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Transcript of The Kinston Waterfront Now!
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The Kinston Waterfront - Now!
Recommendations for Rebuilding the Riverfront
This project is a joint venture of the Downtown Design Studio and the Department of Landscape Architecture at College
of Design, North Carolina State University; Lenoir County Center - NC Cooperative Extension; and the Pride of Kinston.
Spring 2006
CONCEPTUAL VISION PLAN
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Kinston Waterfront Design Project Team:
Project Directors:
Dr. Celen Pasalar, Director of Downtown Design Studio, Extension Planning Specialist
Ko Boone, Assistant Professor of Landscape Architecture
NCSU Landscape Architecture Graduate Students (LAR 500):
Adam Bell
William Davis
Claudia Gabaldon
Richard Ham
Courtney Hinson
Micah Linker
Em Lyford
Brad Maples
Harmony Miller
Michael Ouchakof
James Prestien
Darren Sandvik
Caitlin Sloop
Eric Surratt
Molly Wood
Sponsored by
North Carolina State University, University Extension, Engagement, and Economic Development Grant
August 2006
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ACKNOWLEDGEMENTS
This document is the result of true collaboration of many groups working together.
We would like to thank the city of Kinston and its residents for their support and input throughout the project. This projec
is a reection of the dreams and aspirations of many people who are devoted to improve their community. We would like
to thank the Pride of Kinston, Inc., the Kinston Waterfront Taskforce, and specically Adrian King, Dr. Lyn C. Turner,
and Thomas Pressly for their unending enthusiasm and commitment to assist with any tasks through the entire
process. We also would like to thank to Tommy Lee, the Planning Director, for his support and his insights through the
development of the project ideas.
We would like to thank Tammy D. Kelly, County Extension Director of Lenoir County Center, North Carolina Cooperative
Extension, for her support and ability to connect us with so many participants to the project.
This project would not be possible without the input and support of all those who attended the workshops, reviews
and presentations and answered surveys and students questions. We also would like to thank the U.S. Army Corps o
Engineers and North Carolina Emergency Management representatives and Rodney Swink, the director of the North
Carolina Ofce of Urban Development, for their constructive feedbacks. Our thanks go to the College of Design, Land
scape Architecture faculty, who attended the reviews at various times.
Our special thanks also go to the College of Design, Dean Marvin Malecha for his strong support to conduct this project
We also would like to thank Arthur Rice (Associate Dean for Graduate Studies, College of Design), Jim Clark (Specia
Assistant to the Vice Chancellor, Ofce of Extension, Engagement, and Economic Development), Jon Ort (Assistan
Vice Chancellor, Extension and Engagement), and Wanda Sykes (Southeast District Extension Director) for their
continuous support and recommendations on the progress of the project.
We also would like to thank Joshua Peery, who contributed to editing and assembling of this document. Finally we would
like to thank all of our students for their hard work throughout the semester.
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This project and document are dedicated
to our friend and third year master s of
Landscape Architecture student, Claudia
Gabaldon-Cotrim. Claudia, you will be sorely
missed but you will never be forgotten.
(LAR 500 - Spring 2006)
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CONTENTS
1. Introduction................................................................................................................................................................1
2. The Community..........................................................................................................................................................2
2.1 Context.........................................................................................................................................................2
3. Community Goals......................................................................................................................................................3
3.1 Design Challenge........................................................................................................................................3
3.2 Design Process...........................................................................................................................................3
3.3 Case Study Research.................................................................................................................................3
3.4 Trip to Chattanooga....................................................................................................................................4
3.5 First Kinston Trip........................................................................................................................................5
3.6 In-house Design Competition....................................................................................................................6
3.7 Seminars and Meetings with Outside Agencies......................................................................................6
3.8 U.S. Army Corps of Engineers and North Carolina Emergency Management......................................6
3.9 Stormfest.....................................................................................................................................................6
4. Community Involvement...........................................................................................................................................7
4.1 The First Community Workshop...............................................................................................................7
4.2 The Second Community Workshop..........................................................................................................8
4.3 The Final Presentation...............................................................................................................................8
5. Project Goals............................................................................................................................................................10
5.1 Analysis of the Existing Conditions........................................................................................................10
5.2 Programming.............................................................................................................................................11
6. The Conceptual Plan................................................................................................................................................14
6.1 Strategic Actions.......................................................................................................................................14
6.2 Vision Plan and Proposed Conceptual Design Principles.....................................................................15
7. Implementation.........................................................................................................................................................38
7.1 Policy..........................................................................................................................................................38
7.2 Management and Funding Opportunities...............................................................................................38
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Cities are growing and changing as a result of the evolving
needs of people living in the cities as a reaction to changing
conditions of geography, topography, climate, technology,
demographics, economics, history, and politics. A society
projects its concept of good life in their core cities and
immediate surroundings in the form of its public assets
such as waterfronts, streets and boulevards, parks, andplazas.
Many American cities, unlike their European counterparts,
have neglected their economic and social development
opportunities inherent in their river, lake, and ocean
waterfronts. Only in recent years are cities in United
States rediscovering their waterfronts. In cities that grew
from manufacturing or trade, working waterfronts were
often dominated by the needs of industry and commerce.
Rarely were such places thought of as places for relaxation
and recreation, or other environmental pursuits. As the
economic forces shaping American cities continue to shift
from heavy industrial trades to the service and high-techindustries, there will be an increasing demand for areas of
recreation and leisure. The ability for cities to provide these
areas is becoming an important factor in attracting people,
jobs, and resources. In the urban landscape, underutilized
waterfronts are a unique and valuable resource.
In the 21st century, waterfronts are being asked to fulll
multiple objectives. Cities consider redevelopment of
a waterfront as an economic effort. Often, the ability to
maximize private developer interests is the beginning of
the process; how can a community attract entities with
sufcient resources to redevelop a community? Residents
and activists, attracted to the natural beauty of the water,
are interested in restoration and ecological issues. In
many communities, there are also residents, who have felt
the wrath of water-based issues such as ooding and they
are interested in strategies for living with the potential for
catastrophe.
