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Home My WebLink AboutItem 6 - New Orleansti��°��llll�[111a I1�uuuo�� Il�uuuuiouuu�� uoullllll�llll IIIIIIII uiouul [�4sstititi»�olllll�� i)1111011�� oo�ni�ouuuuu �VBIIIIollllll��lt' ��»��Illuouunamo 91111" 1I1V11»l»>ii�l��4�iu" HISTORIC PRESERVATION Historic preservation initiatives are supported by a broad range of constituents who share a common vision. Historic preservation initiatives support and invigorate neighborhood revitalization. 3 New Orleans is a model of "green," sustainable historic preservation. Acquiring and renovating an historic structure is feasible and affordable for a broad range of property owners and investors. 5 ! Historic preservation information and administration is enhanced and streamlined. 1.A. Create a community -based, comprehensive 6.8 - 6.9 citywide preservation plan informed by a broad range of constituencies and interests 1.13. Ensure that historic preservation values 6.10 and interests are coordinated with economic development groups, and ethnic and cultural groups. 1.C. Develop principles or guidelines for 6.11 contemporary design in historic areas. 2.A. Support and develop cultural heritage 6.11 - 6.12 destinations in less -traveled areas of the city. 2.13. Support and promote preservation -based 6.13 economic development in historic areas. 2.C. Foster partnerships among historic 6.14 preservation advocates and community organizations, small business groups, and other revitalization groups. 3.A. Develop a "Sustainable Preservation" plan 6.16 and pilot project. 4.A. Provide accessible, user-friendly 6.17 information and resources on preservation of historic structures. 4.13. Provide rehabilitation assistance for low- 6.18 income owners of historic properties. 4.C. Support workforce development initiatives 6.18 in traditional crafts that support preservation such as traditional construction and artisan trades. 5.A. Expand communications and information 6.18 sharing with agencies and the public. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.1 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION irl"i e MASTER PLAIN AND GGMtIIENSIVE ZONING ORDINANCE • An historic district is a defined, geographical area designated for its cultural, social, economic, political and/or architectural significance. In New Orleans there are 20 historic districts and over 140 sites on the National Register, and 14 that are locally -designated (in addition to the French Quarter, which is a National Landmark). Their boundaries often overlap. • National Register districts are designated by the National Register of Historic Places. In Louisiana this program is administered by the Office of Cultural Development, Department of Culture, Recreation and Tourism Division of Historic Preservation. > National Register Districts: Esplanade Ridge, New Marigny, Parkview, Mid -City, Bywater, Faubourg Marigny, Vieux Carre, Holy Cross, Carrollton, Upper CBD, Algiers Point, Uptown, Lower CBD, Central City, Lower Garden District, Garden District, Irish Channel, Gentilly Terrace, Broadmoor, South Lakeview Locally -designated districts are designated by the New Orleans City Council and administered by two local historic district commissions: The New Orleans Historic District Landmarks Commission (NO HDLC) and the Central Business District Historic District Landmarks Commission (CBD HDLC); the French Quarter was designated by the state and is administered by the Vieux Carre Commission. > Local Historic Districts include Algiers Point, Bywater, Canal Street, Esplanade Ridge, Faubourg Marigny, Garden District, Holy Cross, Irish Channel, Lafayette Square, Lower Garden District, Picayune Place, St. Charles Avenue, Treme, Vieux Carre (state -designated historic district), and the Warehouse District. There are over 40o designated or nominated local landmarks. • An historic site is a building, structure, site, or object that is recognized for its cultural, social, economic, political, archaeological, and/or architectural significance. Generally they are at least 50 years old. Districts can be historic sites as well. • There are approximately 37,000 contributing buildings within New Orleans' National Register Districts. �r"1I 7 ;..f W1 III A"'IIII°i""�S III 1"' IlllIvjI IIIll!� AII114 flii CIS 6] iiq • Federal projects must mitigate impacts on National Register properties. • It is an honor. • Eligibility for federal tax credits for a portion of qualifying renovations for all uses except private residences. • There is no impact on property rights. Owners may alter or even demolish the property when private dollars are being used, subject to municipal laws and regulations. • Owners must agree to nomination for National Register status. • Eligibility for state tax credits for a portion of qualifying renovations for income -producing properties and for owner -occupied properties �l9� 111 III � i,"°IIII°° 114 6tiVrol� 6]0lll �II�°� �o III 1 llIvjI III!,,� AI1114 hll III I Ilk°4 A P �IW 1tio�IW ° ou}yl�lll ° loo""III �IW 1tioIII 'III' �IW °III titi III' ° iio"III III IIR ""'III kk"` • Local historic district designation does not affect the usage or zoning of any property. • Changes to the exterior visible from the public way are regulated for properties in local districts. All exterior changes to local landmarks are regulated. • Owners must file a request for permission to perform new construction, routine maintenance work, or demolition that affects the exterior of the property. • Owners within an Historic District can be cited for "demolition by neglect" if a property owner