Warwick, RI


Page 136


Warwick, RI


Page 137

11.2.4 Workshop #1 Group Exercise Summary


Warwick, RI


Page 138

11.2.5 Workshop #1 Meeting Minutes


Warwick, RI


Page 139


Warwick, RI


Page 140


Warwick, RI


Page 141


Warwick, RI


Page 142


Warwick, RI


Page 143


Warwick, RI


Page 144


Warwick, RI


Page 145

11.3 Workshop #2

11.3.1 Workshop #2 Announcements and Flyers


Warwick, RI


Page 146


Warwick, RI


Page 147


Warwick, RI


Page 148

11.3.2 Workshop #3 Sign-in Sheet


Warwick, RI


Page 149

11.3.3 Workshop #2 Presentation


Warwick, RI


Page 150


Warwick, RI


Page 151


Warwick, RI


Page 152


Warwick, RI


Page 153


Warwick, RI


Page 154


Warwick, RI


Page 155


Warwick, RI


Page 156

11.3.4 Workshop #2 Meeting Minutes


Warwick, RI


Page 157


Warwick, RI


Page 158


Warwick, RI


Page 159


Warwick, RI


Page 160


Warwick, RI


Page 161


Warwick, RI


Page 162


Warwick, RI


Page 163



Warwick, RI


Page 164

12. Appendix B –Property and Street Analysis


Warwick, RI


Page 165


Warwick, RI


Page 166

13. Appendix C – National Stabilization Program Maps for Rhode Island


Warwick, RI


Page 167


Warwick, RI


Page 168



Warwick, RI


Page 169

2010 oakland beach master plan_final

Documents

master plan development

site design studio page

master plan intent

warwick parks

general project overview

ri acknowledgementsprepared

community workshop

infrastructure inventory