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Topics:
Community
Empowering
the Vision
Citywide Strategic Planning
Rock Hill,
South Carolina used a citywide approach, called Empowering the
Vision (ETV), to produce a 10-year plan that will significantly
transform the city's image as a "southern urban village
on the leading edge of Charlotte, North Carolina." Case
study plus.
Craig
M. Wheeland
Reprinted
with permission from the National Civic Review, Fall 1991, pp.
393-405. Copyright © 1991 by the National Civic Review.
The history of municipal government reform includes numerous
examples of the application of business models and methods to
municipal government design and management. Strategic planning
is one of the newest management techniques borrowed from the
private sector.[1] Strategic
planning is "a disciplined effort to produce fundamental decisions
and actions that shape and guide what an organization (or other
entity) is, what it does, and why it does it."[2]
The selective focus on the future is the core idea in strategic
planning. Municipal officials are encouraged to use strategic
planning as a tool to manage the change and complexity present
in their environmental contexts.[3]
Even skeptics, who think it may be a passing fad, recommend
using strategic planning at least while it is popular, so planners
can play a leading role in their communities.[4]
Over the
past 10 years, numerous cities have followed these recommendations,
including Denver, Dallas, San Antonio, Birmingham, Cleveland,
San Francisco and Memphis. In general, Poister and Streib report
that 60 percent of cities with populations over 25,000 use some
form of strategic planning.[5]
Most of these cities use strategic planning to guide one of
their departments. Only about 25 percent of these cities use
it on a citywide basis, which according to Poister and Streib,
indicates strategic planning "may be seen as more useful for
major organizational units with a unified sense of mission than
for a highly diversified and fragmented municipal jurisdiction
as a whole."[6]
Rock Hill,
South Carolina, a city with an estimated 1990 population of
47,000, is one of those few cities that has used a citywide
(or community-wide) strategic planning process. The purpose
of this research is to describe Rock Hill's award-winning effort,
which they named "Empowering the Vision" (ETV). Rock Hill won
two major awards for the ETV process: the 1989 Planning Award
from the South Carolina Association for Ameri-can Planners and
the 1990 South Carolina Municipal Association Achievement Award
for cities with a population over 25,000. The successful use
of citywide strategic planning by Rock Hill can encourage other
medium-size communities to take the risks and invest the resources
needed to use this new tool.
Research
Methods
Data were
gathered using interviews, questionnaires, news articles, and
municipal documents. Twenty-four people were interviewed, including
12 of 14 members of the steering committee, the project coordinator,
the city council members, both assistant city managers, and
three civic leaders. Questionnaires were sent to the 19 staff
members and 124 citizens who were invited to work on the theme
groups. Sixty-two of 143 questionnaires were returned for a
participation rate of 41 percent. Over 200 news articles and
editorials carried in Rock Hill's two daily newspapers, The
Herald and The York Observer (part of the Charlotte
Observer), were read. Also, numerous municipal documents were
examined, including the theme group handbook, the five newsletters
published during the planning process, the minutes of theme
group meetings, the comment log posted during the public review
period, the two-dozen letters and cards sent to the city by
citizens, and numerous other memos, press releases, speeches,
and documents.
"Empowering
the Vision"
Approaches
to strategic planning vary. Bryson suggests there are at least
nine distinct approaches that have been used by corporate planners
in the private sector.[7]
There are several models offered for use in the public sector
as well.[8] Eadie believes
the variety of approaches to strategic planning in both the
private and public sectors is to be expected. He argues:
.
. . [the] successful application [of strategic planning] is
a matter of careful tailoring to the unique circumstances of
a particular public organization. While there are themes, to
be sure, tying all public sector organizations together, the
variations are often crucial to success in planning design.
A boilerplate approach, in short, is likely to prove inadequate,
if not fatal, and the organization that knows itself well and
adapts its planning approaches accordingly is far more likely
to experience success in planning.[9]
ETV incorporated
the basic steps of strategic planning, but also introduced features
unique to Rock Hill. City Manager Lanford and his planning staff
developed the structure of ETV, which consisted of nine main components:
the initial agreement, the steering committee, the theme groups,
the ETV staff, special events, "charettes," models, the general
public, and the timetable.
