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
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Warwick, RI
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.
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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
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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
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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
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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
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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.
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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.
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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
“Ultimately, all of these community success will be to determine which projects can be
undertaken on a local scale, and which projects will need to be a
efforts require two key
cooperative effort with a majority of the heavy lifting put on
ingredients by all outside authorities. Larger projects will require the community to
involved…dedication serve primarily as a catalyst to spark the efforts of others and
and hard work.” 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
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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 “Although the abundant
may seriously impact the advancement of the agenda waterfront area along
outlined in this master plan document. It is therefore Oakland Beach is a unique
essential to continue engaging residents and business resource for residents and
owners in the improvement process on a consistent basis to visitors alike, it also requires
get them involved and trained before other members move
diligence to ensure that
on. In addition, the OBA should explore ways in which their
role becomes more supportive in nature with the day to day these resources are not
activities falling upon an individual or organization engaged being exploited to the point
full time in community advancement activities. Section 8 that they are harmed or
highlights a nationwide community outreach program that irreparably damaged. “
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!
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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.
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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.
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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 Community members broke into four discussion groups at Workshop #1.
Each group was formed based on the geographic area of the community
outstanding. Oakland Beach’s in which they live and work. This allowed participants to focus their
existing conditions were also concerns, discuss ideas, and learn how others felt about their
reviewed as a way to spark community based on the small part of the community they saw and
experienced every day.
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
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• 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.
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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.
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4. Vision Statement
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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.
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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 Early Buttonwoods Bridge
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
Chapin Cottage 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
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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
Oakland Beach after Hurricane Carol, 1954 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
Oakland Beach Today dwellers to the suburbs, which was
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Warwick, RI
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.
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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. Figure 1. Map of Oakland Beach
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.
Source: Yahoo Maps
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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.
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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 Provisions for surface drainage in Oakland Beach are
the past decade, very little has been done on a minimal. This drain along Suburban Parkway is poorly
situated and does not provide proper treatment of
wide scale to address wider stormwater stormwater before it is discharged into Greenwich Bay.
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.
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Warwick, RI
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.
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Warwick, RI
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.
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Warwick, RI
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
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Warwick, RI
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
This image shows the wide pavement area of Oakland
throughout the business district where it contains Beach Avenue and the intersection with Suburban
two lanes of traffic and parking on both sides of the Parkway.
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Warwick, RI
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
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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.
Figure 2. Existing Public Parking 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
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Warwick, RI
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).
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Table 1. Wetland Classifications of Oakland Beach
Abbreviation Wetland Type Size (acres)

EEM Estuarine emergent wetland 11.0
EUS Marine/estuarine unconsolidated 8.0
shore
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
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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 Brush Neck Cove looking south
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Warwick, RI
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
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Warwick, RI
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 Vacant land coupled with conflicting uses creates an awkward
consideration must be given when zoning feel at the entry to the waterfront business zone.
Redevelopment of the streetscape, and establishment of a
commercial areas in the future to ensure clear business district, would help unify this area and enhance
compatibility of uses and a reduction in the area aesthetically and functionally.
conflicts.
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Figure 4. Land Use in Oakland Beach
Source: RI DEM 2009
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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
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Figure 5. Land Zones in Oakland Beach
Source: RIGIS Data Base of the City of Warwick
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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
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Figure 6. FEMA Flood Zone Map
Source: RIGIS Database
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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.
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Figure 7. Quadrant Map of Oakland Beach
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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

Figure 8. Demographics for Oakland Beach Elementary School (2007)
Source: NCES 2006-2007; RI Department of Education
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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
Public Facilities Recreation and Open Space.
Commercial Zones General Business, Waterfront Business
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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
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.
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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
Join Our Neighborhood and Help (JONAH) Community Center
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

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
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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

Public Facilities Bike Path, Beach, Public land along Brush Neck Cove
Commercial Zones General Business
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
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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
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
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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

“It is imperative that any new
call for the establishment of subcommittees to oversee and
facilitate action goals. Managing the implementation of new physical infrastructure projects
projects goes hand-in-hand with ensuring and mandating undertaken have designated
that all new investments are properly maintained. The funds set aside for maintenance
Oakland Beach Community must understand that new prior to authorization and
projects should only be undertaken if there is a proper implementation.”
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
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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.
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Figure 9. Houses that appear to be abandoned in Oakland Beach based on visual assessment
For the complete visual analysis report please see Appendix B
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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.
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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.
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7.3 Integrating Maintenance Strategies
Maintenance is an issue that is often overlooked during the

“It is therefore imperative that
project planning and implementation process by both
community activists and municipal agencies. Capital budget
the OBA and other community
funds, bond issues, and specific grant funding opportunities activists do not add more
often lack provisions for follow on project maintenance. In infrastructure without first
addition, these funds are often provided as a “use it or lose examining how future
it” opportunity. Project proponents often feel as though maintenance of facilities will
they should implement a project even if there is no
be funded and who will take
maintenance plan in place out of fear they will never obtain
funding for the project again. This often leads to new
over the responsibility for
projects being built even as existing infrastructure degrades maintenance tasks. “
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.
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The following graphic depicts a general outline of how the planning and decision process should
proceed with regard to maintenance processes:
Maintenance Level and Cost