The community design process has a long legacy of
reconciling these often conicting perspectives. Every
step in the design process provides settings for debate
and dialogue, challenges each participant to discover the
costs and benets of their decisions, and makes all of
the information gathered along the way accessible to thepublic. Further, in the modern language of sustainability,
the most sustainable solutions balance the Economic,
Ecological,and Equityissues presented by efforts such as
waterfront development. Solutions that are economically
sound but lack ecological or equity merits are not viable.
Likewise, equitable choices that lack ecological integrity or
economic rigor are of little value. Balancing the three Es
is a hallmark of the best of community design.
The product of the community design process is a vision. A
vision represents a collectively developed set of objectives
and it provides a framework for future decision making
However, it only provides the trajectory; it does not provide
the nal destination. The fact that visions are broad makes
them better able to attract support and build consensuses
attract resources for future study, and give a structure forcontinued community organization. Additionally, a vision
leaves an archive of valuable information that can be
leveraged for future use, as well as a committed group of
community residents.
The project of The Kinston Waterfront Now! is the
evolving intent of the citizens of Kinston to determine the
fate of the waterfronts along the Neuse River. This projec
was prepared as a class project by the students enrolled
in the graduate program of the Landscape Architecture
Department at North Carolina State University. The
conceptual design ideas presented in this document are the
result of an approximately ve-month long study involvingresearch and studio design activities designed to follow the
process of preparing a community design using the best
techniques employed by professional designers today. The
project was in general orchestrated by the collaborative
effort of College of Design, NC State University projec
team, Lenoir County Center North Carolina Cooperative
Extension, and the Kinston Waterfront task force launched
on July 29, 2005 by the citys downtown revitalization
organization Pride of Kinston, Inc. The project, which
integrates the waterfronts of Kinston with existing main
streets and buildings, land-use and transportation, has
been a desirable approach for the residents of Kinston.
The project was conducted with a grassroots approach
where the participants, through a series of workshops
identied the positive and negative issues, presented
by the history and existing conditions of Kinston and the
Neuse River. The participants then described how they
desired the waterfront areas to appear and what the
areas could offer in the future. The College of Design
team took this communal vision and, utilizing the basic
principles of community and urban design, turned it into
the conceptual design ideas. The rst purpose of this
studio project is to provide a learning experience fo
the students, who participated, and to aid them in theirtransition into the profession. Second, the project aims to
help the community of Kinston engage in organized and
proactive discussions about the future of the waterfront
areas, develop a vision of the future, and how best to take
advantage of available services and programs that wil
help increase economic activities within the community. I
is our hope that the following vision inspires future efforts
and provides a guide for strategic action in Kinston. The
process was invaluable to all who participated and offers a
hopeful guide to complex problem solving in the future.
1. INTRODUCTION
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2.1 Context
Kinston, North Carolina is a community of 27,000 that is
1 hours east of Raleigh. It is the county seat of Lenoir
County and one of several towns that have direct access
to the Neuse River. The Neuse received its name from
the Neusioc Indians, who lived in North Carolinas easternregion prior to European colonialism. Although the Neuse
extends west as far as Raleigh, Kinston is the westernmost
town that is navigable by boat. This has played a signicant
role in Kinstons development.
British colonists established farms in the area that
eventually grew into protable plantations. Plantations
required manpower, thus enslaved Africans outnumbering
the plantation owners provided that labor. The planters
with the newly developed prots, dubbed their new townKingston. After the American colonies united to ght
the revolutionary war, the g was removed (Kinston) to
eliminate the overt reference to British royalty. Kinston
emerged on the north side of the Neuse River; on a bluff
approximately 12 feet about water level. The Neuse River
was used for transportation, irrigation, and later as a
resource for mills. But other than small areas of downtown,
no physical linkages between town and river were made.
To date, buildings, streets, and other town features do not
take full advantage of the river.
The Civil War marks the next milestone in Kinston history.
The CSS Ram Neuse, a confederate navy ironclad, was
under construction when the Union Army was moving
upriver from New Bern. To prevent the incomplete ship
from being captured, the Confederates scuttled the ship
in place. The site of its construction and sinking became
historic sites, as did areas around Lenoir County whereCivil War battles occurred. The history of the CSS Ram
Neuse remains one of Kinstons most signicant historic
landmarks and is the object of current interpretive efforts.
Post Civil War Kinston remained active agriculturally until
after World War II. Additionally, textiles emerged as higher
wage jobs, spurring growth at the edges of Kinston and
throughout Lenoir County. Later, general modernization
strategies applied throughout North Carolina came to
Kinston. State economic development efforts led to
the founding of Lenoir County Community College,
the attraction of industrial employers such as DuPont.
Finally, the Global Transpark a large airstrip along with anindustrial/high tech campus has begun to operate in the
area.
The decline of textiles, as well as valuable cash crops
such as tobacco, in North Carolina resulted in many
negative impacts on Kinston. Loss of jobs, a slow start to
the development of the Global Transpark, as well as the
devastating impacts of Hurricanes Fran and Floyd have
slowed the citys redevelopment. The hurricanes resulted
in ood damage to many structures in the ood plain and
application for FEMA buyout funds to purchase signicant
lands along the river.
However, sustained community organization and
resources have been built from signicant assets. Queen
Street retains valuable building stock and the Main Street
Program has successfully supported several development
initiatives. Land acquired in the FEMA buy out program
has resulted in an extraordinary amount of open space
along the rivers edge. Agencies have developed plans
and funding for restoration of portions of the Adkin Branch,
a tributary of the Neuse River. Active ight schedules at
the Global Transpark are activating high-tech industrial
sites. Regionally, communities in eastern North Carolina
have organized into the Inner Banks, agreeing to sharedmarketing and coordination of tourism activity, including
Civil War historic sites. In addition, residents of Kinston, via
the Pride of Kinston, have organized to form the Kinston
Waterfront task force; a group leading the re-envisioning
of the Neuse River.