The
Initial Agreement
In contrast
to the public planners' perspectives presented by Kaufman and
Jacobs, which suggested that strategic planning was not needed
in a city with a strong planning capacity, the Rock Hill planning
staff and City Manager Lanford were strong advocates of the
tool.[10] Lanford, who was
appointed city manager in 1979, is perhaps the main reason why
the city has maintained a strong planning capability. He has
a bachelor's degree in city planning and a master's degree in
public administration. Lanford began his career working as a
planner and had over 15 years of planning experience before
becoming city manager. During his 10-year tenure as city manager
in Rock Hill, he has developed a strong planning staff to support
his belief that planning can make a vital contribution to city
policy making.
It is
not surprising in light of this planning tradition, that Rock
Hill decided to develop six focal point plans in 1982 as a way
to respond to the changes occurring in key areas around the
city.[11] By 1987 four focal
point plans had been completed: the York Tech area, the Herlong/Ebenezer
Road area, the Cherry Park area, and the Crawford Road area.
The two remaining focal point areas to be studied were the downtown
area and the Winthrop College area.
Rather
than completing these two studies, city officials, particularly
Lanford and Mayor Betty Jo Rhea, began to talk with other community
leaders, especially Dr. Martha Kime Piper, president of Winthrop
College, about the possibility of joining together to develop
plans for the city. These plans would include not only a concern
for the downtown and Winthrop College areas, but also would
address the more fundamental question concerning Rock Hill's
identity as a suburban city in the Charlotte, North Carolina
metro area. Since several other key community institutions were
in the initial stages of developing long-range plans in 1987,
including the chamber of commerce, Winthrop College, York County,
and Rock Hill School District No. 3, the opportunity existed
to get these various institutions to combine their planning
processes.
After
a series of informal meetings in the Fall of 1987, as well as
an opportunity to discuss the topic at a retreat sponsored by
the Rock Hill Chamber of Commerce in Asheville, North Carolina,
the city formed the coalition of private, public and nonprofit
organizations that would help develop a strategic plan for the
city. Lanford is credited by most observers for having the foresight
to expand the focal point plans to include a strategic theme,
and for securing the involvement of the seven sponsoring institutions.
The
Steering Committee
The steering
committee consisted of two representatives from each of the
seven sponsoring organizations. City Manager Lanford and Mayor
Rhea represented the city. It formally began meeting in January
of 1988. The steering committee's primary responsibilities included:
1) monitoring the work of the various theme groups, 2) preparing
a final report, 3) securing the endorsement of each sponsoring
institution, 4) coordinating the implementation of the plan,
and 5) revising the plan as the need arose in the future.[12]
The steering committee endorsed the following mission statement
supporting ETV:
To prepare
a physical development plan for central Rock Hill and a strategic
plan for the entire community that will capitalize on the
strengths of Rock Hill and result in quality growth that will
provide our citizens with opportunities to improve their quality
of life.[13]
Six theme
groups were created: Business City, Educational City, Cultural
City, Garden City, Historic City, and Functional City. The themes
were based on the city staff's research on major trends, issues,
problems, and opportunities influencing Rock Hill. The six theme
groups were designed to serve as the mechanism for producing a
plan. Under the guidance of two co-chairs appointed by the steering
committee, the members of each group were supposed to study their
area, identify issues, and develop a plan to "take advantage of
[Rock Hill's] assets and overcome its liabilities thereby assuring
quality development."[14]
The members were not supposed to be concerned about the feasibility
of the "dreams." The potential cost of the possible projects was
not supposed to prevent the theme groups from discussing or proposing
them.[15] In fact the city
staff did not develop cost estimates of the proposals until after
the two year process had been completed.