• Determine the level of maintenance required to
ensure proper operation and realize the full life of
the project.
• Determine the annual cost of maintenance to
include staff time, materials, and other related
resources.
Responsibility
• Work with the city and local non-profits to determine
who will ultimately be responsible for maintenance of
the project once it is complete.
• If there is no maintenance entity re-evaluate the
project priority or create a separately funded non-
profit agency to administered maintenance tasks if
appropriate.
Funding
• Does the project have a separate account or
endowment for maintenance? Is there a seprate line
item added to the city's operations budget for future
maintenance of the area?
• Are there funds available to fund a seprate
endowment as part of the project implementation? If
not, how will maintenance be funded? Can it be
funded? Should it be funded?
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
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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.
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• 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 • Utilize existing OBA funds, or apply for additional funds through
Project: 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 • OBA and the City of Warwick - Preliminary plan and traffic study.
Involved: • 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: Estimated Time to Complete Task

1. Contact the RIDOT and Statewide Planning to obtain point of 1-2 months
contact for future planning and development phases.
2. OBA to obtain board approval to expend funds on planning 2-3 months
and traffic study.
3. Procure the services of a consultant to perform traffic counts 3 months
and develop roadway alternatives.
4. Initiate traffic study and obtain results. 6 months
5. Develop Roadway alternatives and review with RIDOT, City of 6 months
Warwick officials, and the community.
6. Petition City, RIDOT, and Statewide Planning to include 6 months
improvement strategies for funding on the TIP List.
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
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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

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 • Leverage roadway study to obtain funding as noted above.
Project: • 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 • OBA and the City of Warwick (preliminary plan and traffic study).
Involved: • RIDOT / RISWP– Project assistance, funding, and oversight.
Magnitude of Project Cost • Final improvements: $$$$$ (Depends on final redevelopment
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option)
1. Petition City, RISWP and RIDOT to include improvement 6 months

strategies for funding on the Transportation Improvement
Plan. 3 to 5 years
2. Obtain project funding through RIDOT and other sources as
applicable. 1 to 2 years
3. Initiate project and work with RIDOT to distribute information
about the project and answer community questions. 3 to 6 months
4. Establish maintenance plan with RIDOT for future upkeep.
Project Funding Sources: Community Development Block Grant Funds, OBA private funds, RIDOT
with assistance from the Federal SAFETEA-LU Program.
Resources: RIDEM, CRMC, City of Warwick Public Works, RIDOT, RISWP
www.fhwa.dot.gov,
Figure 10. Proposed Improvements to Oakland Beach Avenue
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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.
Figure 11. Oakland Beach Avenue/ Suburban Parkway Intersection Improvements
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.
General Tasks and Elements of the • Widen Sidewalks and create cut through areas for ADA.
Project: • Potential to add a rotary and configure Burr Avenue.
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Warwick, RI
• 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 - $$$

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 6 months
(see above).
2. Obtain project funding through RIDOT.
3. Initiate project and work with RIDOT to distribute information 3 to 5 years
about the project and answer community questions. 6 to 12 months
4. Formulate a long term maintenance strategy and implement it
accordingly. 3 to 6 months
Project Funding Sources: Community Development Block Grant Funds, OBA private funds, RIDOT
with assistance from the Federal SAFETEA-LU Program.
Resources: RIDEM, CRMC, City of Warwick Public Works, RIDOT
www.fhwa.dot.gov,
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Warwick, RI
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 Figure 11.12. Warwick Planning Department parking expansion Recommendations
Parking Expansion recommendations.
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.
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Warwick, RI
There are other areas we recommend as

potential parking areas as shown in Figure 14.
Figure 13. 4SDS Recommended Parking
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.
Figure 14. 4SDS Parking Expansion Recommendations
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

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.
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Warwick, RI
• Evaluate potential for parking expansion without impacting

amenities.
• Enhance existing parking areas and improve stormwater
management strategies.
Agencies, Authorities and Groups • OBA , City of Warwick, local land owners, CRMC, and DEM.
Involved
Magnitude of Project Cost • Will vary significantly by individual projects.