2. THE COMMUNITY
Figure 1:Downtown looking northeast, 1984 (DTE).
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3.1 Design Challenge
The City of Kinston, through the leadership of the Kinston Waterfront task force, requested the assistance of the
Downtown Design Studio at College of Design, NC State University in developing a redevelopment vision for waterfronts
in Kinston. The task force argued that their waterfront was underutilized, and that a vision of how the town could grow
to better connect to the river, was necessary to establish. Connections for the task force meant the ability to walk to and
along the river, as well as recommendations for new development and adaptive re-use in strategic sites. After severameetings and a preliminary workshop, the following design challenge was proposed:
To develop, together, a riverfront that is healthy, diverse, active, memorable, and accessible to all.
The resulting conceptual design ideas were developed based upon the following main themes:
Understanding the history of Kinston, Neuse River, and the built environment: By knowing the past we can build on
the existing strengths and lessen weaknesses.
Maintaining or enhancing sight lines to and from the river: The design ideas indicate and propose ideas to enhance
the view corridors of the city.
Connecting the river and the riverfronts to residents needs for living, for beauty, for social engagement, for work,
and for recreation: The design ideas aim to create a satisfying experience for all the citizens of Kinston.
3. COMMUNITY GOALS
Student engagement and their interaction with the
community, developing conceptual design ideas for
enhancing the global importance of achieving sustainable
communities through citizen participation is a central focus
of this project. Therefore, landscape architecture students
in the College of Design at NC State University under the
guidance of their faculty members engaged in an effort to
provide resources, design and planning guidance, through
participatory workshops during the entire process. The
process was designed to provide educative collaboration
between students and the community in Kinston.
3.3 Case Study Research
Case studies are widely used in most professions,
including law, engineering, business, and architecture.
It is becoming increasingly common in design education
and practice as well. It is a technique used to bring out
different information about the projects involving context,
process, key participants and partnerships, project budget,
key goals and program elements developed, key design
concepts and how the goals are translated into form, scale
and time line for the project, as well as the social impact of
the project on the communities.
For many of the students, this community design and
development project in Kinston represented their rst work
on a waterfront. Therefore, it was important to help the
students explore the potential of design in this context.
Students were asked to research waterfront development
in various cities across the country as case studies.
Students produced 24 x 36 posters of each case study,
focusing on the unique issues, processes and design
3.2 Design Process
products in each place. These posters were used as
reference throughout the project. Case studies ranged
from unbuilt work proposed by Project for Public Spaces
to the famous San Antonio River.
Case study analysis revealed some of the information
that was common and unique to riverfront projects and
their contexts, which were useful in advancing the design
process. Many of the riverfront projects proposed and
focused on the following design themes:
Improving water quality by restoring a clean and active
river.
Eliminating barriers and providing access by building trai
and walkway systems, which will connect the waterfront
with surrounding trail systems, neighborhoods, and key
destinations.
Creating active recreation areas including passive o
nature based recreation and trails accessible for everyone
Enhancing and protecting the distinct character/culture o
the waterfront destinations.
Building strong waterfront walkable neighborhoods with
mix use opportunities for commercial activities.
The following themes also emerged from the case-study
research.
Many of the waterfront projects were implemented
through a public/private partnership led by an organization
solely tasked with waterfront development.
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Many of the completed projects incorporated public space
and private development, the sequence of how each was
developed varied.
Many of the projects used extensive public participation,
innovative fund raising, and required a decade to build
momentum.
Several of the project communities have documented the
economic impact of waterfront development on the health
of the entire community; Chattanooga was by far the most
advanced in this regard.
3.4 Trip to Chattanooga
As part of the case study research, the studio later took an
actual tour of ongoing riverfront development activities in
Chattanooga, Tennessee. Chattanooga has been a national
leader in sustainable urban development and many of its
riverfront projects came from the community design process.The city established the River City Company, a public/private
partnership to coordinate waterfront investment. Their rst
step was the development of the Tennessee aquarium.
Developing this attraction leveraged development of portions
of their river walk and the conversion of a railroad truss into
a pedestrian bridge. This connection activated both ends
of the bridge and attracted mixed use development. James
Bowen, assistant director of the River City Company gave a
tour of their latest efforts including a new boat dock, two new
riverfront parks, and the development of urban inll housing
between the aquarium and the bridge (Figures 2 and 3).
Some lessons learned from the Chattanooga trip involve:
River focused public/private partnership the community was able to sustain support for waterfront development through
creative partnerships between the government and the private sector. Land acquisition, streetscape improvements,
development incentives, and waynding have all been the product of cooperation.
Urban catalysts Chattanoogas waterfront sprung from interest around the Tennessee aquarium. Identifying
momentum shifting projects and leveraging them for additional development activated the interest to the area.
Time and vigilance the Chattanooga waterfront vision is over 20 years in the making and has required constant
commitment from all partners.
Figure 3:
A v iew of Chat tanooga
riverfront.
Figure 2:
River front Chattoonoga - A view of the information panel
along the riverwalk.
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3.5 First Kinston Visit
After a thorough case study analysis, the studio received
a tour of Kinston from the Kinston Waterfront task force,
as well as a canoe ride along the Neuse River (Figure
5). Students prepared a photo essay of their rst trip,
documenting the riverfront and neighborhood character.
Important initial observations of the community led to some
of the design recommendations found in the report. Some
observations that emerged from the trip are as follows:
Queen Street, the main street of Kinston, has valuable
and attractive building stock.
The Nature Center is an important amenity and the site is
a signicant location for accessing the river.
There are few places at downtown where one feels
connected to the river (lack of views, lack of physical
access points, etc.). Per Nature Center staff, uctuations
in water level, storm debris, and irregularities in the depth
of the channel make navigating the Neuse River difcult
without any experience and equipment (Figure 4).
Figure 6:
A view of a neighborhood
in Kinston with shot-gun
houses.
Figure 4:A view of the vacant power-plant building from the river
Figure 5:Students experiencing the river and the surrounding views from canoes.