fails to maintain a building and allows deterioration to occur to the point where it is demolished through neglect. This may result in legal action and/or a fine if the owner fails to correct the violation. • The Commissions do not have the authority to force a property owner to restore or renovate his property. • There are no tax benefits of local district designation, but historic districts have been proven to have a positive and stabilizing effect on property values. • The HDLC offers technical assistance and advice to property owners on making changes to their property. HDLC also provides free reference materials on the HDLC rules and regulations and guidelines for new construction. The National Register of Historic Places currently lists 143 historic sites in Orleans Parish, including houses, neighborhoods, churches, cemeteries, public plazas, statues, monuments, the campuses of Xavier, Tulane, and Dillard Universities, the St. Charles streetcar line, and one steamboat. 6.2 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... FINDINGS • New Orleans' rich heritage is well known throughout the nation and the world and has potential to be a tremendous asset in the city's global economic competitiveness. • New Orleans' physical historic fabric encompasses a wide variety of structures and landmarks, including housing, commercial buildings, maritime industrial buildings and structures, cemeteries, cultural landmarks, steamships and streetcars. • New Orleans' cultural heritage includes unique varieties of music, cuisine, festivals, and visual and performing arts, and is a vitally important aspect of historic preservation. • Historic New Orleans neighborhoods are characterized by mixed -use, pedestrian -friendly environments that continue to appeal to residents of all walks of life and enhance the city's livability and global attractiveness as a place to live. • Most historic architecture in New Orleans was designed to be compatible with the local climate, providing for cross ventilation and often raised above street level to avoid flooding. CHALLENGES • Linking preservation of historic buildings and neighborhoods to cultural preservation in order to broaden the constituency for historic preservation. • Raising awareness about the potentially powerful link between historic preservation and the global identity and economic competitiveness of New Orleans. • Making historic preservation and conservation more affordable for all residents. • Enhancing partnerships to coordinate preservation with neighborhood revitalization, economic development, and sustainability. • Addressing the vacancy and blight that threaten much of New Orleans' historic architecture. • Overcoming the perception that preservation is overly restrictive, impractical, bureaucratic, and a factor in the city's stagnant economy. • Increasing the capacity of local preservation agencies and groups. • Ensuring the availability of skilled artisans and contractors, and appropriate building materials necessary to achieve high -quality rehabilitation of historic structures. • Ensuring that all property owners in historic districts understand the benefits and obligations of being located within an historic district. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.3 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION Acronyms To aid in reading this section, below is a list of acronyms used within the text: AIA American Institute of Architects CAO Chief Administrative Officer CBD Central business district CPC City Planning Commission CZO Comprehensive Zoning Ordinance FEMA Federal Emergency Management Agency HDLC Historic District Landmarks Commission Introduction NCDC Neighborhood Conservation District Commission NORA New Orleans Redevelopment Authority OFICD Office of Facilities, Infrastructure, and Community Development PRC Preservation Resource Center USGBC United States Green Building Council n 2018, New Orleans will celebrate 300 years as a unique and vibrant urban place. Few American cities match New Orleans' extensive and living historic character. As of June 2009, New Orleans had over 140 landmarks and 17 districts listed on the National Register of Historic Places. Recognition by the US Department of the Interior for listing on the National Register is an honor, but it does not have any effect on a property owner's right to modify or even demolish a listed property. There are approximately 37,000 buildings in the National Register Districts. The French Quarter is a state -designated historic district under the jurisdiction of the Vieux Carr& Commission, while the Historic District Landmarks Commission has jurisdiction over 14 locally -designated historic districts and landmarks. As of mid-2009, there are 406 designated or nominated local historic landmarks. Buildings in the Vieux Carr& and local historic districts, as well as local historic landmarks, are subject to design review of proposals for exterior alterations. A larger area, comprising land south of I-610 on the East Bank, the historic districts on the West Bank, and all present and future National Register historic districts, has been designated as the Neighborhood Conservation District Proposals to demolish buildings in the Conservation District must be reviewed for historic significance and other characteristics. The Master Plan focuses on expanding the meaning, constituency, and overall benefit of historic preservation: • Embrace preservation of cultural heritage within the mission of historic preservation. • Provide opportunities to make preservation affordable to property owners in all neighborhoods with buildings of historic or "conserving" value. • Strengthen partnerships to coordinate historic preservation initiatives with neighborhood revitalization, economic development, and sustainability. !!1110I Recommendations A recommendations Summary linking goals, strategies and actions appears below and is followed by one or more early -action items under the heading Getting Started. The Narrative follows, providing a detailed description of how the strategies and actions further the goals. Background and existing conditions discussion to inform understanding of the goals, policies, strategies and actions are included in Volume III, Chapter 6. 