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The history and future of the unique partnership between the City of Columbia and the University of South Carolina State universities are more than just places of higher learning, more indeed than just campuses or buildings, and more than just students scurrying from class to class. They are a symbol of the future of the nation and a statement about the commitment the sponsoring state has made to its people. In turn each city or town that hosts, develops, and nurtures these institutions recognizes that it holds within the community one of the more precious jewels in a state's crown. So it is with the city of Columbia and the University of South Carolina. Richard F. Galehouse has been involved in the university's master planning work for more than twenty-five years, making him more than qualified to take a lapidary look not only at the present and unfolding plans for the university, but also at the historic path that has brought it to its current luster. Encompassing its earliest days as Columbia College in 1801 (almost two decades before Thomas Jefferson's University of Virginia); the devastating effects of the Civil War; the "crisis years" between 1861 and 1915, when the institution was closed twice and reorganized five times; and some bungled urban planning in the 1950s and 60s, Galehouse's candid examination details the growth of the university and speaks hopefully about its present and its future. The city of Columbia and the University of South Carolina are unique in how they were designed to grow together, yet cosmopolitan in how they grapple collectively with the challenges and difficulties of combining the city's needs with the university's to create a symbiotic but nevertheless holistic community. The plan for this meeting of minds and needs is the meat of this narrative. The original and iconic "Horseshoe grid" of the city is echoed in the "Innovista" master plan outlined here, which will create in the city a shining setting for the university, one of its own most highly prized treasures. A foreword is provided by Patrick L. Phillips, global chief executive officer of the Urban Land Institute (2009–2018) and an instructor at the Harvard Graduate School of Design Executive Education Program and at the Carey Business School at Johns Hopkins University.
In this book, a team of scholars from five universities shows how new experiments in growth management can reinvigorate land use planning and help local governments find new solutions to the problems caused by growth and change. Drawing on evidence from five states and scores of cities and counties, the authors show why the benefits of growth are not automatic. Much depends on how well states craft growth management legislation, how amply programs are funded, and how dedicated state officials are to working with localities. By building on these findings, they conclude, states and localities can improve their chances for coping successfully with land use change.
Reports for 1980-19 also include the Annual report of the National Council on the Arts.