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3.6 In-House Design Competition
After the rst eld-trip to Kinston and prior to full community
engagement, it was important to encourage the students
to consider big issues and promote thinking outside of the
box. An in-house design competition was used to foster
this process. The studio was divided into four competing
teams, each with different parameters. One team was only
allowed to use existing public space and vacant land in their
master plan. Another team was charged with strengtheningthe Lincoln City area with inll and mixed use. A third team
was allowed to reprogram everything within the 100 year
ood plain, and the fourth team was allowed to re-program
everything within the 500 year ood plain.
As each team pursued their design concepts to the extreme,
the ensuing dialogue framed some broader questions that
were useful throughout the process:
What scale of riverfront development is most appropriate
for Kinston?
How interested in waterfront recreation are the people ofKinston?
How should Confederate Civil War history be handled in
a predominately African American town?
3.7 Seminars and Meetings with Outside Agencies
Emeritus Professor of Architecture, Henry Sanoff, who
is an expert in Participatory Community Design process,
was invited to give a lecture on community participation
theory and application. The seminar provided students
with information that was useful for the structured designprocess. Of Sanoffs points, the following were adopted
into the process:
Run community workshops which will allow the
involvement of the community members. Work in small
groups6-7 with a facilitator through workshops.
Have some short-term implementation strategies in place
to continue the momentum of the exercise.
Provide a structure for community design, a specic
project or aim, and empower the community to make
decisions. This requires some work with existing decision
makers to be supportive of sharing power during the
process.
3.8 U.S. Army Corps of Engineers andNorth Carolina Emergency Management
The U.S. Army Corps of Engineers and North Carolina
Emergency Management also expressed interest in the
project and scheduled a meeting with the studio. This
agency is engaged in a multi year study of the lower
Neuse corridor, of which Kinston is a part. They expressed
the need to adhere to several guidelines to protect water
quality and reduce ood risk.
Surface material changes in the ood plain introducing
minimally intrusive paths and other materials in the ood
plain, per review, have little affect on the ood plain and
permitted.
Obstructions in the ood plain introducing structures,
signicant objects, or any obstructions (including changing
the shape of the land) in the ood plain required a detailed
engineering study, and was strongly discouraged. Adding
obstructions in the ood plain was considered the most
signicant threat to ood plain environmental quality, and
put development at risk during hurricanes and ood.
The US Army Corps of Engineers expressed an interest
in habitat restoration along the Neuse River. Their area
of concern was the estuaries and restoration of coastal
sheries. However, they did refer to a 50/50 matching
funding program where local communities and the Army
Corps develop partnerships for habitat restoration. The
Adkin Branch, a tributary of the Neuse River, is currently
going through stream restoration. In the community prole,
students reported a drain, roughly paralleling Lincoln Street,
which was a viable candidate for wetland restoration. This
drain would be a candidate for future funding.
3.9 Stormfest
During the project, the Department of Landscape
Architecture at College of Design, NC State University
sponsored an in-house workshop on contemporary
storm water management techniques. Stormfest brought
national and local experts in these practices together with
landscape architecture professionals and students. The
lessons learned had a direct impact on the conceptual
designs of most studio projects. Concepts were applied
to streetscape designs, guidelines for new urban inll,
and stream restoration proposals throughout the Kinston
vision plan.
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4.1 The First Community Workshop
In February 2006, the rst Community Workshop was
held in Kinston. The preliminary research of the existing
conditions of riverfront areas in Kinston was presented and
the community was asked for feedback. The participants
were also involved in identifying key issues of major
concern throughout their community (Figures 7 and 8).
The students designed a base map to be used in community
workshops. It was a simplied aerial photo of Kinston with
landmarks and major roads labeled. The students then
generated icons; each representing a specic proposed
use on the river (picnic shelter, garden, walking trail, etc.).
Additionally, the students prepared notes for community
stakeholders to self-report existing issues and opportunities
for Kinston to be better connected to the Neuse River.
The rst workshop was held in the Lenoir County Library
and over 100 residents and stakeholders participated.
The group was diverse in many respects. For example,
a teacher and several students from a nearby high
school provided valuable insight about the potential for
educational and vocational activities along the river; they
were most concerned with creating job skills along with
training opportunities for youth in the community. Several
town historians were in attendance and reiterated the rich
history of the town and the river as important interpretive
and recreational opportunities. Many expressed a strong
desire to access and use the river for recreation. However,
very few reported any current or previous use of the river.
Few residents of Lincoln City and Sugar Hill and few
African Americans participated the rst workshop. The
group that participated expressed many concerns about
those neighborhoods. But lacking actual representation,
4. COMMUNITY INVOLVEMENT
it became clear that a secondary outreach effort was
necessary. The current group was not representative of
the ethnic diversity of the community.
Each small group generated separate recommendations
and reported them to the entire group. The sum total of
these recommendations provided the design program for
the vision plan. The most popular proposal was places
to walk along and to the river, followed by places to view
birds and wildlife, and historical landmarks. References to
redevelopment were made, especially in downtown and
the power plant sites, as well as community gardens.
Some key concerns of residents about the riverfront areasincluded:
Limited or no public access to the river.
Limited recreational and educating activities on the
riverfront areas.
Limited or no public facilities on the riverfront areas.
Accumulated trash/debris along the river.
Water quality and ooding problem.
Feeling of unsafe and fear of crime.
Unattractive built environment along the river (vacant
properties, unkempt garage, parking areas).
Lack of activities and a showcase to present the rich history
of Kinston including Civil War events along the river.
The residents also discussed and indicated opportunities
and objectives on the riverfront areas focusing on the
Figure 8:A group discussion during the rst community workshop
Figure 7:A graduate student interacting with a resident.
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general vision, safety and accessibility, housing and
commercial development, public services and facilities,
open space and other special concerns. The ideas were
collected from each group and compiled into a master list
of key issues from which the planning process could build
off. The key opportunities that the participants identied
were as follows:
Rich historical context of Kinston and the Neuse River.