1. OBA to work with local elected representatives and the City of 6 months
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 2 to 5 years
expand parking where appropriate.
3. Work with the city to deny permits for businesses that seek Ongoing
variances for parking in the area unless suitable alternatives
can be found.
4. Implement individual expansion and mitigation projects in a 2 to 5 years
phased approach.
Project Funding Sources: Community Development Block Grant Funds, OBA private funds, City
funds, and local property owners.
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.
4
Warwick, RI
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. Figure 15. Proposed Bike Path Extension Route
Extend the Bike Path - LTG

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 • Determine new bike routes along existing roadways and open
Project: 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)
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Warwick, RI
1. OBA to appoint a designated representative and oversight 1 month

committee to deal with bike path initiative.
2. OBA representative to work with local elected representatives 1-2 years
to lobby the City for pathway extensions along existing
roadways.
3. OBA and City representatives work with the Planning 1-2years
Department to lobby RI Statewide Planning for bike path
extension and bridge.
4. Work with Statewide Planning to place bridge and path 2-5 years
extension on the TIP. Wait for funding to become allocated.
5. Obtain funding for the project and complete the planning 1-2 years
process.
6. Put project to bid and complete. 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.
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
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Warwick, RI
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

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.
General Tasks and Elements of the • Work with local public works to fund and repair the bridge
Project: 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 - $$

1. Contact local elected officials and set up meeting with PWD 1 month
leadership to determine resource needs.
2. Work with PWD engineering division to draft a schematic plan 2 to 6 months
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 6 months to 2 years
matching funds from OBA or other outside resources.
4. Obtain funding and finalize design plans. 6 months
5. Place project to bid and construct. 1 year
Project Funding Sources: Community Development Block Grant Funds, Local Funding through
Capital and Operating Budgets.
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Warwick, RI
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.
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"
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Warwick, RI
7.4.2 Stormwater Management
Evaluate Potential for a Stormwater Management District

Oakland Beach’s biggest disadvantage when trying to deal
The city of South Burlington,
with stormwater runoff and related water quality issues is
the continual lack of funding to construct and maintain long Vermont was one of the first
term stormwater management infrastructure. Most of the communities in the nation to
community streets, with the exclusion of Oakland Beach create a separate stormwater
Avenue which is “functionally classified” as a state roadway, management district. Much like
are under the jurisdiction of the City of Warwick. The funds any typical utility, South
required to upgrade the stormwater management system
Burlington Stormwater Services
throughout the area is cost prohibitive for the City to
implement. Although grants and other types of federal bills on a monthly basis.
matched funding may be obtained to implement Charges are based on a
improvements, these types of funding alternatives often calculated average of a
take a long time to obtain and do not help with follow on properties impervious area.
maintenance of the system. The charge for a single family
A potential solution to this funding gap may be the home is $4.50 per month ($54
establishment of a special stormwater management district per year). Duplexes are
in which residents and businesses would be charged a small assessed $2.25 per month ($27
fee for the construction and maintenance of a stormwater
per year). This small charge to
management system. Although this strategy could be very
contentious with residents and business owners, it would
residents has helped South
supply a steady stream of revenue to install and maintain an Burlington finally construct and
effective stormwater system. We therefore recommend maintain proper management
that the OBA work with local and state elected officials, the and treatment facilities.
public works department, planning department, and CRMC
to determine if a special stormwater management district is Information about South
appropriate for the City. This evaluation would determine if Burlington Stormwater Services
the establishment of a separate district is feasible, equitable, can be found at
and would ultimately yield the results the city seeks with http://www.sburlstormwater.co
regard to stormwater management and improved water
m/about_us/about_us.shtml
quality in Greenwich Bay.
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Warwick, RI
Evaluate Potential for a Stormwater Management District - MTG

Action Goal Physical Infrastructure – Stormwater Management
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 • Petition local officials to explore the possibility of a Stormwater Management
Elements of the District similar to that which exists in South Burlington, VT.
Project: • 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 N/A
Cost

1. Contact local elected officials and set up meeting 3 to 6 months
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 3 to 6 months
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- 6 months to 1 year
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.
Project Funding N/A
Sources:
Other Funding N/A
Resources:
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,
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Warwick, RI
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

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 • Apply for matching grants focused on reducing or eliminating
Project: 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.

1. Utilize existing funds or apply for grant funding to 6-12 months
hire an engineering consultant conversant in new
LID technologies.
2. Work with the consultant to evaluate different LID 3-6 months
methods of stormwater management that will solve
current flooding issues.
3. Select and improvement strategy, develop a budget, 6 months to 1 year
and apply for additional funding as necessary.
4. Obtain funding and complete final design. Based on funding availability.
5. Place project out to bid. 3 months
6. Implement project. 3-6 months
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Warwick, RI
Project Funding Community Development Block Grant Funds, OBA private funds, Local Bond Issues
Sources: and other grants through the Warwick Office of Community Development.
Other Funding Potential funding may come from DEM 319 non-point source discharge grant or other
Resources: 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,
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

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).
General Tasks and Elements of the • Continue to work with the Warwick Watershed Action Team to
Project: 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
4
Warwick, RI
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 Ongoing
the WWAT to continue to develop a clear action
plan to address city wide stormwater issues.
2. Assess feasibility of a stormwater management See Above
district (see above).
3. Designate a member of the OBA to deal specifically 1-3 months
with stormwater management issues and report
back to the larger group.
4. Work with community representatives and the City Based on funding availability.
to obtain funding for studies and infrastructure
improvements.
Project Funding Community Development Block Grant Funds, OBA private funds, local bond issues and
Sources: other grants through the Warwick Office of Community Development, DEM grants,
RICRMC grants, and federal NPDES program grants.
Other Funding Potential funding may come from DEM 319 non-point source discharge grant or other
Resources: 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),
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Warwick, RI
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
4
Warwick, RI
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

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 • Assign a community liaison to be a primary point of contact with
Project: 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!
• Implementation of action strategies – TBD - depends on project.

