When my organization failed to save a historic house during my first year running a historic-preservation nonprofit in Georgia, it had quite an impact on me. I realized at that moment that we would have to work more closely with others if we were to be successful.
Years later, I helped create a plan to revitalize an in-town neighborhood. Unlike preservation efforts that often gentrify neighborhoods, our goal was to retain current residents and attract a diversity of new residents.
We started with the premise that we needed a broad coalition. Prior conversations with organizational partners convinced me that we could build such a coalition, but only if we presented a strong case for this effort.
We identified strengths, weaknesses, opportunities and obstacles, then presented this information to potential partners. Our new coalition worked together to create an even more compelling case until the city was convinced to take the lead.
The Providence Preservation Society advocates for historic preservation, as well as thoughtful design and city planning in Providence, and we know that the key to success is constant and meaningful collaboration.
This work is complex. Ensuring sustainable and equitable solutions can only be achieved by working with diverse partners. But those relationships must be built on trust, transparency and a willingness to share the work, as well as the recognition. That model helped PPS be an effective leader of the Fix the 6-10 Coalition, partnering with 20 other organizations to advocate for a better roadway for the neighbors, the environment and the city. •