Proximity of the river to the downtown.
Existing tourist spots and public facilities along the river.
existing natural environment along the river.
The residents also identied objectives for enhancing
the riverfronts and providing economic development
opportunities for the City of Kinston.
a) Riverfront Enhancement Objectives
Add and improve public access to the river (by walking,
boat and car). Prevent and control ooding impact.
Clean up the river and improve the water quality.
Provide recreational and educational activities on the
riverfronts (wet land, biological environmental center,
gardening, etc.).
Add and improve public facilities on the river (parks,
trails, boating, shing, picnic area, recess rooms,
restrooms etc.)
Improve the existing visual beauty of the natural
environment on the riverfronts.
b) Economic Development Objectives.
Encourage mixed use development along river, which
will involve residential, commercial, retail, and services.
The development of the riverfront acts as catalyst to
facilitate the downtown revitalization.
Encourage various nancial sources to sponsor the
riverfront development.
Advertise and introduce the tourist spots in Kinston to
attract both in-state and out-of- state tourists.
A subsequent meeting was also held in Lincoln City
area with ministers of local churches and community
organizers. Although they were supportive of the efforts
proposed through the rst workshop, they did voice
concern about the handling of the FEMA buy out areas.
Many residents of Lincoln City were displaced in the
aftermath of the hurricanes Fran and Floyd. This loss
of homes had a negative impact on the vitality of the
community, depopulating it, and making it more difcult
to attract businesses and sustain remaining communities.
The members of the group were unanimous in their desire
to repopulate Lincoln City and provide educational and
training opportunities to its residents.
4.2 The Second Community Workshop
The second community workshop was the rst opportunity
for the studio to show initial conceptual design ideas.
Approximately 60 residents were in attendance. After a
brief overview of the draft vision plan, as well as design
principles (explained in detail below), small groups
organized around study areas to offer critique andfeedback. Of all design concepts, the idea of removing a
block of Heritage Street to allow Neuseway park to grow
into the downtown was the most debated by community
residents. They were critical of trafc impacts on the
town, as well as the impact on existing buildings in the
vicinity. However, the participants were unable to read
plan drawings verifying that the proposed plan did not
impact any existing buildings. Generally, there was some
confusion about context, and there was difculty reading
some of the plans. But after some explanation, the studio
effort received positive feedback.
Periodically, students presented their work progress tocommunity representatives through open-house sessions.
The open house sessions allowed the project partners to
review the work in draft form and provide insights to help
improve the designs.
4.3 The Final Presentation
The studio presented its nal design proposals on the
rst day of the Neuse River festival at the Lenoir county
courthouse. Approximately 100 people participated,
including local media and many community residents who
followed the entire process. After a brief overview of the
nal vision plan, students presented their design proposalsin gallery style (Figures 9 and 10). A brief summary of
community comments followed, which included:
Nature center proposa l was a potential short term
projectthe overwhelmingly positive feedback to the
nature center proposal caused the group to think of
techniques for making it a short term design project.
Wastewater treatment plantAquaponics, a combination
of aquaculture and hydroponics facilities proposed as
re-use strategies for the wastewater treatment plant
were well received. The group wanted to study the ideas
proposed.
Landfillthe proposed 4-H camp/urban agriculture
program was well received. More study was requested
by the workshop participants.
The workshop participants praised the students for their
effort in their nal projects and agreed to use the ideas
proposed to continue the design process. Residents were
very interested in short term implementation strategies.
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Figure 9: Landscape Architecture student presenting his project to US Army Corps Engineers representatives.
Figure 10:Residents of Kinston listening to the nal presentations.
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5.1 Analysis of the Existing Conditions
Students prepared extensive research on Kinston, through review of historic Sanborn maps and historic photographs.
It was found out that the cluster of community uses that constituted the town center (courthouse, etc.) has changed
locations several times in history. Those uses used to be several blocks south from their current location on Queen
Street (known as Sugar Hill.) Queen Street is the historic main street, locally known as the miracle mile due to its
broad range of shops. Miracle mile was once dotted with cisterns and fountains at intersections. These were public
water facilities and gave subtle reference to the river, mere block away.
The Neuse River has an extensive 100 year and 500 year ood plain. The majority of downtown and communities north
west are above both ood plains. The downtown and southern neighborhoods are largely in the ood plains.
Kinston continues to be made up of several districts including Mitchell Town, Sugar Hill, and Lincoln City.
Happersville, the lowland peninsula, just west of downtown and current site of the nature center, was the sin city
of the region; home to bars and brothels frequented by many in the region. It was a popular destination for soldiers at
nearby military bases, Camp Lejeune, Fort Bragg, and others.
Kinston is a comparatively low income and predominately African-American city. The median income of Kinston is below
the median of the state of North Carolina and it is 60% African-American. Despite its more recent history as a growing
manufacturing center (Global Transpark, etc.), Kinston is in an agricultural economic context and it has been hit hard by
the decline in tobacco and other cash crops.
Kinston is economically and racially segregated with strict divisions apparent at the level of US Census block group.
Sugar Hill (so named because it was the location where the citys honey pots were dumped) and Lincoln City
are predominately African American and have the highest rates of poverty. Mitchell Town and areas northwest are
predominately white, and have much less poverty. Queen Street forms the border between these different groups.
Additionally, demographic trends mirror geography; areas closest to the ood plain and in the ood plain (Lincoln
City) are predominately African-American and lower income. Areas out of the ood plain and away from the river are
predominately white and higher income. This distribution mirrors other southern towns where settlement patterns, race,
and class all combine to create higher exposure to ood and water based disasters to those with the fewest resources.
This phenomenon was revealed in Kinston in the aftermath of hurricanes Fran and Floyd, each resulting in widespread
ooding in Lincoln City which led to FEMA buy out and relocation of dozens of African American families.
The US census surveys show that the majority of working adults in Kinston commute to work outside of the central city.