About 124
citizens were invited to serve on these groups, and anyone interested
in serving also was permitted to participate. The initial list
of invitees was prepared through an informal, "brainstorming"
process involving Mayor Rhea, City Manager Lanford, members of
the steering committee, and other members of the city government.
The general goal was to attract a representative group of civic
leaders, especially regarding race and gender, who shared an interest
in making Rock Hill a better place to live, and who had particular
expertise in one of the six theme areas. Once the groups were
formed, the membership was encouraged to invite other citizens
to join them. The overriding concern shaping the selection process
was to find people who were civic-minded. People perceived to
be too narrow in perspective, too critical, or lacking in a commitment
to Rock Hill were not invited, but no one was formally excluded
if he or she wanted to participate.
The
Empowering The Vision Staff
Four types
of staff positions were created to assist the theme groups: the
technical advisory staff, the graphics staff, the communication
staff, and the project coordinator. Each theme group was assigned
a technical advisor, a graphics staff member, and a communication
staff member. The city provided 15 of the 20 staff positions,
although initially one of the technical advisors was from the
Catawba Regional Planning Council and one of the graphics staff
was from Winthrop College. The latter two people gave up their
staff positions, because those positions demanded too much of
their time. Clearly the city was the primary sponsor of ETV.
The technical
advisory staff consisted of planners working for the city directly
or working for the Rock Hill Economic Development Corporation,
a nonprofit organization primarily staffed by the city. Their
main tasks were to 1) prepare agendas for meetings, 2) provide
supporting research on the city's strengths and weaknesses, 3)
provide information on various alternatives, 4) arrange for site
visits and guest speakers, and 5) follow-up on work needed from
the graphics staff.
The graphics
staff consisted of three city employees and three interns specifically
hired by the city to work on ETV. The graphics staff members each
were assigned to two theme groups. Their main responsibilities
were to help 1) the theme groups visualize ideas, and also 2)
generate ideas for solving the problems raised by the theme group
members.
The communication
staff were responsible for 1) maintaining the minutes of the theme
group meetings, 2) mailing the minutes and other information to
the theme group members, and 3) keeping the project coordinator
informed about the theme group's activities and progress. The
communication staff consisted of two city employees and one person
each from Winthrop College, York County, Rock Hill School District
No. 3, and the chamber of commerce.
The project
coordinator was the one person responsible for the entire process.
The project coordinator was a city employee who initially was
supposed to devote only part of her work day to ETV, but the job
quickly became a full-time responsibility. The project coordinator
1 ) prepared a newsletter to keep all theme group members informed
about their respective progress, 2) attended theme group meetings,
3) filled-in for technical staff, 4) prepared the budget for ETV,
5) organized special events, 6) supervised and assisted city staff
involved with ETV in general and 7) resolved any problems associated
with the mechanics of the planning process.
Special
Events
Numerous
special events were scheduled during the two-year process, such
as workshops, lectures by consultants, tours, receptions, a retreat,
and a conference. Several of the most significant special events
are described below.
- The "kick-off"
event was scheduled for March 28 and 29,1988. Neal Peirce, a
nationally known public affairs columnist, was hired to speak
about other communities' planning experiences, and to comment
on Rock Hill's approach. Workshops were held during the "kick-off"
event in order to prepare the theme group members for their
work.[16]
- Numerous
consultants were hired to speak to the various theme groups.
