James Wilson Rouse (April 26, 1914 - April 9, 1996) was a pioneering American real estate developer, civic activist, and later, free enterprise-based  philanthropist.

He was born in Easton, Maryland. He attended college and law school during the Great Depression; after graduating in 1937 he worked for the Federal Housing Administration and in 1939 he was a partner at a mortgage banking firm called the "Moss-Rouse Company", which would eventually become the Rouse Company.

After World War II he became involved in Baltimore, Maryland's efforts to rehabilitate its slums. This led to his participation in Dwight D. Eisenhower's  National Housing Task Force starting in 1953. He introduced (or at least helped  popularize) the term "urban renewal" to describe the series of recommendations  made by that task force.

In 1958, Rouse built Harundale Mall in Glen Burnie, Maryland, the first enclosed shopping center east of the Mississippi River. His company coined the term "mall" to describe the development, which was an alternative to the more typical strip malls usually built in the suburbs. Although in retrospect, many attribute the rise of the shopping mall as a major contributor to the decline of the city downtown core, Rouse's focus at the time was on the introduction of malls as a form of town center for the suburbs.

In the 1960s Rouse turned his focus on planned communities. The first was the Village of Cross Keys. On June 16, 1961, Rouse bought 68 acres inside the city of Baltimore from the Baltimore Country Club—at $25,000 an acre. Rouse excitedly proclaimed that the new development will be the largest, and potentially most important development in the history of Baltimore. According to Paul Marx in Jim Rouse: Capitalist/Idealist, Rouse hoped he could bring to the residential field some of the fresh thinking, good taste and high standards which we believe have marked our shopping center developments.

Familiar with bad housing in Baltimore and Washington, Rouse now had an opportunity to demonstrate what housing within a city's borders could be like. There is a real need for residential development, he said, in which there is a strong sense of community; a need to feed into the city some of the atmosphere and pace of the small town and village; a need to create a community which can meet as many as possible of the needs of the people who live there; which can bring these people into natural contact with one another; which can produce out of these relationships a spirit and feeling of neighborliness and a rich sense of belonging to a community. In a city that practiced strict racial segregation, Rouse intended Cross Keys to be open to all African Americans who could afford to live there. Rouse's first planned community was a careful mixture of townhouses, garden apartments, a mid-rise apartment house, stores in the village square, and an office complex. By 1970, the Village of Cross Keys had become among the most desirable places to live in the Baltimore area. While Cross Keys was under construction, Rouse decided to build a whole new city. The creation of Columbia, between Baltimore and Washington, was the greatest adventure of Jim Rouse's life. Columbia was the ultimate opportunity: the chance to embody his ideals in a whole new city.

Paul Marx tells the story of how this huge project came to be financed. Rouse turned to his partner in previous projects, the Connecticut General Life Insurance Company. At a meeting at company headquarters in Hartford. Rouse made his pitch to CG's top real estate and mortgage people and the company's chairman of the board, Frazar B. Wilde. The questioning was mostly negative, until Mr. Wilde joined in. He expressed the view that CG couldn't lose. The land that would be invested in not only would retain its value but would be worth more with every passing year. For if Rouse's project didn't pan out, the land could always be sold for a better price than what it cost.

The plan that was arrived at was for the land for the new city to be owned by a subsidiary called Howard Research and Development Corporation. CG would own half of that corporation and Rouse's Community Research and Development the other half. CRD would be responsible for the management of the acquired land and for preparing a master plan for development. CG also put up some of the money for Columbia's infrastructure. The rest was supplied by Teachers Insurance and
Annuity Association and the Chase Manhattan Bank.

By the end of the summer of 1963 close to 14,000 acres (57 km²) Of Howard County farmland had been acquired, and the time was at hand to begin planning what to do with it. Rouse wanted to hear from a wide assortment of experts and scholars. He brought together the Work Group, consisting of top people in health, family life, education, recreation, government, transportation, and employment.

Ultimately emerging was the idea that the new city should be a real multi-faceted city, not a bedroom suburb. It should be possible for its residents to find everything they needed right there jobs, education, recreation, health care, and any other necessity.

What would be the component parts of this city? How should it be divided? What was the ideal size for the core component that would provide most of the essentials for the optimal growth of human beings? According to Paul Marx, Rouse was not reluctant to bring up his home town of Easton as the kind of place that provided the best nourishment of the human spirit. Consensus formed around the idea that the basic subdivision within the new city should be the village, a unit of from 10,000-15,000 people. This number was thought to be the most likely to foster a local feeling of identification: for merchants to get to know their customers, ministers their memberships, and teachers their pupils and parents.

