Thesis (Ph. D.)--Florida State University, 2006. / Advisor: Neil Jumonville, Florida State University, College of Arts and Sciences, Dept. of History. Title and description from dissertation home page (viewed June 14, 2006). Document formatted into pages; contains vii, 273 pages. Includes bibliographical references.

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Thesis (M.Arch.)--Massachusetts Institute of Technology, Dept. of Architecture, 1980. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH. / Bibliography: p. 87-88. / by Kimberly Ann Weller. / M.Arch.

Typescript (Photocopy) Bibliography: leaves 200-206.

Thesis (D. Min.)--Dallas Theological Seminary, 2008. / Includes abstract. Includes bibliographical references (leaves 359-363).

Thesis (D.Min.)--Dallas Theological Seminary, 2008. / Includes abstract. Description based on print version record. Includes bibliographical references (leaves 359-363).

Thesis (D. Min.)--Dallas Theological Seminary, 2008. / Includes abstract. Includes bibliographical references (leaves 359-363).

This dissertation explores the nearly fifty-year history of the Bedford-Stuyvesant Restoration Corporation (BSRC), the nation's first federally funded community development corporation (CDC). The BSRC's creation stemmed from the bottom-up initiatives of African American women in the Central Brooklyn Coordinating Council (CBCC), a federation of more than one hundred community groups aided by city planners at Pratt Institute. Their seminal efforts at rehabilitating Bedford-Stuyvesant marked a transition in the Civil Rights-Black Power Movement's confrontation of discriminatory practices, municipal neglect, and the pathologies of poverty and urban decay. These efforts attracted the attention and commitment of Senators Robert F. Kennedy and Jacob K. Javits, who recruited business and philanthropic leaders to the cause and secured the initial funding to launch Restoration in December 1966. Together these partners in renewal forged a public-private partnership at a time when black and white Americans were moving farther apart. Together they articulated a new definition of community in which the combination of mutual responsibility and the strength of the American business system provided the means to turn poor neighborhoods into engines of renewal. They created an intermediary level of American governance that was more responsive to the needs of local people and placed new resources at the disposal of community leaders. The BSRC was the innovative product of a "creative federalism" that coordinated the power of the federal government, philanthropies, labor unions, universities, and the private enterprise system. This comprehensive organizational history investigates the full spectrum of the BSRC's comprehensive physical, economic, social, and cultural redevelopment agenda. Building on the concept that the 'process is the product' Restoration's successes and failures demonstrate how capacity was built in one of the nation's most challenged communities. After a decade of impressive accomplishments, Restoration was forced to retreat and reevaluate its mission as successive conservative presidential administrations withdrew the federal support that once largely sustained the corporation. The 1980s served as a crucible in which Restoration reinvented itself in order to survive. The new structure underscored the importance of communal ties, profitable sustainability, and nimble leadership that could move from "the streets to the suites." As it emerged from the challenges of the 1980s, Restoration was no longer the movement's North Star, but rather another point of light in a competitive constellation of more than 4,500 CDCs. In 2014, Restoration continues to balance the weight of its historic mission to provide comprehensive community development in a neighborhood that is undergoing rapid change. While poverty remains a fact of life for many of the area's minority residents, gentrification brings new challenges and opportunities to create a collaborative community that steps beyond the boundaries of race and class to build a better Bedford-Stuyvesant. / History

This thesis examines the history of the Manchester Art Museum (Manchester, England), which was founded by Thomas Coglan Horsfall (1841-1932) in 1886. It considers the museum’s permanent collections and its programming from 1886 to 1898 with brief notes on the later years of the institution. While, like previous work on the Manchester Art Museum, the thesis contextualizes the museum within Victorian arts and community institutions, it breaks new ground by highlighting the ways in which it diverged from these institutions. The analysis of the museum’s collections and programming emphasizes the contributions that Horsfall and the Art Museum Committee made to museum education through the museum’s circulating loan collections and school tours.

John Augustus Roebling, a classically educated civil engineer and young Hegelian, immigrated to America in 1831 in search of freedom from a repressive political system that afforded him no opportunity for advancement. Arriving in the midst of the American market revolution, his dream of establishing an agrarian farming colony changed in response to societal transformations resulting from mechanization and the rise of industry. Within forty years, Roebling achieved fame as a canal engineer and bridge designer while establishing the American wire rope industry. Without Roebling's innovation in wire-rope, modern suspension bridges, high-rise elevators, construction cranes, and cable cars would not have been possible. Yet historians have virtually ignored Roebling and other civil engineers, entrepreneurs, and inventors who built America's infrastructure. Known primarily, if at all, as the designer of the Brooklyn Bridge, Roebling is an enlightening study of Old World education and training used in the New World.