Dr. Michael Gallis, a professor of architecture at UNC-Charlotte,
presented research on the nature of Rock Hill's position in
the Charlotte metro area at the "kick-off" event, and later
spoke about historic preservation and the importance of public
art at theme group meetings.[17]
David Schneider, a historic preservation consultant based in
Charleston, South Carolina, spoke before the Historic City theme
group about research his firm had recently completed on the
historic structures in Rock Hill.[18]
Dianne Abbey Lewis, director of Charleston's Office of Cultural
Affairs, spoke to the Cultural City theme group about Charleston's
experiences using the arts to promote community development.[19]
Charles Fink, a consultant on the development of greenways,
spoke to the Garden City theme group about the creation of parks
and walking, jogging and bicycling trails as means of preserving
open space and enhancing recreation opportunities in the city.[20]
Robert Long, a theater-design consultant based in New York,
discussed the size of theater a community like Rock Hill could
support with the Cultural City theme group.[21]
Michael Verruto, a Charlotte-based consultant who works with
Michael Gallis, discussed business trends in the Charlotte metro
area with the Business City theme group.[22]
In addition to these "outside" consultants,
several professionals from Rock Hill made formal presentations
to various theme groups. Representatives of Winthrop College,
York Tech, Clinton College, and Rock Hill School District
No. 3 spoke to the Education City theme group about their
institutions.[23] Duane
Christopher, a landscape architect, presented a plan he had
developed for the downtown area to the Garden City theme group.[24]
Dr. Bennett Lentczner, Dean of the School of Visual and Performing
Arts at Winthrop College, discussed the need for a partnership
between Winthrop and the city in order to create a hospitable
environment for artists in the community with the members
of the Cultural City theme group.[25]
- Several
tours or site visits were used by the theme groups. The Garden
City theme group traveled to Charlotte to tour the McAlpine
Greenway.[26] The Historic
City theme group arranged a tour of Salisbury, North Carolina's
historic district.[27] The
Functional City theme group toured the central Rock Hill area
in order to assess roads, intersections, land-use patters, and
utility wiring.[28] The
Cultural City theme group toured Rock Hill by bus in order to
have City Manager Lanford describe the possible changes in the
city's appearance that could be made with the use of public
art.[29]
- Opportunities
to celebrate and be entertained were also part of ETV. For example,
after Neal Peirce's evening presentation on March 28, the chamber
of commerce sponsored a reception. Also during the day-long
series of workshops on March 29, a luncheon for all the participants
was scheduled.
- The members
of the governing bodies of the seven sponsoring institutions
and the co-chairpersons of each theme group were invited to
attend a retreat in May 1989 in Myrtle Beach,South Carolina.[30]
The purpose of the retreat was to explain the details of the
plan produced by the theme groups, consultants and staff to
the leaders of these seven key institutions. Their institutional
endorsement was needed in order to facilitate the implementation
of the 10-year plan. Part of the design of EIV included having
the seven sponsoring institutions pass a resolution officially
endorsing the plan and promising to do their share to make it
a reality. The retreat format was used so the leaders could
focus their attention on the ETV plan without having to consider
their normal responsibilities back in Rock Hill.
- On September
26, 1989 the City of Rock Hill presented its planning process
and the plan itself at a regional conference on creating a common
vision for the Charlotte metro area.[31]
Although Rock Hill civic leaders do see the other "ring" cities
in the metropolitan area as rivals for both residents and businesses,
they decided that the better these cities are planned,the more
attractive the entire region would be as a place in which to
live and locate new businesses.
"Charettes"
City Manager
Lanford believes that creative solutions to problems often are
found when people are brought together at a single location to
work intensely for a short period of time. The chance to concentrate
on the task and not be distracted by the routines of everyday
work and living is often the catalyst people need to develop new
ideas. He uses the French term, charette, which literally means
"small hand-cart," to describe this intense approach he wanted
the theme groups and staff to use. The explanation presented to
the theme group participants in their handbook is as follows:
The
term "charette" comes from the Ecole des Arts in Paris, where
art and architecture students used small handcarts (charettes)
to rush their work to their assigned critics. Often the students
would be drawing away while the carts were moving, giving the
word the meaning of a last-minute burst of activity to meet the
dead-line—a usage common in architects' offices. In turn, architects
like to use the term to describe what they are doing: going to
a place to look at a specific problem and offering a solution
in a very short period of time.[32]
These intense
work sessions and all other meetings of the theme groups were
to occur at a central location. The facility ideally would be
large enough to allow all six theme groups to meet, perhaps simultaneously,
and leave all of their work setup at their respective work stations.