Within the city, there would be 12 villages, each to be like Rouse's Easton. Each village would be a central place where people of different income levels and types of housing would cross paths and mix. Each village would have most of the services and resources usually found in an American small town. It would have a middle school and a high school, a teen center, a supermarket, a library,
a hospital, an auditorium, offices, restaurants, some specialty shops, and a few larger recreational facilities. It also would have a multi-denominational house of worship. The hope was that one building would be used by several religions. Marx says that Rouse wanted to defuse competition among different religions and sects, reducing if not eliminating totally, the pursuit of prestigious land, buildings, and the monetary wherewithal.

In addition to the villages there would be The Town Center. This would be the new city's downtown. In it would be the central office of the city's governing body, the Columbia Association. Here would be the main cluster of retail stores (as part of the inevitable mall), a hotel and conference center, a hospital, movie theaters and a concert hall, a community college, and branches of the Maryland Institute of Art and the Peabody Conservatory of Music.

The main entertainment area was to be known as Tivoli, after the entertainment area in Copenhagen. Early on Rouse said that he hoped Tivoli would be a place where, under the benign influence of having fun and relaxing in familiar ways, people would have opportunities, especially attractively and conveniently presented, for discovering new ways to enjoy their free time new foods, new visual and tactile aesthetic experiences, even new social relations. According to Marx, Rouse's vision for downtown Columbia grew ever-more grandiose. Rouse wanted The Town Center in Columbia to provide the most comprehensive range of recreational activities and services that had ever been contemplated in a new town center. Rouse again and again reminded his staff that Columbia would be “at the center of a population of 4.5 million people growing to 6 million; that we are near by one of the greatest tourist attractions in the United Statesmthe nation's capital By 2008, however, Downtown Columbia had not yet become a regular stop for tourists, as Rouse had hoped it would. A curious few come but not hordes.

Statues of James W. Rouse (right) and his brother, Willard, in Columbia, Maryland by artist William F. Duffy. Willard RouseIII, Willard's son (James's nephew), was another notable real estate developer. Photo taken by Jeff Kubina.

Starting in the mid-1970s and continuing into the 1980s he shifted focus to what he ended up calling the "festival marketplace"; of which the Faneuil Hall Marketplace was the first and most successful example. Completed in 1976, the Faneuil Hall Marketplace ( comprising Quincy Market and other spaces adjacent to Boston's Faneuil Hall) was designed by architect Benjamin C. Thompson, and was a financial success, an act of historic preservation, and an anchor for urban revitalization. However, at its inception, it was considered a highly risky venture, and many critics felt it was doomed to fail. Rouse's innovative business vision looked obvious in retrospect, but it was a bold contrarian move with few friends at the outset.

Other examples of Rouse Company developments include South Street Seaport in New York City, Market East in Philadelphia, Pennsylvania, Harborplace in Baltimore, Maryland, Waterside in Norfolk, Virginia, St. Louis Union Station in St. Louis, Missouri, Downtown Portland's Pioneer Place , and the Riverwalk of New Orleans. This focus led TIME magazine to call him "the man who made cities fun again."

After forty years at the Rouse Company, he retired in 1979. Soon afterwards, he and his wife founded the Enterprise Foundation, a not-for-profit foundation funded in part by a for-profit subsidiary, The Enterprise Community Partners, Inc., and focused on seeding partnerships with community developers that address the need for affordable housing and associated social services for poor neighborhoods.

Through his daughter Robin, he is the grandfather of actor Edward Norton.

The Rouse Theatre in Wilde Lake High School is named after James. In May 2006, an approximately four-mile stretch of Maryland Route 175 between Interstate 95 and U.S. Route 29 in Columbia, Maryland, was named after Rouse and his wife, Patty.

He received the Presidential Medal of Freedom in 1995.
 
James Wilson Rouse (1914 - 1996)
 

 

 

Nicknames:	"Jim"
Birthplace:	Easton, Maryland, USA
Death:	Died April 9, 1996 in Columbia, Maryland, USA
Cause of death:	Lou Gehrig's disease
Occupation:	real estate developer and urban planner
Managed by:	Tina

About James Wilson Rouse
James Wilson Rouse was the founder of The Rouse Company, a pioneering American real estate developer, urban planner, civic activist, and later, free enterprise-based philanthropist. He is the maternal grandfather of actor Edward Norton.