People travel as far as Goldsboro and New Bern for employment. Locally, DuPont, the Caswell Center (a state mental
health institution), and the Global Transpark are major sources of jobs. Kinston is an aging community, demographic
trends suggest that Kinston may become a place where issues of accessibility and mobility will rise to the fore.
5. PROJECT GOALS
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5.2 Programming
After a thorough examination of the existing conditions on the riverfront areas, the studio focused on developing more
detailed program statements and site analysis for specic sites along the Neuse River. Due to the size of the project, i
was necessary to subdivide the entire study area into themed units. The unites included the downtown, Mitchell Town
power plant and former textile plant buildings, nature center, Sugar Hill, wastewater treatment plant, land ll, Lincoln
City, and Adkin Branch areas (Figure 11).
Figure 11: The conceptual master-plan proposed for Kinston riverfronts.
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Downtown residents requests included
a new amphitheater, a new pedestrian
bridge connecting the nature center
to the downtown, improved streetscape,
and a continuous river walk.
Mitchell Town residents asked for
better access to the river as well as a
continuous river walk.
Power plant and former textile plant
residents expressed interest in adaptive
re-use of these facilities for retail,entertainment, and other mixed uses.
Nature center residents use and
admire the nature center, but its
educational efforts are exclusively
indoors. Residents were interested in
expanding the center to develop the
outdoors as a series of environmental
educational opportunities.
Figure 12: Conceptual plan
proposed for downtown and
Mitchell Town areas.
Figure 13: Conceptual plan
proposed for power plantand former textile plant
areas.
Figure 14: Conceptual
plan proposed for nature
center.
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Sugar Hill students were interested
in using its history and best practices
for storm water management to
strengthen the urban fabric.
Wastewater treatment plant
residents were interested in adaptive
re-use strategies for the site, with
emphasis on education and training.
Land fll --- residents were interested
in adaptive re-use strategies for the site,
with emphasis on education and
training.
Lincoln City residents of Lincoln
City were interested in developmentstrategies that balanced the loss of
population due to FEMA relocation.
Adkin Branch residents were
interested in extending ongoing
restoration strategies, including
environmental education and
interpretation.
Figure 15: Conceptual plan proposed for Sugar Hill, waste-water treatment plant,
land ll, and Lincoln City areas.
Figure 16:Conceptual plan proposed for Adkin Branch area.
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At the end of a highly interactive design process, students
nalized their design projects in May, 2006. The following
principles and strategic actions were extracted from the
numerous individual design proposals generated by
the studio. They can be applied to the ten miles of river
front passing through Lenoir County, as well as the ve
miles in this study area. They offer broad guidelines and
recommended actions that can facilitate the intent of thevision plan. Although the specic issues and characteristics
of the designs can be modied, the core principles of
the vision plan represent the essential considerations
necessary to guide future design and implementation.
6.1 Strategic Actions
A healthy riverfront community needs a healthy river.
Protect and enhance water quality through design.
Protect the ood way, conserve the ood fringe.
Preserve all mature vegetation within 50 of the Neuse
River.
Use best practices for development along the edges of
the ood plain.
Reduce the use of non-porous surfaces in new
development, and slow storm water runoff into the
Neuse River.
Find riverfront ecological restoration opportunities and
partner with agencies for development.
A sustainable riverfront community needs a diverse
mix of uses along its river edge.
Remove policy and other constraints to sustainable
riverfront revitalization that will enhance local character
and economic vitality.
Over 70% of Kinstons riverfront land is zoned
industrial. Although most uses are allowed in the
category, re-zoning riverfront land will provide more
opportunities for enabling the vision.
Encourage mixed use along the rivers edge, and plan
for pedestrian-oriented retail/entertainment opportunities
along the river.
Distribute development opportunities equitably across
neighborhoods with river access.
Consider identfying an overlay district for major
redevlopment areas on the river that will allow the
6. THE CONCEPTUAL PLAN
community to develop a set of design and development
guidelines specically for areas with conservation and
development potentials.
Develop urban design guidelines, including architectural
standards, for all major redevelopment areas along the river.
An active riverfront community treats the river as thecommunitys front yard.
Combine public access and open space with private
development to maximize community river use.
Strive for a continuous river walk.
Balance modes of transportation; all modes of
transportation should have some riverfront access.
A unique riverfront community builds from its local
culture, history, and diversity.
The Civil War is one of many historical events that are
of value to the community. Make sure to enhance the
rich historical context of Kinston and the Neuse River
through new developments.
Students at local schools represent history in the
making. Find opportunities throughout the planning,
design, and implementation stages for student
participation.
Continue establishing opportunities for public comment
and communication for future developments bydesignating community ambassadors that represent
local neighborhoods, churches, stakeholders, and other
groups.
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6.2 Vision Plan and Proposed Conceptual Design Principles
The vision plan highlights specic sites and linkages through the town and to the river. Emphasis is given to Queen
Street, the main street of Kinston. But recommendations cover the range of the Neuse riverfront.
a) A Vision for Downtown (Designed by Micah Linker, Courtney Hinson, Eric Surratt, and Bill Davis)
The downtown area benets from the proximity of an important bend in the Neuse River. This bend is strategic for views
along the river, as well as pedestrian crossings at several locations (one re-tracing the historic location of a previous
bridge). The vision plan proposes a series of streetscape improvements (Figures 17, 18, 21). These improvements areproposed to better facilitate pedestrian connections from Queen Street and neighborhoods north and west of the river
Most important of these is Caswell Street, which continues across the river as a pedestrian bridge connecting to the
nature center (Figure 19).
The segment of Heritage street, between King and Caswell streets, is removed to allow Neuseway park to expand
east into the downtown (Figure 20). An expanded Neuseway park covers areas that are currently parking lots. Existing
businesses edging the park are proposed to undergo renovations which maximize park location and river views (Figures
24, 25). Strategic inll, anchored by a public building and a relocated farmers market, activate the proposed space.
An amphitheater occupies the slope at the bend in the river (Figure 26). This area, edged by a new public building
becomes the spot for town and river festivals, gatherings, and rituals (Figures 22, 23). A new riverwalk follows the edge
of the new park and travels along the high side of the amphitheater towards Mitchell town.
