200 Block of Middle Street |
Broad Street 1970's |
In the post WWII years, the advent of the automobile, railways and improved roads led to the gradual deterioration of small towns across the nation. Suburbanization, a new phenomenon and development of shopping malls, enticed residents to leave the old established residential neighborhoods for the newly developing residential areas.
In New Bern, an important port and mercantile center in the early 1900’s, the downtown was the heart and soul of the community, the center of civic and social activity and in a very real sense, symbolized the community’s identity and embodied its heritage. However, by the mid-1990’s, New Bern became nothing more than a rest stop—a town that people passed through on the way to the beach.
The downtown waterfront lined with piers, ships, and barges bringing goods from all over the world to the businesses of lower Middle and Craven Streets in the early 1900’s, steadily declined. Deteriorating warehouses and vacated commercial buildings were a blight on the waterfront. As businesses closed and buildings were boarded up, tax revenues declined. Many historic homes were demolished. Construction of the Neuse River Bridge in the early 50's and widening of Broad Street to accommodate automobile traffic led to the downtown's further decline, creating a barrier between the residential area and the central business district.
Deteriorating Waterfront |
Downtown reached its lowest point in the early 1970's when, under a federal urban renewal program, all but three buildings along the Trent River on the 14-acre tract between East Front and Hancock Streets were demolished. A concrete bulkhead was constructed and the land filled in hopes of attracting new development. Although an Economic Development Commission was formed, the 14-acre parcel remained vacant throughout the decade.
Middle Street |
In the late 1970's, local government officials and community leaders worked together to reverse the decline. A Central Business District Plan was completed. The Plan recognized the key role the City’s historic assets, the downtown waterfront and expansion of the tourism industry could play in the revitalization of the downtown and redevelopment of its waterfront. The plan recommended bringing a new market into the downtown area to support remaining businesses and strengthen the deteriorating tax base. The combination of resources could justify the efforts necessary to attract a market of recreation, tourism, and retirement-oriented housing to the area so the downtown would once again become a thriving center of civic activity..
The Plan recommended creating a locally funded, private nonprofit organization to spearhead and coordinate revitalization efforts--thus the establishment of Swiss Bear in 1979. The agency’s name is derived from the hometown of the City’s founders, Bern, Switzerland (Bern means Bear in German). The objective of this public/private approach was to tap the energy and motivational resources of the business community, coordinate and fund some of the private enterprise efforts and work closely with the City and County governments.
A National Register and local historic district was created to encompass the central business district and surrounding residential area. In 1980 New Bern was selected to participate in the NC Main Street Program, developed by the National Trust for Historic Preservation to encourage economic development.
Thirty four years later, downtown New Bern’s recognition as a Main Street success story is due to many factors. Development of long range plans with achievable goals, involvement of local government officials and community leaders and the commitment of the Swiss Bear organization that helped create an environment that promotes tourism, attracts retirees and other residents has intensified the sense of pride and community spirit in New Bern.
Future columns relate challenges and opportunities Swiss Bear and the community met to revive and preserve our historic downtown. For more information go to: www.downtownnewbern.com
Feb. 3, 2013
Susan Moffat Thomas
Executive Director
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