He was born in Easton, Maryland, the son of Lydia (née Robinson) and Willard Goldsmith Rouse, a canned-foods broker. His father, a lawyer trained at Johns Hopkins University, once ran as the state's attorney for Harford County. When he lost, the Rouse family moved from Bel Air, Maryland to Easton. Rouse grew up in Easton (then population: 5,000) on a well-to-do street on the edge of town. He was taught at home by his mother until second grade, when he was transferred to a public school (which found him to be well prepared enough to skip a grade). At the age of 16, in his senior year of high school, Rouse faced significant life changes: he lost his father and mother to illness, and childhood home on Brooklett's Avenue to bank foreclosure. Rouse was encouraged by his siblings to improve his chances for college admission by doing a year of preparatory school at the private Tome School in Port Deposit, Maryland.

Facing money problems and unable to continue at the Tome School, the Rouse family sought a way for him to attend college by appealing to his oldest sister, who had married a Navy officer stationed in Hawaii. Rouse declared himself his sister's dependent and, with Navy connections now secured, was thereby able to attend the University of Hawaii at a greatly reduced cost. Despite the exotic lure of the islands, Rouse missed Maryland. Again, the Rouse family found a scholarship for Jim at the University of Virginia. He declared his major as political science and waited tables at a local boarding house. Not being able to cover the gap between his scholarship and his remaining expenses, he proposed leaving Charlottesville and moving to Baltimore to try and make it on his own.

In 1933, Rouse arrived in Baltimore in search of opportunity. He was fortunate to find a job parking cars at the St. Paul Garage. He later remarked that he got the job even though he could not drive. He convinced his foreman to teach him rather than fire him. Although he had only two years of undergraduate college on his transcript, in the 1930s that was enough to qualify for law school. He borrowed money and attended classes three nights at the University of Maryland law school while working at the garage over 100 hours a week.

After graduating in 1937 he worked for the Federal Housing Administration and in 1939 he was a partner with Hunter Moss at a mortgage banking firm called the Moss-Rouse Company, which would eventually become the Rouse Company.

After World War II he became involved in Baltimore, Maryland's efforts to rehabilitate its decayed housing stock. This led to his participation in Dwight D. Eisenhower's National Housing Task Force starting in 1953. He introduced (or at least helped popularize) the term "urban renewal" to describe the series of recommendations made by that task force.

In 1958, Rouse built Harundale Mall in Glen Burnie, Maryland, the first enclosed shopping center east of the Mississippi River and the first built by a real estate developer. His company used the term "mall" to describe the development, which was an alternative to the more typical strip malls usually built in the suburbs (the "mall" in "strip mall" came into usage later, after the enclosed mall had been popularized by Rouse's company). Although many now attribute the rise of the shopping mall to the decline of the American downtown core, Rouse's focus at the time was on the introduction of malls as a form of town center for the suburbs.

His company became an active developer and manager of shopping center and mall properties, even as he shifted focus to new projects which eventually included planned communities and festival marketplaces.

Harundale Mall has been replaced by Harundale Plaza. In 1999, the mall reopened and redeveloped as Harundale Plaza, a strip shopping center. Stores include A.J. Wright, a Super Fresh supermarket, Outback Steakhouse, Hollywood Video, and a U.S. Post Office, along with several other typical strip-mall stores. The signature "rock" from Harundale Mall is now at Harundale Plaza. As of April 2008 Value City had departed Harundale Plaza following a corporate decision to sell several locations before ultimately closing all Value City stores in December 2008. A Burlington Coat Factory now occupies the space Value City once held.

In the 1960s Rouse turned his focus to planned communities. After engaging in a planning exercise for the Pocatinco Hills estate of the Rockefellers, Rouse constructed his first planned residential development: the Village of Cross Keys in Baltimore. On June 16, 1961, Rouse bought 68 acres (280,000 m2) inside the city from the Baltimore Country Club for $25,000 an acre. Rouse excitedly proclaimed that this undertaking “will be the largest, and potentially most important development in the history of Baltimore.” Rouse hoped that he could bring to the residential field “some of the fresh thinking, good taste and high standards which we believe have marked our shopping center developments.”

Familiar with bad housing in Baltimore and Washington, D.C., Rouse now had an opportunity to demonstrate what housing within a city’s borders could be like. “There is a real need for residential development,” he said, “in which there is a strong sense of community; a need to feed into the city some of the atmosphere and pace of the small town and village; a need to create a community which can meet as many as possible of the needs of the people who live there; which can bring these people into natural contact with one another; which can produce out of these relationships a spirit and feeling of neighborliness and a rich sense of belonging to a community.” In a city that practiced strict racial segregation, Rouse intended Cross Keys to be open to all who could afford to live there. The development was a mixture of townhouses, garden apartments, a high-rise apartment house designed by Frank Gehry, stores grouped around a village square, and an office complex. By 1970, the Village of Cross Keys had become among the most desirable places to live in the Baltimore area.