1. Assign a member of OBA or other community advocate to be the 1-3 months
primary RI CRMC liaison. This individual should represent the OBA
and community on all coastal issues, work with local elected
4
Warwick, RI
officials, and establish a report with CRMC.

2. Work with CRMC to identify the most logical and cost effective 3 months to 1 year
pilot project utilizing LID principles.
3. Visit UNH Stormwater Center to gain further understanding of N/A
available technologies.
4. Hire a consultant to a preliminary plan for the pilot project and 2 to 3 months
develop estimate.
5. Apply for funding from DEM, CRMC, ACOE, NOAA, or other sources. 3 to 6 months
6. Obtain funding and develop final plans. 6 to 12 months
7. Obtain permits and construct project. 1 year
8. Issue press releases and post on the internet. 1 to 3 months
9. Develop a project profile for distribution to potential funders of 1 to 3 months
larger scale improvements.
Project Funding Community Development Block Grant funds, OBA private funds, local bond issues and
Sources: other grants through the Warwick Office of Community Development, DEM grants, RI
CRMC grants, and federal NPDES program grants.
Other Funding Due to the uniqueness of this effort, relevance to coastal water quality issues, and
Resources: 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.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.
4
Warwick, RI
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

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!
General Tasks and Elements of the • Assign a community liaison to coordinate with the public works
Project: 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

1. Assign a member of OBA or other community advocate to be the 1 to 3 months
primary Warwick PWD liaison along with local elected officials.
2. Assist the PWD to draft a simple stormwater management plan for 6 months to 1 year
the Oakland Beach community and determine final cost and
resources.
3. Lobby on behalf of the PWD to increase operating dollars to 1 year
properly maintain the stormwater system.
4. Work with the PWD on a project by project basis to draft a As necessary
maintenance plan for each new project that comes online.
Project Funding Local government operating budgets and matching grants from sources such as DEM
Sources: and RICRMC.
Other Funding N/A
Resources:
Resources: Local elected officials, RIDOT, RIDEM, RICRMC, and Warwick PWD.
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Warwick, RI
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.
General Tasks and Elements of the • Assign a community liaison to coordinate with the sewer
Project: 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

1. OBA to work with local elected officials and the Warwick Sewer 1-3 months
Authority (WSA) to identify properties that remain unconnected to
the system.
2. Assist the WSA as necessary to ensure final connections are made 6 months to 2 years
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 Ongoing
maintained and servicing the needs of residents.
Project Funding WSA capital improvement funds, DEM grants
Sources:
Other Funding N/A
Resources:
Resources: Local elected officials, RIDEM, Warwick Sewer Authority
Website Resources: http://www.warwickri.gov/wsa/index.html
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Warwick, RI
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.
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Warwick, RI
• 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.
General Tasks and • Organize a subcommittee to evaluate the condition of each existing
Elements of the Project: 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 • Planning and advocacy – N/A
Cost • 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, 1-3 months
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 3 months to 1 year
and propose enhancements.
3. Utilize plan to leverage the release of current open space bond N/A
funding.
4. Utilize plan to apply for grant funding for specific improvement 2-3 months
projects.
5. Implement projects as funding becomes available. 3-6 months
Project Community Development Block Grant funds, OBA private funds, local bond issues and other
Funding grants through the Warwick Office of Community Development, DEM open space grants, and
Sources: other federal funding .
Other Funding RI DEM and CRMC environmental grants, RI Foundation grants, and other recreation specific
Resources: 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 http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165,
Resources: http://www.nps.gov/uprr/funded_city.html,
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Warwick, RI
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.
Figure 19. Stowmwater Storage Cells Under an Athletic Field
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.
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Warwick, RI
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
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 • Conduct a thorough evaluation of available properties in the
Project 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?)
• 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 1 to 2 years
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 1 year
areas are determined suitable for parks.
3. Hire a consultant and develop schematic plans for each space to 6 months
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Warwick, RI
include estimates.
4. Apply for project funding. 2 to 5 years
5. Receive funding and implement plans. Based on funding availability.
Project Community Development Block Grant funds, OBA private funds, local bond issues and other
Funding grants through the Warwick Office of Community Development, DEM open space grants, and
Sources: other federal funding .
Other Funding RI DEM and CRMC environmental grants, RI Foundation grants, and other recreation specific
Resources: 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 http://www.warwickri.gov/index.php?option=com_content&view=section&id=11&Itemid=165,
Resources: 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

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 • Work with the Public Works Department and city officials to
Project: 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.)
• Additional cost of maintenance program - $

1. OBA to set up a meeting with Public Works officials and local Immediate
elected officials to voice maintenance concerns and offer
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Warwick, RI
solutions and assistance.