While some communities may have had difficulty finding such a
facility, especially one that was free, Rock Hill was able to
secure one with relative ease.
Through
Mayor Rhea's initiative,the city was able to contact the Belk
Brothers Corporation of Charlotte, a major retail department store
chain, in order to obtain use of the company's empty store in
the TownCenter Mall. The company agreed to donate the store to
the city. In addition, furniture and equipment were donated by
Winthrop College, York Tech, the chamber of commerce, and Springs
Industry.[33]
The significance
of using the Belk Building was not lost on the sponsors of ETV.
In 1977 Rock Hill became one of the hundreds of cities around
the nation attempting to save their downtown retail centers by
covering part of main street in order to create a mall.[34]
While successful at first, by the mid-1980s the TownCenter Mall
began losing stores, such as the Belks' Budget Fair Store. The
Mall had become part of the problem in the downtown area, and
the debate over what to do about the mall divided the community.
By using the Belk building as the main work site in the planning
process, the city not only could use the charette approach, but
also build on the symbolic quality of the particular location.
The fact that citizens from all parts of the city would be coming
regularly to the downtown area, especially to the troubled TownCenter
Mall, would help motivate people to recognize the need to create
a vision for a new Rock Hill that would inspire and guide the
redevelopment of the central core of the city.
In the handbook
provided to each theme group member, the linkage of the charette
approach and the Belk building is clearly stated:
This is what each theme group will be doing over the course of
the planning year. Instead of using hand-carts, the downtown Belk's
building has been selected as a central location for all theme
groups to meet and work on their plan/solution. This will allow
the theme groups to visually display their work. The facility
will be open to the public in order to inform the community of
each theme group's progress and to provide the citizens with an
opportunity to make comments.[35]
Models
Developing
visual representations of the plans was a key task performed by
the city graphics staff and by consultants, especially the Morgan-Adams
Group of Charlotte. Charts, physical models, and computer-generated
pictures were created in order to help the theme group members,
community leaders, and the general public obtain a clear view
and deeper appreciation of the vision of a new Rock Hill.
Charts listing
the goal areas and the specific recommendations of each theme
group were displayed at their respective work stations. The recommendations
were listed by the year in which they were to be implemented.
In order to reinforce the idea that the plan was a "living" plan
that could be adjusted to meet the realities present in any one
of the 10 years leading up to the year 2000, the recommendations
were printed on removable tags. The theme groups could move one
project from 1992 to 1994 if they thought the earlier date was
not appropriate.
After the
co-chairs of each theme group had reported their recommendations
to the steering committee in October of 1988, physical models
of the downtown area and of the Gateway Project [36]
on Dave Lyle Boulevard were constructed. The scale models were
first presented at the Myrtle Beach retreat to members of the
governing boards of the seven sponsoring institutions and other
people attending the event. The models were brought back to Rock
Hill and placed in the Belk Building for review by the theme group
members, downtown merchants and the general public.
In March
1990, the Morgan-Adams Group produced computer-generated images
to illustrate how the plans in ETV would alter Rock Hill.[37]
Color photographs of various parts of the downtown area were scanned
and digitalized by computer. The photographs were altered in order
to reflect the possible changes that would occur if the plans
were implemented.
The
General Public
The general
public was invited to participate in the process in three basic
ways. First, numerous calls for more citizen involvement in the
process, especially as a theme group member, were issued by city
officials, steering committee members, city staff, and the editors
of the two newspapers in Rock Hill. The "door was always open"
to any citizen who wanted to contribute. Second, in August of
1988, while the theme groups were meeting, two-page "idea forms"
were placed at several locations around the city. The public was
invited to comment on how the city could 1) improve the cultural
environment, the education system, the infrastructure, the green
spaces, and the city's image in the metropolitan area; 2) promote
economic development; and 3) preserve the city's history.[38]
Third, the general public was invited to tour the Belk Building
from July through September of 1989 in order to see the models
and review the details of the final plan. Those citizens who wanted
to comment could write their views in a log placed at the Belk
Building. Over 700 citizens toured the Belk Building.