While Cross Keys was still under construction, Rouse decided to build a whole new city. The creation of Columbia, Maryland, between Baltimore and Washington, D.C., was the greatest adventure of Rouse’s life. Columbia was the ultimate opportunity: the chance to embody his ideals in a whole new city. For the undertaking that would become Columbia, Rouse turned to his partner in previous projects, the Connecticut General Life Insurance Company ("CG"). At a meeting at company headquarters in Hartford, Rouse made his pitch to CG’s top real estate and mortgage people and the company’s chairman of the board, Frazar B. Wilde. The questioning was mostly negative, until Wilde joined in. He expressed the view that CG couldn’t lose. If Rouse’s project did not succeed, the land could always be sold, and probably for a higher price than what it cost.

The land for the new city would be owned by a subsidiary called Howard Research and Development Corporation. CG would own half of that corporation and Rouse’s corporation the other half. Rouse would be responsible for the management of the acquired land and for preparing a master plan for development. CG also put up some of the money for Columbia’s infrastructure. The rest was supplied by Teachers Insurance and Annuity Association and the Chase Manhattan Bank.

By the end of the summer of 1963 close to 14,000 acres (57 km2) of Howard County farmland had been acquired, and the time was at hand to begin planning what to do with it. Rouse wanted to hear from a wide assortment of experts and scholars. He brought together an assemblage which became known as "the Work Group." It consisted of top people in health, family life, education, recreation, government, transportation, and employment. Ultimately emerging was the idea that the new city should be a real multi-faceted city, not a bedroom suburb. It should be possible for its residents to find everything they needed right there—jobs, education, recreation, health care, and any other necessity.

What would be the component parts of this city? How should it be divided? What was the ideal size for the core component that would provide most of the essentials for the optimal growth of human beings?
Rouse was not reluctant to bring up his home town of Easton as the kind of place that provided the best nourishment of the human spirit. Consensus formed around the idea that the basic subdivision within the new city should be the village, a unit of from 10,000-15,000 people. This number was thought to be the most likely to foster a local feeling of identification: for merchants to get to know their customers, ministers their memberships, and teachers their pupils and parents.

Within the city, there would be 12 villages. Each village would have a central gathering place where people of different income levels and types of housing would cross paths and mix. Each village would have a middle school and a high school, a teen center, a supermarket, a library, a hospital, an auditorium, offices, restaurants, some specialty shops, and a few larger recreational facilities. It also would have a multi-denominational house of worship known as an "interfaith center." The hope was that one building would be used by several religions.

In addition to the villages there would be a core area that would function as the new city’s “downtown.” In it would be the central office of the city’s governing body, the Columbia Association. Here would be the main cluster of retail stores (arranged as a mall), a hotel and conference center, a hospital, movie theaters and a concert hall, a community college, and branches of the Maryland Institute College of Art and the Peabody Conservatory of Music.

The main entertainment area was to be known as Tivoli, after the entertainment area in Copenhagen. Early on, Rouse said that he hoped Tivoli would be a place “where, under the benign influence of having fun and relaxing in familiar ways, people would have opportunities, especially attractively and conveniently presented, for discovering new ways to enjoy their free time—new foods, new visual and tactile aesthetic experiences, even new social relations.” Rouse wanted the town center in Columbia to provide the most comprehensive range of recreational activities and services that had ever been contemplated in a new town.

Starting in the mid-1970s and continuing into the 1980s Rouse shifted focus to what he ended up calling the "festival marketplace", of which the Faneuil Hall Marketplace was the first and most successful example. Completed in 1976, the Faneuil Hall Marketplace (comprising Quincy Market and other spaces adjacent to Boston's Faneuil Hall) was designed by architect Benjamin C. Thompson and was a financial success, an act of historic preservation, and an anchor for urban revitalization. However, at its inception, it was considered a highly risky venture, and many critics felt it was doomed to fail. Rouse's innovative business vision looked obvious in retrospect, but it was a bold, contrarian move with few supporters at the outset.

Other examples of Rouse Company "festival marketplace" developments include South Street Seaport in New York City, Market East in Philadelphia, Harborplace in Baltimore, St. Louis Union Station in St. Louis, Downtown Portland's Pioneer Place, and the Riverwalk Marketplace of New Orleans. The early festival marketplaces like Faneuil Hall and Harborplace led TIME magazine to dub Rouse "the man who made cities fun again."

After 40 years at the Rouse Company, James Rouse retired from day-to-day management in 1979. Soon afterwards, he and his wife founded the Enterprise Foundation, a not-for-profit foundation funded in part by a for-profit subsidiary, The Enterprise Development Company, and focused on seeding partnerships with community groups that would address the need for affordable housing and associated social services for poor neighborhoods.