2. Develop comprehensive strategy for addressing maintenance 3 months
concerns and determine additional resources required to
implement.
3. A designated OBA representative should draft a simple plan for 6 months
maintenance with funding and resource requirements.
4. OBA to assist the PWD by organizing community cleanups, ongoing
educating the public about litter prevention, and lobbying for
additional maintenance funding.
Project Community Development Block Grant funds, OBA private funds, local operating budgets.
Funding
Sources:
Other Funding RI DEM and CRMC grants as they relate to water quality and recreation enhancement.
Resources: 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 http://www.ncppp.org/cases/index.shtml
Resources:
Establish a Sustainable Beach Maintenance Program
Establish a Sustainable Beach Maintenance Program - STG

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 • Determine self funding strategies.
Project: • 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!
• Additional cost of maintenance program - $
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Warwick, RI
1. OBA to set up a meeting with public works officials and local Immediate
elected officials to offer solutions and assistance for long term
beach maintenance.
2. Develop comprehensive strategy for addressing maintenance 3 months
concerns and determine additional resources required to
implement.
3. A designated OBA representative should draft a simple plan for 6 months
maintenance with funding and resource requirements.
4. OBA to assist the PWD to lobby the CRMC, DEM and other state ongoing
and city funding sources for continued maintenance funds.
Project Community Development Block Grant funds, OBA private funds, local operating budgets, state
Funding economic development funds, CRMC grants, and DEM funds.
Sources:
Other Funding Maintenance funding is often difficult to obtain and even harder to sustain. Look into private
Resources: 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 http://www.ncppp.org/cases/index.shtml
Resources:
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 Horses carved for the new carousel in Oakland Beach.
to a trust, which will assist qualified community (Photo source: Oakland Beach Carousel Foundation)
groups throughout Warwick.
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Warwick, RI
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
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Warwick, RI
Carousel Funding and Final plans - MTG

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 - $$$$

1. Carousel Foundation, with assistance from OBA, to begin lobby Immediate
local officials for building design funding.
2. Work with city officials to coordinate the location of the 3 to 6 months
structure in an appropriate way that does not further
exacerbate public parking issues.
3. Use a combination of funds raised to hire an architecture/ 1 year
engineering consultant to develop building and site plans and
estimates.
4. Finalize plans and receive estimates. 6 months to 1 year
5. Develop a funding strategy with volunteer grant writers and 6 months
advocates to lobby for construction funds.
6. Work with consultant, DEM, CRMC, and the Warwick Building 1 year
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 3 to 5 years based on available
. funding and grant success.
8. Construct the building and related infrastructure. 1 to 2 years
Project Community Development Block Grant funds, Carousel Foundation, local capital budgets, state
Funding economic development funds, RI Foundation grants, private donors, and local businesses.
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Warwick, RI
Sources:
Other Funding Community based projects of this type that have the potential to fuel economic growth in the
Resources: 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 http://www.salemcarousel.org/index.htm
Resources:
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/Contact
Us.htm
Photos courtesy of the Salem Riverfront Carousel Project
and Oregon.com.
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Warwick, RI
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

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.
General Tasks and Elements of the • OBA and community members should work with The Warwick
Project: 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).

1. OBA and community advocates to meet with Warwick DCD, Immediate
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 3 to 6 months
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Warwick, RI
undertake the design development and construction documents

for the new splash pad.
3. Develop plans and estimate for project. 3 to 6 months
4. Lobby local government and grant authorities for project Immediately following the drafting of
funding if necessary. Utilize CDBG grant funds if available. plans and estimates.
5. Obtain funding for the project and place project to bid. Based on availability.
6. Construct project. 6 months
7. Issue press release about the project that highlights public Immediately following construction
involvement, grant donors, and other key parties. of project.
Project Community Development Block Grant funds, local capital budget, RI Foundation, private
Funding donors, DEM open space grants.
Sources:
Other Funding N/A
Resources:
Resources: Local elected officials, RI CRMC, RI DEM, Warwick Building Department, Salem Riverfront
Carousel Project.
Website http://www.rifoundation.org/Default.aspx,
Resources: 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/
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Warwick, RI
This picture shows the current Playground on Oakland Beach Avenue. The equipment is outdated
and needs to be replaced.
Figure 21. Sketch of Proposed Splash Pad

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.
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Warwick, RI
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 • Designate a community advocate to work with local city officials
the Project: 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.

1. OBA and community to designate a representative to deal with 1 to 3 months
all issues concerning RI CRMC, DEM and ACOE.
2. The designated liaison shall work in unison with local elected Immediately following designation as
officials to coordinate and communicate with agencies the official liaison.
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Warwick, RI
concerning coastal and environmental issues.