The
Timetable
ETV began
officially in January of 1988. The steering committee completed
its preliminary work by March of 1988. The kick-off event was
held over March 28-29, 1988. The theme groups began meeting in
April and worked until October—seven months—to complete
their plans. In October the co-chairs of each theme group presented
their recommendations to the steering committee. From November
1988 to May 1989, the city staff and consultants worked on the
various plans. Their job was to produce a single, coherent plan
using the ideas offered by the theme groups. The plan was first
revealed at the Myrtle Beach retreat on May 12, 1989. On July
5th, the theme group participants were invited to see the models
and the plan displayed at the Belk building. The downtown merchants
and property owners were invited to see the plan on July 6th.
Between July 12th and September 30th, the Belk building was opened
to the general public. After September 30, 1989, the Belk building
opened only for individuals or groups requesting a tour. The seven
sponsoring institutions passed resolutions endorsing the plan
between May and July of 1989. On September 26, 1989 the city presented
its planning process and final plan at the regional conference
in Charlotte. The implementation of the plan began officially
in January of 1990.
The city
intends to maintain a flexible schedule for implementing the plan
and remain open to needed changes in the details of the plan.
In fact, changes to the plan had already occurred during 1990.
The flexible approach is based on the idea that ETV is a "living
plan." City Manager Lanford, Mayor Rhea and other officials believe
the key to success is to keep in mind the vision—the definition
of the city's identity—while adjustments are made in the details
of the plan over time.
In addition,
the steering committee and theme groups will meet periodically
during the 10-year process in order to see how much has been accomplished,
how much remains to be done, and what needs to be changed. This
design has creatively altered the nature of the policy making
process in Rock Hill by institutionalizing a strategic planning
technique that includes a large number of the city's most influential
citizens. Any discussion of city policy in the future invariably
will involve a number of citizens who are aware of the city's
plan and who will want to discuss the proposals in light of the
plan.
Conclusion
Rock Hill's
ETV is an innovative application of the strategic planning technique.
This description of the process reveals the unique character of
Rock Hill's effort. The use of multiple sponsors, planning staff,
theme groups, workshops, consultants, site visits, a central location,
charettes, models, and the idea of a "living'' plan are all valuable
features that could be used with success in other communities.
This process produced a plan that will change Rock Hill in significant
ways. The content of the plan, with its emphasis on public art,
historic preservation, gardens, greenways, cultural events, and
downtown office development, is an inspiring effort to transform
the city's 1970s/early 1980s identity as a "southern urban village
on the leading edge of Charlotte." While each city must adapt
any model to their own particular circumstances, Rock Hill's success
makes ETV an excellent starting point for cities considering a
citywide approach.
Notes
[1]
Donna L. Sorkin, Nancy B. Ferris, and James Hudak, Strategies
for Cities and Counties: Strategic Planning Guide (Washington,
DC: Public Technology, Inc., 1984); Jerome L. Kaufman and Harvey
M. Jacobs, "A Public Planning Perspective on Strategic Planning,"
Journal of the American Planning Association 53, Winter 1987,
pp. 23-33.
[2]
James M. Bryson, Strategic Planning for the Public and Nonprofit
Organizations (San Francisco: Jossey-Bass Publishers, 1989), p.5.
[3]
Douglas C. Eadie, "Putting a Powerful Tool to Practical Use: The
Application of Strategic Planning in the Public Sector," Public
Administration Review, 43, September/October 1983, pp. 447-452;
Robert W. Rider, "Making Strategic Planning Work in Local Government,"
Long Range Planning, 16, June 1983, pp. 73-81; Robert B. Denhardt,
"Strategic Planning in State and Local Government," State and
Local Government Review, Winter 1985, pp.174-179; Ronald L. Thomas,
Mary C. Means, and Margaret Grieve, Taking Charge: How Communities
are Planning Their Futures (Washington, DC: International City
Management Association, 1988); Sorkin, Ferris, and Hudak, Strategies
for Cities; Bryson, Strategic Planning.