Figure 17:Streetscape design proposed for Caswell Street.
Figure 18: Streetscape design proposed for Queen Street.
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Queen Str. Before
Queen Str.After
Figure 19:Plan view of the proposed streetscape and plaza designed for Intersection of Queen and Caswell Streets (above).
Figure 20:Aerial view of the intersection of Queen and
Caswell Streets (below).
Figure 21:A view from the proposed streetscape design for
Queen Street (before and after).
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North Elevation on Heritage St.
Gordon St. Section
Plan view of the blocks of North, Gordon, and
Mitchell Streets
Figure 22:Downtown inll and adaptive re-use vision plan.
Figure 23:Axonometric view of the proposed downtown inll area.
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Plaza
Pedestrian Walk through
Figure 24:Proposed new plaza at Heritage Street.
Figure 25:Plan and aerial view of the proposed plaza at Heritage Street.
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b) A Vision for the Power Plant and the Textile Plant Areas (Designed by Adam Bell, Claudia Gabaldon, and James Prestien)
The riverwalk traces the high side of the bluff between Mitchell Town and the river. Streets, which currently dead end at
the bluff, are redesigned to provide views and access to the water. The woods along the river are severely degraded and
are in need of ecological restoration. Part of the restoration process will require removal of plants that are preventing
native plant communities from stabilizing. As a short term strategy, the vision plan proposes the use of goats to eat
exotic invasive plants, clearing the woods, and preparing it for restoration. Goat movement would be controlled through
fences and paddocks, and the end product of this urban agriculture would be goat meat and milk, two of the fastest
growing animal products in North Carolina (Figures 27, 28).
The closed textile plant occupies a prime location along the river. It has great mixed use and educational potentials
due to its proximity to an established community and its history as an important local industry. Existing building would
be programmed for a range of educational and training opportunities. New streets and pedestrian-oriented mixed use
would transform the existing parking lots into community development opportunities. Also, the riverwalk would extend
through the site (Figure 29).
The abandoned power plant has great adaptive re-use potential. The high vaulted ceiling, landmark smoke stack, and
navigable boat slip make it a local icon. The vision plan proposes that the site to be transformed into a leasable special
event center. The area between the building and the river would become an arboretum, part extension of leasable event
space, part community garden, and part ecological restoration. Collections in the arboretum would feature native plants
and be irrigated using constructed ponds which collect and treat storm water run off (Figures 30, 31).
Figure 27:Plan view of the proposed riverwalk area along the river
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Figure 28:Proposed riverwalk trails.
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Figure 30:Proposed re-use plan for the power plant site.
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Figure
31:Proposedadaptivere-useforthepowe
r-plantsite.
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c) A Vision for the Nature Center (Designed by Molly Wood and Emmita Lyford)
The nature center expands to encompass the entire site, not just the buildings. Outdoor classrooms, restored ood
plain forests, and constructed ponds add new amenities to the site. A boardwalk on the south side of King Street
provides interpretive opportunities through the existing wetland forests. The road and parking network, as well as a
newly developed RV parking area, are realigned to provide a more coherent and memorable experience throughout the
site. A proposed bridge connecting Caswell Street and a pedestrian bridge at a former railroad truss connecting to Suga
Hill are also a part of the nature center vision (Figures 32, 33).
Figure 32:Proposed master plan for nature center and planetarium.
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Figure 33:Proposed pavilion and recreation areas.
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d) A Vision for Sugar Hill and South Queen Street (Designed by Darren Sandvik and Micheal Ouchcauf)
South Queen Street is strengthened through extensive building rehabilitation and strategic inll that ts the context of
the district. A median is proposed for Queen Street and streetscape improvements to enhance the areas image and
pedestrian comfort. Alley ways are redeveloped as designed spaces for pedestrian use and storm water management
These storm water alleys provide points of interest on Queen Street, mark historic elements in the neighborhood,
irrigate all streetscape elements, and lter runoff as it ows to the Neuse River (Figure 34).
An existing industrial site just west of Sugar Hill is proposed to become urban inll and open space. Urban inll on
the eastern edge of the site will compliment the existing neighborhood grain. Denser mixed use occupies the forestedwetland edge and the two sides of the development share a park space framing views north to downtown (Figures 35, 36).
Figure 34:Proposed streetscape and stormwater alleys for South Queen Street.
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Figure 35:Proposed redevelopment plan for Sugar Hill - Industrial Site.
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Figure 36:Proposed urban inll and open space design at Sugar Hill area.
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e) A Vision for Landll and Wastewater Treatment Sites (Designed by Richard Ham and Caitlin Sloop)
Post-industrial sites were not the rst options discussed as opportunities for Kinstons riverfront. However, both the
landll and wastewater treatment plant sites represent land that could be reclaimed for multiple uses. In the case of the
landll, phyto-remediation, or the use of plants to remove toxins from the soil, can be an effective process. After this
process, community gardens, agro-forestry, and alternative cash crops could occupy large portions of the site. Queen
Street frontage would have a market specically selling produce generated from the site. Between the market and the
landll, a new meeting and training facility provides space for 4-H related programs (Figures 37, 38, 39).
The wastewater treatment plant contains ideal infrastructure for hydroponics and aquaculture (Figures 40, 41, 42).Freshwater sh hatcheries are in demand and the existing tanks at the plant are well suited for this purpose. Fish
waste would be used to fertilize plants for harvest, with excess waste being treated by constructed wetlands. Clean
water would return to the system or be released into adjacent streams feeding the Neuse River. The site could have
educational and economic development opportunities.
Figure 37:
Plan view of the
proposed uses at
the landll area.
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Figure 38: Scenes from the proposed vision plan for Landll area.
Figure 39:Site sections from the landll area.
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Figure
40:Proposedadaptivere-useofPeachtreewaste-wate
rtreatmentplant.