6.4 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] till lrn lrn a l�I m�1�Q�............................................................ FIRST FIVE YEARS: 2010-2014 MEDIUM TERM: 2015-2019 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... LONG TERM: 2020-2030 1. Historic pres- 1.A. Create a community- 1. Convene a Preservation HDLC First five Staff time 6.8-6.9 ervation initiatives based, comprehensive Plan Committee. years are supported by citywide preservation plan a broad range of informed by a broad range 2. Consultant assis- HDLC, Committee First five Grants 6.10 constituents who of constituencies and tance and committee of and partners years share a common interests. stakeholders including vision. non -preservation groups from traditional neighbor- hoods. 1.113. Ensure that historic 1. Ensure cross-repre- HDLC; public-privated First five Staff time 6.10 preservation values and sentation of interests in economic develop- years interests are coordinated initiatives, redevelopment ment partnership; with economic develop- efforts, in advisory commit- others ment groups and ethnic tees and planning events. and cultural groups. 1.C. Develop principles or 1k1Vi}1 t ,,,,, h h�l�Grf�>J7}, 1S1d1UtT tafftlf,1 I guidelines for contem Arrft can 1 i1#�1�) I�ns,,,FH3 �1tipn � feYtr url(neers orar design in historic pY 9 01 i tet't�r cohvene betsha Trust areas. a;cr3hlrYi'Ittee' df'�(� 2 Historic preserva- 2.A. Support and develop 1. Convene a Heritage Tourism organiza- First five Staff time 6.11 - 6.12 tion initiatives sup cultural heritage destina- Tourism Task Force, tions; HDLC years port and invigorate tions in less -traveled areas potentially as part of the neighborhood and expand visitor access. economic development revitalization. PPP's group on tourism. 2. Develop resource ma- Tourism organiza- First five Tourism mar- 6.13 terials on heritage tourism tions; HDLC; years keting funds; for visitors. grants 2.113 Support and promote preservation -based economic development in historic areas. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.5 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION FIRST FIVE YEARS: 2010-2014 �a MEDIUM TERM: 2015-2019 LONG TERM: 2020-2030 2 Historic preserva- 2.' Support and promote tion initiatives sup preservation based port and invigorate economic development in neighborhood historic areas. revitalization. 2.C. Foster relationships 1. Work with neighbor- HDLC First five Staff times; 6.14 with neighborhood -based hood organizations and years volunteers housing and community NORA to identify blighted development initiatives historic properties at risk of to stimulate preservation demolition. as part of overall neighborhood revitalization. 2. Provide funds from federal programs to rehab OFICD First five years D-CDBG; HOME 6.15 historic homes. 3. Consider design CPC; HDLC First five Staff time 6.15 guidelines for areas years in the Neighborhood Conservation District. . 3. New Orleans is 3.A. Develop a "Sustain- 1. Form a committee to HDLC; USGBC; AIA; First five Staff time; 6.16 a model of "green," able Preservation" plan create a framework and other appropriate years volunteers; sustainable historic and pilot project. funding request from sus- groups grants preservation tainability and preservation organizations. 2. Support and promote NCDC; HDLC First five Staff time 6.17 deconstruction as an years alternative to demolition. 4. Ac uirin and q g 4.A. Provide accessible Gref7� o> H DLL Medium%, renovatingan user-friendly information Y Shct fir5fhistifc"rehkr """" feGflf """"' d]�aha(s�aff historic structure and resources. "' �� """"" ""'" ......�� s feasible and affordable. ,� iiiiiiiiiiiiiiiiiiiiiiiiio �? � �j ,��)) �� H' al"1ldfn� �� 11�edUh faf kln7e b" 4.13. Support workforce 11111,11A4rk1Vitl development initiatives infihlCffffrlle e,nd Y...............9-::::::::::. volurters „1„„& traditional crafts. 4.C. Provide rehabilitation 1. Provide rehabilitation PRC; Non Profits Ongoing Grants, fund 6.18 assistance for low-income assistance for low-income raising; owners of historic proper- owners in historic districts. volunteers ties 6.6 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... FIRST FIVE YEARS: 2010-2014 MEDIUM TERM: 2015-2019 LONG TERM: 2020-2030 Ge°t°Uiiiiiiiriug S°taiiirited These items are short -tern actions that can be undertaken with relatively little expenditure and will help lay the groundwork for the longer -tern actions that follow. • Create a Sustainable Preservation Committee with national and local preservation and sustainable building partners to create the framework for grant applications for a sustainable preservation plan and pilot project. • Create the Preservation Plan Committee to create the framework for grant applications for the community - based preservation plan. • Identify a vehicle for regular communication with property owners in local historic districts. • Create a 2018 Tricentennial Committee to begin planning for the Tricentennial year. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.7 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION Below is a more detailed narrative of the various goals, strategies and actions highlighted in the "Summary" chart. GOAL 1 °°° liiir °Illh: uir°iiii Ill uum° r uir° °IIlh:liii ui 1 liiiui lliii°Illh:liii °Illh:liii r Muir°e sqppoiirted by a biroad uirainge of ui 1r °Illh:liii°IIIh: ui 1°IllhtWho r lllhaiir°e a coinrininrion lislbiin1, STRATEGIES 1.A Create a community -based, comprehensive citywide preservation plan informed by a broad range of constituencies and interests. Many U.S. cities with extensive historic resources like Los Angeles, Chicago and Philadelphia have recognized the need for a new approach to historic preservation for the 21 st century. They have created community -based historic preservation plans to guide policies and practices, and to foster partnerships with housing and neighborhood revitalization organizations that can help to achieve preservation goals in the course of their work. A cormnunity-based, 21 st century preservation plan for New Orleans should involve not only historic preservation professionals and advocates, but also housing, small business, and neighborhood revitalization interests; developers and cormnunity development corporations; lending institutions; and the city agencies whose actions involve historic buildings. It should be guided by a broadly diverse Advisory Committee that includes civic, business, and government leaders from all over the city, including preservation skeptics as well as enthusiasts. The plan should focus on how preservation of the city's historic fabric can contribute to the goals that preservation interests share with advocates of economic development, neighborhood revitalization, affordable housing, and sustainability. The preservation plan should include a vision, goals, strategies and an action and funding agenda for: • Broadening audiences and support through enhanced interpretation of the links between people and the history of buildings, not just architectural styles. • Enabling wider participation by persons of limited means and income. • Achieving more effective incentives to encourage private investment in historic buildings, including property tax relief, granting bonuses to developers of historic cormnercial buildings in the CBD, and including financial vehicles for closing the gap between the cost of substantial renovation verses market values. • Developing new appealing heritage tourism experiences that pull visitors into historic areas of the city beyond the French Quarter. • Expanding job opportunities in the building crafts related to historic preservation. • Incorporating preservation into neighborhood and cormnercial corridor revitalization. • Adapting cost-conscious rehabilitation materials and practices for application in historic districts. • Engaging the African American cormnunity in dialogue about historic sites and areas, such as Pontchartrain Park, linked to the history of African Americans in the city. Expanding the FEMA survey to all historic neighborhoods with a complete and thorough parcel - by -parcel survey of New Orleans' historic buildings would be too time-consmning and intensive for this type of plan, though a worthy goal over the long tern. This plan should take a strategic 6.8 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... Baltimore's innovations in historic preservation go back to the investment properties. Such innovations go a long way in 1970s with its "dollar houses." As part of a larger neighborhood making the rehabilitation of historic buildings an attractive revitalization strategy, in target neighborhoods dilapidated option, particularly if they are marketed and promoted actively vernacular row houses were acquired by the city for failure to pay taxes, and sold to new owners for $1 if they rehabbed and occupied them within three years. Hundreds did. Today, the federal funding sources that helped such programs do not exist, but Baltimore's commitment to preservation and neighborhood revitalization continues. Recently, the city enacted a Historic Restoration and Rehabilitation Tax Credit for all qualifying property in designated historic districts. With more than 30 locally designated historic districts, and scores of historic neighborhoods, approximately 54,000 structures qualify for the city's tax credit program. The credit is granted on the increased assessment directly resulting from the qualifying improvements. The city calculates that it is worth an average of $40,000 on commercial properties, $11,000 on owner -occupied houses, and $28,000 on residential as Baltimore is doing. Baltimore's clear and easy to follow procedures and design guidelines, coupled with a streamlined design review process have been important factors in expanding public and neighborhood support for historic preservation. How well is it working? As part of a conscious strategy for neighborhood reinvestment, Baltimore's bargain -priced historic housing stock is now being marketing successfully to potential homebuyers who work in high-priced Washington DC, 45 minutes away. www.livebaltimore.com planning approach in light of pressing needs aimed at stemming the loss of historic fabric through disinvestment —tackling the issue in a wholesale manner rather than exclusively building by building.' The plan should develop preservation approaches for areas within the Neighborhood Conservation District that are not otherwise