[4]
Kaufman and Jacobs, "Public Planning...," p. 31.
[5]
Theodore H. Poister and Gregory Streib, "Management Tools in Municipal
Government: Trends over the Past Decade," Public Administration
Review, 49, May/June 1989, p. 244.
[6]
Poister and Streib, p. 244.
[7]
Bryson, Strategic Planning. . ., p. 22.
[8]
See, for example, Sorkin, Ferris, and Hudak, Strategies for Cities,
p. 3; Bryson, Strategic Planning, p. 48.
[9]
Eadie, "Putting a Powerful Tool...," p. 247.
[10]
Kaufman and Jacobs, "Public Planning. . .," p. 29.
[11]
City of Rock Hill, Theme Group Handbook, 1987.
[12]
City of Rock Hill, 1987.
[13]
City of Rock Hill, 1987, p. 2.
[14]
City of Rock Hill, 1987, p. 4.
[15]
Chris Handal, "Vision Farsighted, Officials Say," The Herald,
27 August 1988, 1(A) and 8(A).
[16]
Chris Handal, "Mayor Says All Citizens can have say in Rock Hill's
Future," The Herald, 8 March 1988, 1(A) and 10(A).
[17]
Matthew Daly, "Preservation Key to Revitalization, Rock Hill Told,"
Charlotte Observer, 13 May 1988, 1(A).
[18]
Chris Handal, "Older City Structures Surveyed," The Herald, 3
April 1988,1(A) and 8(A).
[19]
Chris Handal, "To Work Magic, Take the Risk, Cultural Director
tells group," The Herald, 27 July 1988, 1(A).
[20]
Chris Handal, "Architect to Speak of Plan for Paths Linking City's
Parks," The Herald, 2 August 1988, 1(A).
[21]
Chris Handal, ""Theater Consultant to Speak," The Herald, 10 August
1988,1(A).
[22]
Chris Handal, "Offices Key to Downtown: Consultant," The Herald,
24 Au-gust 1988, 1(A).
[23]
City of Rock Hill, Educational City Theme Group Final Report,
1988.
[24]
Chris Handal, "Architect Unveils Downtown Plans," The Herald,
26 Au-gust 1988, 1(A) and 8(A).
[25]
Chris Handal, "Winthrop, Rock Hill can set example for nation:
Dean," The Her-ald, 19 July 1988, 1(A).
[26]
Matthew Daly, "Rock Hill Studie8 Greenway," The York Observer,
20 July 1988, 1(Y).
[27]
City of Rock Hill, Newsletter No. 3,1988.
[28]
City of Rock Hill, Newsletter No. 2,1988.
[29]
City of Rock Hill, Newsletter No. 3,1988.
[30]
Chris Handal, "Empowering the Vision leaders get ready for action,"
The Herald, 7 May 1989, 1(A).
[31]
Kim Gazella, "Rock Hill Shares 'Vision,"' The York Observer, 27
September 1989, 1(Y).
[32]
City of Rock Hill, Theme Group Handbook, l987, p.5.
[33]
Chris Handal, "Vision Farsighted. . .," 8(A).
[34]
Matthew Daly, "A Place for the 1990s' Plan Would Renew Downtown
Rock Hill," The Charlotte Observer, 13 December 1987,1(D) and
2(D).
[35]
City of Rock Hill, Theme Group Handbook, 1987, p. 5.
[36]
The Gateway Project is the main product of Rock Hill's public
art program. It features two historic columns from the Masonic
Temple in Charlotte, four sculptures by New York artist Audrey
Flack, and extensive landscaping.
[37]
Chris Handal, "Snapshots of the Future," The Herald, 23 March
1990, 1(A) and 8(A).
[38]
Chris Handal, "Resident's Ideas on City Plan Sought," The Herald,
3 September 1988, 1(A).
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