3. The designated liaison shall report back to the OBA on Monthly or bi-month updates with
discussions and findings as well as prepare annual reports on annual report filings.
the status of projects and upcoming issues.
4. The liaison shall bring back issues of concern from the Monthly, bi-monthly, or otherwise as
community to the attention of local officials, CRMC and DEM. required.
5. The liaison shall work with the OBA and community advocates
to determine ways in which the neighborhood can support local Ongoing
environmental and coastal initiatives.
Project N/A
Funding
Sources:
Other Funding N/A
Resources:
Website http://www.dem.ri.gov/, http://www.crmc.ri.gov/
Resources:
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

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.
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Warwick, RI
Responsible Parties: OBA, RI CRMC, ACOE, and local elected officials.


1. OBA and community to designate a representative to deal with 1 to 3 months
all issues concerning RI CRMC and DEM.
2. The designated liaison shall work in unison with local elected Immediately following designation as
officials to advocate for the dredging of Warwick Cove and the official liaison.
establish a long term maintenance plan with the RI CRMC and
ACOE.
3. The OBA and community members should support efforts to Ongoing
fund long term maintenance strategies for Warwick cove.
Project ACOE, local marinas and businesses, RI Economic Development Corporation grants.
Funding
Sources:
Other Funding Funding for coastal projects of this nature typically derive from the ACOE and the federal
Resources: 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 http://www.crmc.ri.gov/, http://www.usace.army.mil/Pages/default.aspx,
Resources: http://www.riedc.com/
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Warwick, RI
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
(J-12) The right-of-way is blocked with a truck and
together to re-establish rights-of-way as tent. Vegetation is too dense to pass. No public
accessible scenic public ways. Regular access sign is posted. There are no “No Parking”
signs posted on this narrow street.
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 This image shows a right-of-way located next to Aqua Vista
Warwick. Marina at the end of Suburban Parkway. The area is in
disrepair and unmarked, but could be a valuable resource.
Adopt-an-Access Program - STG

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)
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Warwick, RI
• 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 • Coordinate with Kevin Cute from the CRMC’s public ROW
project: 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.

1. The community’s designated liaison to the RI CRMC should be 3-9 months
tasked with working with agency representatives to evaluate
parcels and identify improvement resources.
2. OBA and local community advocates to organize cleanups, Immediately following property
construction projects, and related events after right-of-way evaluations.
areas have been selected for improvement.
3. The OBA and community advocates shall work with the CRMC to 1 to 2 years
provide standard signs at all right-of-way entry areas.
4. The community and CRMC should devise and ongoing 1 to 2 years
maintenance schedule so these areas do not fall into disrepair.
Project RI CRMC, Community Development Block Grants, RI Foundation Grants, and private donors.
Funding
Sources:
Other Funding N/A
Resources:
Website http://www.crmc.ri.gov/, http://www.crmc.ri.gov/publicaccess/gb_row_guide.pdf,
Resources: 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
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Warwick, RI
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
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 1-2 years
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 Ongoing
building standards, zoning, and other related municipal
regulation as it relates to the construction or reconstruction of
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Warwick, RI
elements that impact the quality of life and environment of

communities.
3. Assist communities to fund LID projects and support private Ongoing
development projects that apply LID principles.
Project N/A
Funding
Sources:
Other Funding N/A
Resources:
Website www.lowimpactdevelopment.org
Resources:
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
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 • Create a small subcommittee to work directly with the City on
the Project: 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 Within 2 to 4 months of start.
elected officials and Warwick BID to develop a partnership for
addressing minimum housing.
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Warwick, RI
2. OBA and BID to work together to identify minimum housing Ongoing

violations and address them in an expeditious and appropriate
manner.
3. OBA, BID, and other community organizations to hold yearly Ongoing
educational drives to educate residents and property owners
about minimum housing requirements.
Project N/A – Mostly volunteer
Funding
Sources:
Other N/A
Funding
Resources:
Website http://www.warwickri.gov/index.php?option=com_content&view=category&id=54&Itemid=155
Resources:
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
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
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Warwick, RI
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 • A community based minimum housing task force must work with
Project: 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.

1. The OBA and community advocates should develop a minimum 1-2 months
housing and property redevelopment task force to assist with
the NSP.
2. Task for should coordinate with elected officials and Warwick Ongoing until funds are exhausted.
DCD to identify blighted properties and bring them to the
attention of state administrators. Ongoing
3. Work with state agencies to determine the best methods of
property redevelopment.
Project U.S. Department of Housing and Urban Development Neighborhood Stabilization Funds
Funding administered through the RI Office of Housing and Community Development, RI Housing
Sources: Authority, and Warwick Office of Community Development.
Other N/A
Funding
Resources:
Website http://www.hrc.ri.gov/index.php,
Resources: http://hud.gov/offices/cpd/communitydevelopment/programs/neighborhoodspg/,
http://www.warwickri.gov/index.php?option=com_content&view=article&id=860&Itemid=177
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Warwick, RI
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.
General Tasks and Elements of the • Work with police during special events to monitor noise and pull
Project: 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.