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Figure
42:S
cenesfromt
heproposedwastewatertreatmentplant
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f) A Vision for Lincoln City (Designed by Bradley Maples)
Residents of Lincoln City were very passionate about their wishes to repopulate the community and about the need
for education and skills training to reinvest in the existing residents. The ooding and the aftermath of the FEMA buy
out resulted in a depopulated community. The southernmost areas of Lincoln City are in the 100 year ood plain and in
danger of ood damage. However, technologies exist that can protect homes. Existing historic and vernacular homes
were built with porches and elevated rst oors; raising living spaces above base ood elevation (BFE). FEMA has
guidelines for raising the foundations of existing houses above BFE. Areas closest to the river could become community
gardens; replacing rooftops, roads and other hard surfaces with plants and living materials, capable of absorbing storm
water runoff (Figure 43).
A crossroads between Martin Luther King Jr. Boulevard and an existing rail line would become Lincoln College, evoking
the spirit of historically African-American schools that once were in the neighborhood. Lincoln College would be a
technical school, providing residents training in building, construction, and other skills directly related to community
development. The rail provides ideal access for the delivery and storage of materials. The college would provide a
terminus to the axial views created from the west.
The streetscape is also an opportunity to improve the function and image of the area. Using a pattern inspired by wes
African patterns, trees, and other elements would provide a unique image, honoring the history of the place.
Figure 43:Proposed vision plan for Lincoln City area.
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g) A Vision for Adkin Branch (Designed by Harmony Miller)
Several North Carolina state agencies are currently engaged in Adkin Branch restoration efforts. However, they do
not fully address the environmental education or recreation potential of connecting to the surrounding neighborhood.
Streetscape becomes a key opportunity for extending the potential impact of the creek restoration into its context. Curb
and gutter would be replaced with bio-swales, drains planted with native vegetation that slows and cleans storm water
before it reaches Adkin Branch (Figures 44, 45).
Interpretive signage along with other amenities would communicate why creek restoration is important to the health
of the entire community. Restoration of Adkin Branch can occur without removing any homes or encroaching on anyproperty. However, street ends become good opportunities for improved views and pedestrian connections to the creek.
Publicly owned portions of the ood plain would be restored to ood plain forest, wet meadows, and wetlands.
Figure 44:Proposed vision plan for Adkin Branch restoration area.
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Figure
45:ProposedmasterplanforAd
kinBrancharea.
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This section of the recommendations for redeveloping the
riverfront areas in Kinston, North Carolina describes the
ways in which the Plans goals can be further improved
and implemented. Nonetheless, it is the responsibility of
the County of Lenoir, the City of Kinston, as well as other
public agencies and community organizations, to further
study, administer, maintain, and implement the proposedconceptual design ideas. It is also our intention to ensure
that the goals herein are consistent with and build upon
the existing goals, policies, and tasks identied at the
county and city level, as well as, with other public agency
documents.
Implementation of the conceptual design ideas will require
interagency coordination between not only the countys
and the city of Kinstons agencies but also other agencies
and community organizations outside of Kinston. Doing so
will not only concentrate the efforts of all of these agencies
and organizations to a common end, but will enable
efcient timing and lessen the overall costs associatedwith implementation.
7.1 Policy
The suggestions made through this document are in light
of the presented conceptual design ideas. It is necessary
rst to analyze the changes required at the policy level,
which will encourage the recommended developmental
ideas on the riverfront areas. It is clear that further detailed
investigation of the policy challenges existing at the county
and city levels has to follow this proposed vision plan.
The primary means of implementation is through zoning
categories dened by the Land Use Ordinance and related
maps. Zoning means to classify any specic land within
the communitys borders into specic uses. Compatible
uses are grouped together, while non-compatible uses
are separated from each other. The Land Use Ordinance
should be consistent with the goals, design principles
indicated in this plan. In that respect, the city should show
exibility in changing zoning and coding to build desirable
new features, which will enhance local character and
economic vitality.
The city should capitalize on historic heritage as well
as create links to area employee at Global Transpark
and incubator ofce /business spaces at downtown and
riverfront areas. There should also be a considerable
effort of increasing attraction to families and year-round
residents, as well as visitors by using the potentials of the
natural environment.
7. IMPLEMENTATION
7.2 Management and Funding Opportunities
This project initiated the dialogue with residents as well
as with local stakeholders and many other agencies
regarding Kinstons future opportunities along the river.
Therefore, it is necessary to continue the dialogue with all
these groups.
It is also recommended to provide future services of a non-
stake holding facilitator to manage future dialogue and
consensus building process between public, private, and
institutional sectors on many sensitive issues needed to
move forward in improving and implementing any of these
conceptual design ideas.
There are variety of funding resources, which may be
readily apparent, however, the City of Kinstons long-term
vision, especially in the area of private investment, will be
improved, if there is a physical plan which can be used
as a goal and a marketing tool. It should also include aphased time schedule for implementing it. This project
aims to start that process.
There are grants available to the communities to help fund
various projects. For example, one of the larger grants
available is the Community Development Block Grant
(CDBG), provided by the US Department of Housing and
Urban Development (HUD) and the State Department of
Housing and Community Development (HCD). This grant
supports projects ranging from housing rehabilitation and
community development to public facilities and economic
development. However, further extensive study of other
funding strategies are recommended.
The process for adopting these recommendations
includes hearings and presentations with the Planning
Board, the City Council, and the Lenoir County Board of
Commissioners. To adopt any of these recommendations
the vision plan should be consistent with the previously
established plans.
Overall the proposed conceptual vision plan envision the
development that promotes the pedestrian atmosphere,
human scale, mixed-uses and community serving
businesses and facilities along the riverfronts of Kinston.Hence, the conceptual design ideas of this plan deliberately
address the needs of the community of Kinston.
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For further information on the Kinston Waterfront Now Project and the Downtown Design Studio at NC State Uni-versity, College of Design, please contact:
Dr. Celen Pasalar, Director and Extension Planning SpecialistDowntown Design Studio, College of DesignNorth Carolina State UniversityCampus Box 7701