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Fred Kent

Fred Kent is an urban planner and founder of Project for Public Spaces. He believes in the power of public spaces and that placemaking requires integrating diverse opinions to shape public spaces. His work focuses on transforming streets, squares, parks, and other public areas from spaces dominated by cars and traffic to people-centered places that foster community. He uses methods like observing how people use spaces and piloting low-cost, temporary options to revitalize areas like Bryant Park in New York City from a crime-ridden park to a vibrant public space and Times Square from an uninviting traffic intersection to an active pedestrian destination.

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Sariya Ah
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235 views19 pages

Fred Kent

Fred Kent is an urban planner and founder of Project for Public Spaces. He believes in the power of public spaces and that placemaking requires integrating diverse opinions to shape public spaces. His work focuses on transforming streets, squares, parks, and other public areas from spaces dominated by cars and traffic to people-centered places that foster community. He uses methods like observing how people use spaces and piloting low-cost, temporary options to revitalize areas like Bryant Park in New York City from a crime-ridden park to a vibrant public space and Times Square from an uninviting traffic intersection to an active pedestrian destination.

Uploaded by

Sariya Ah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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z FRED KENT

URBAN PLANNER
z

If you plan cities for cars and traffic, you


get cars and traffic;
And if you plan cities for people and
places you get people and places.
z
ABOUT

 Founder of - project for public spaces.

 Qualification – Columbia university ( geography, economic,


transportation, planning and anthropology.

 Also a photographer of public spaces.

 Books -
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PHILOSOPHY

 Believer in power of public spaces.

 Approach – it takes a place to create a community and a


community to create a place.

 Placemaking takes more skills than only one discipline can offer.
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 What is placemaking

it is a collaborative process by which we can shape our public


realm in order to maximum shared value.
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Key principles o placemaking

1. Integrate diverse opinions into a cohesive vision.

2. Translate that vision into a plan and program of users.

3. Ensure that sustainable implementation of plan.


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11 principles of creating a community
place

1. The community is the expert.

2. Create a place, not a design.

3. Look for partners.

4. You can see a lot just by observing.

5. Have a vision.

6. Start with ( lighter, quicker, cheaper) options.


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 Triangulate

 They always say it cant be done.

 Form supports function.

 Money is not the issue.

 You are never finished.


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The power of 10
z What makes a good place
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BODY OF WORKS

 Streets – from “ wider and faster"to streets as a place

 Squares – from the center less city to a heart of community.

 Parks - from passive green spaces to natural gathering place.


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 Downtown’s and districts – from top down bureaucracy to place


led leadership.

 Public buildings – From forbidden monoliths to centre of civic


life.

 Waterfronts- from deserted promenades to multi use


destinations.
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 Rural communities – from bypasses backroads to community


crosswords.

 Public markets- from big box wastelands to market cities.

 Health and wellbeing – from band aid solution to stoping


problem where they start.
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 Economic development – from standardize deficiency to local


creativity.

 Equity and inclusion- from exclusive enclaves to places for and


by everyone.

 Sustainability and resilience – from high tech toys to community


to stewardship (Supervising).
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Bryant park

 Located in New York

 Year – 1981

 Restoration project

 Main aim was to promote efficient use of space and to prevent


malfunctions.

 In early 80’s it was overrun by drug dealers and other frightening


activities.

 Due to its dingy appearance people felt unsafe.


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 Mapped locations of all activities.

 Interviewed people about the positives and negatives at various points.

 Identified problems such as lack of seating and transperency.

 Entrance was opened up and shrubbery was removed in order to achieve


better transperency.

 2 food kiosks were installed.

 Increased the number of seating by adding chairs in a scattered manner.

 New lighting both in the park as well as on the nearby rooftops was
installed.
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 Introduced new activities inside the park.

 A restraint and a outdoor café was installed which generated


income which helped in proper park operation and maintenance.
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Times square

 Located in New York.

 Year – 2005 to 2006

 The aim was to re imagine how times square

would function as a public space.

Issues and opportunities

 Ground floor of didn’t support any sidewalk activity.

 No square in the district.

 Street design did not support pedestrian movement.

 District needed flexibility.


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 Reconfiguration of streets for better accommodation

of traffic.

 Increase in amenities.

 Retail strategies to diversify the district’s attraction.

 Seating areas were added.

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