1. The OBA and community advocates should continue to invite
Warwick Police Department representatives to regular meetings Ongoing – In process.
to provide updates on safety and noise related issues.
2. OBA and elected officials to work with Warwick PWD to post 3 to 6 months
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 Ongoing
the noise ordinance.
4. OBA and local officials to work with event permitting and zoning Ongoing
enforcement to deny permits for events that disrespect rules
and regulations with regard to noise.
Project City of Warwick operating and capital budgets, OBA funds derived from CDBG grants.
Funding
Sources:
Other N/A
Funding
Resources:
Website http://www.warwickri.gov/pdfs/officialdocs/CH040%20-
Resources: %20Chapter%2040%20%20MISCELLANEOUS%20PROVISIONS%20AND%20OFFENSES.pdf
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Warwick, RI
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
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 • OBA and community advocates must become more proactive in
Project: 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

1. The OBA shall designate a liaison to work with local elected
officials on development issues and attend all ZBA and planning 1 to 3 months
meetings.
2. The liaison shall attend meetings and report back information as Ongoing – reports to be performed
necessary. If support is needed the OBA shall designate a monthly during regular OBA
taskforce to deal with specific issue of contention. meetings.
3. The OBA shall issue statements to the Warwick Zoning Board
and/or the Warwick Planning Department stating their position Ongoing
and recommendation for any and all building projects planned
in the community. Ongoing
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Warwick, RI
4. OBA shall retain legal counsel support advocacy efforts and Ongoing
neighborhood stance as required.
Project OBA private funds – used to retain legal counsel as needed.
Funding
Sources:
Other N/A
Funding
Resources:
Website N/A
Resources:
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 • Form a small community advisory board.
the Project: • 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

1. The OBA forms a zoning advisory board (may be a board that
deals with all zoning and building matters). 3 to 6 months
2. The advisory board reviews existing zoning regulations and the
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Warwick, RI
city’s comprehensive master plan. Board convenes regularly to 6 months

discuss changes to current zoning and planning strategies.
3. After reviewing existing regulations, the board creates a 6 months
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 1month
advance agenda.
5. Selected changes are drafted and proposed to council for 3 months
adoption.
6. Zoning regulations are updated and oversight board changes 3 months
primary mission and role to that of zoning enforcement and
oversight.
Project N/A – Advocacy and volunteer work.
Funding
Sources:
Other N/A
Funding
Resources:
Website http://www.warwickri.gov/index.php?option=com_content&view=category&id=54&Itemid=155,
Resources: 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.
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Warwick, RI
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 • Work with the City’s business development liaison and Department of
of the Project: 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.
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Warwick, RI

1. The OBA work with local elected officials to form a business
advocacy council that will service as a liaison to local 3 to 9 months
businesses.
2. OBA to explore the development of a Main Streets program 1 year
as outlined in Section 8.
3. The BAC should work with city officials to devise a 1 year
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 Ongoing
to create new programs, grants, and projects that will assist
local business support and development.
Project Community Development Block Grants, RI Foundation, economic development grants, and private
Funding funding.
Sources:
Other Funding for business growth and economic development is often available through a combination
Funding of non-traditional sources. Many industries have a vested interest in the survival of small
Resources: 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 http://www.warwickri.gov/index.php?option=com_content&view=category&id=67&Itemid=15http
Resources: ://www.hud.gov/offices/cpd/communitydevelopment/programs, http://www.sba.gov/
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Warwick, RI
7.6 Summary of Action Goals
Infrastructure Recommendations
Improvement Category: 7.4.1 Transportation
Project # Action Goal Magnitude of Cost Time Schedule
Traffic Study and Preliminary Roadway $ 5-10 years

1.
Plan
2. Improve Oakland Beach Avenue $$$$$ 5-10 years
Improve O.B. Avenue and Suburban $$$ 5-10 years
3.
Parkway Intersection
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

Evaluate Potential for a Stormwater None 3-5 years

7.
Management District
Public Common Area Stormwater Design - $ 1-3 years
8.
Management Implementation – N/A
Improve Overall Stormwater $$$$$ 5-15 years
9.
Management
Create a Pilot LID/BMP Stormwater TBD 3-5 years
10.
Management Project
Develop a Comprehensive Stormwater N/A 5-10 years
11.
System Maintenance Plan
Improvement Category: 7.4.3 Wastewater Management
12. Finalize Sewer Connections N/A 1-3 years
Improvement Category: 7.4.4 Recreation Improvements
Develop a Comprehensive Recreation $ 3-5 years
13.
Facility Enhancement and Expansion Plan
Conduct Property Assessment and $ Ongoing
14. Evaluate Potential Development of
Pocket Parks
15. Formulate a Comprehensive N/A 3-5 years
Maintenance Program
16. Establish a Sustainable Beach Planning – None 1-3 years
Maintenance Program Implementation - $
17. Carousel Funding and Final Plans Planning - $ 3-5 years
Implementation - $$$$
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Warwick, RI
18. Plan and Install a Splash Pad Planning - $ 1-3 years

Implementation - $$
Improvement Category: 7.4.5 Environmental
18. Designate a CRMC/DEM/ACOE Liaison None 1-3 years

