 | 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). Back to Community Index |
