Bøger udgivet af LIB OF AMER LANDSCAPE HISTORY

This is a groundbreaking study of the design and history of Olmsted's most mature expression of urban park design, which after WWI fell into drastic decline. Historians fault the design as obsolete, a casualty of changing trends in public recreation. Carr disagrees, offering a persuasive argument that the decline was a consequence of the city's lack of stewardship, an example of institutionalized racism. Hilderbrand's afterword describes the current Action Plan, a comprehensive community-based initiative to galvanize revitalization.

A different narrative of the founding of the national park system. For far too long, all the credit for the national parks has been vested with either mythic "rugged Western pioneers" or a "visionary" like John Muir or Theodore Roosevelt. It is time to revisit Olmsted's Yosemite Report and its enduring vision of popular government using its resources to improve people's lives as an important element to those who fought for a new birth of American freedom. Rolf Diamant and Ethan Carr demonstrate how anti-slavery activism, war, and the remaking of the federal government gave rise to the American public park and concept of national parks. The authors closely examine Frederick Law Olmsted's 1865 Yosemite Report--the key document that expresses the aspirational vision of making great public parks keystone institutions of a renewed liberal democracy. Both Central Park in New York and Yosemite Valley in California became public parks during the tumultuous years before and during the Civil War" --

Before becoming a landscape architect, Frederick Law Olmsted (1822-1903) visited southern England and Wales during a month-long walking tour, recording his impressions in this richly detailed volume. Charles C. McLaughlin's introduction clarifies the links between Olmsted's developing Picturesque aesthetic, social conscience, and reformer's passion for change, and persuasively argues that Olmsted came to adapt many of the features of the cultivated English countryside in designed landscapes such as New York's Central Park.

By 1988 the New York Botanical Garden was in serious trouble--endowments depleted, fundraising inadequate. The grounds were seedy, historic buildings decrepit. The mission of the once-respected institution had been forgotten by all but a few. Enter Gregory Long, a new CEO recruited with a mandate to rescue it. With twenty years' experience at four major New York cultural institutions, and extraordinary energy and imagination, he set about turning things around. This is the story of how he did it.