Develop a Maintenance Plan for Warwick None 1-3 years
19.
Cove
20. Adopt an Access Program $ 1-3 years
Advocating Low Impact Development None 1-3 years
21.
Strategies Ongoing
Policy and Land Use Recommendations
Improvement Category: 7.5.1 Minimum Housing
Establish a Minimum Housing None 3-5 years

22.
Subcommittee Ongoing
Neighborhood Stabilization Fund None 1-3 years
23.
Coordination Ongoing
Improvement Category: 7.5.2 Noise Ordinance Issues
24. Enforce Noise Ordinances None 1-3 years
Improvement Category: 7.5.3 Building Compliance
Appoint Zoning Board Point of Contact None 1-3 years
25.
Ongoing
Improvement Category: 7.5.4 Long Term Planning
Assist with Long Term Planning None 1-3 years
26.
Ongoing
Improvement Category: 7.5.5 Business Development
Support Local Business Growth and None 1-3 years
27.
Development Ongoing
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Warwick, RI
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
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Warwick, RI
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
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Warwick, RI
acquisition and development of recreational greenways, bikeways, and trails.

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.
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.
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
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Warwick, RI
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
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)

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
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Source: Flood and Disaster Assistance – Administered by the U.S. Federal Emergency
Management Agency (FEMA)
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
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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
Federal Hill in Baltimore, MD. Is home to a very successful Main Street
position as the head of the Program. There are more than a half dozen Main Street Programs
organization with a supporting board located in nearby Boston, Massachusetts.
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.
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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
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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 $44.9 Billion
private sources)
Average reinvestment per community (i): $11,083,273
Net gain in businesses: 82,909
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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
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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.
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11. Appendix A – Workshop Data

11.1 Kickoff Meeting
11.1.1 Kickoff Sign-in Sheet
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11.1.2 Kickoff Presentation
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11.1.3 Kickoff Meeting Minutes
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11.2 Workshop #1
11.2.1 Meeting Announcements and Flyers
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11.2.2 Workshop #1 Sign-in Sheets
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11.2.3 Workshop #1 Presentation
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11.2.4 Workshop #1 Group Exercise Summary
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11.2.5 Workshop #1 Meeting Minutes
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11.3 Workshop #2
11.3.1 Workshop #2 Announcements and Flyers
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11.3.2 Workshop #3 Sign-in Sheet
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11.3.3 Workshop #2 Presentation
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11.3.4 Workshop #2 Meeting Minutes
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12. Appendix B –Property and Street Analysis
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13. Appendix C – National Stabilization Program Maps

for Rhode Island
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4

2010 Oakland Beach Master Plan - Final

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Master Plan Committee:

In Coordination with the City of Warwick

A Special Thanks to:

Daniel Geagan, Warwick Planning Department

Patricia Reynolds, Warwick Planning Department

Michael Rooney, Deputy Director, Warwick Parks and Recreation Department

Councilwoman Donna M. Travis

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

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

• Understand the rich history of Oakland Beach.

2.2 The Oakland Beach Association

2.3 General Project Overview

3. Overview of the Planning Process

3.1 Project Kickoff and Data Gather Phase

3.1.1 Project Kickoff Meeting

• Solidifying the project schedule.

3.1.2 Community Workshop #1

Attendees were introduced to the

3.2 Development of Action Goals

3.2.1 Community Workshop #2

• Physical Infrastructure Improvements

3.3 Master Plan Development and Refinement

5. Oakland Beach in the Past

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

1874 – On July 4, the first passenger

1880s - About a dozen well-built

1930s – Oakland Beach reached its prime

1938 – The Hurricane of 1938, the worst

1954 – Just sixteen years after the

1960s though the 1980s – As

Reconstruction efforts came at the

THIS PAGE INTENTIONALLY LEFT BLANK

6. Oakland Beach in the Present

6.1 Existing Conditions Inventory

This is a high density

Source: Yahoo Maps

6.1.2 Infrastructure Inventory

A majority of the rain water that falls in Oakland

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

Topic: Water Quality

Objective 1: Reduce the amount of pollutants entering watershed waters.

Strategy 1.1: Educate the public on watershed issues.

Strategy 1.2: Practice pollution prevention at local schools

Strategy 1.3: Provide assistance to commercial enterprises on pollution prevention.

1.3.1: Maintain contact with RIDEM Pollution Prevention Program.

Strategy 1.4: Eliminate pollution from pet waste.

1.5.1: Compile background information on hx., similar projects, etc.

1.6.1: Compile background information on possibilities.

Topic: Natural, Cultural, and Recreational Resources

Goals: Habitat Restoration in Brush Neck Cove.

2.1.1: Compile background information on history, similar projects, etc.

Strategy 2.2: Eliminate litter problems in the watershed.

2.3.1: Assess the feasibility of vegetative treatment.

Topic: Watershed Organization Capacity

Traffic and Roadway Conditions

Oakland Beach Avenue – As the major

6.1.3 Environmental and Natural Features Inventory

Vegetation and Street Trees

Roadway landscaping and the existence of street trees is relatively