regulated, as well as the more closely -regulated local districts. The ranking categories already in place for historic districts (see Volume 3, Chapter 6) can serve as a foundation for a strategic approach that would acknowledge the need to attract private investment to rehabilitate and preserve historic housing stock in neighborhoods of differing market conditions and demographic profiles. While it is appropriate and desirable to use the current approach to acceptable preservation practices in the French Quarter, a more strategic approach to design review may be more appropriate in Holy Cross and areas with similar economic and market profiles. Similarly, a more flexible approach to preservation standards might be appropriate in areas of with historic buildings where there has been significant loss of integrity or character either through abandonment, demolition or damage from Hurricane Katrina. A preservation plan will take 9-12 months and require assistance from consultants with expertise in historic preservation, planning and urban design, skilled at facilitating cross -disciplinary dialogue and collaboration, and mindful of neighborhood and commercial area revitalization strategies. RECOMMENDED ACTIONS 1. Convene a Preservation Plan Committee comprised of leaders from preservation, development, business, housing, historic districts and city planning and reflecting racial diversity. Who: HDLC When: First five years Resources: Staff time .................................................................................................................................................... . 1 City of New Orleans Historic District Landmarks Commission: http://www.cityofno.com/pg-99-10-building-ratings-guide.aspx <http://www. cityofno.co m/pg-99-10-bui Id ing-rati ngs-guide. aspx PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.9 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION Working with the HDLC, the initial function of this committee would be to identify the goals of the plan, a statement of purpose, a framework for development and a time line, in order to apply for grant funding for the plan. 2. Develop the plan with the advice of the committee and a public participation process. Who: HDLC; Committee and partners When: First five years Resources: Grants 1.13 Ensure that historic preservation values and interests are coordinated with economic development groups, and ethnic and cultural groups. Some economic development interests view historic preservation efforts as overly restrictive, bureaucratic obstacles that contribute to economic stagnation. However, the sections of this plan that discuss economic development Citywide preservation initiatives have succeeded in restoring, one building at a time, irreplaceable historic structures such as this one. The historic character of New Orleans' neighborhoods, however, comes from more than just individual buildings. The tout ensemble of overall setting gives each neighborhood its distinct flavor and this intangible quality will require a comprehensive, strategic approach (see Volume 2, chapter to preservation planning to assure its survival for future generations 9 and Volume 3, of New Orleanians. chapter 9) emphasizes the importance of quality of life and unique character to New Orleans' economic success in the 21st century. Young workers and knowledge workers tend to prefer living and working in authentic, culturally vibrant, and walkable environments such as New Orleans' historic neighborhoods. Protecting and restoring the character -giving elements of New Orleans' historic assets will be critical in giving the city a global competitive economic edge. To this end, fostering partnerships between economic development and historic preservation initiatives will be an important step in ensuring the city's future success. RECOMMENDED ACTIONS 1. Ensure cross -representation of historic preservation, cultural development and economic development interests in initiatives that promote either of these interests to leverage historic assets as part of These new, energy - efficient homes represent the latest technologies and strategies for resilient and energy -efficient building while reflect- ing their historic contexts in character and scale. 6.10 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... the city's competitiveness as a place to live, visit, invest, and do business. Who: HDLC; public privated economic development partnership; others When: First five years Resources: Staff time The proposed economic development public -private initiative (see Volume 2, Chapter 9 and Volume 3, Chapter 9) should work with historic preservation interests in developing tourism, business attraction, workforce attraction, downtown development, and other economic development initiatives. Similarly, redevelopment efforts led by NORA or housing agencies should coordinate with the HDLC and other preservation interests. Historic preservation advocates can be commissioned to develop marketing materials to "sell" the city as a place to live and work. In addition, New Orleans' historic elements should be marketed to the fihn and media industries. Images of New Orleans in media such as TV and fihn will in turn serve to further advertise the city's unique historic character. New Orleans' ethnic and cultural heritage is as much a part of its uniqueness and identity today as its physical and architectural heritage. Both physical and cultural preservation initiatives can support and bolster one another. In addition, neighborhood -based arts and entertainment venues provide opportunities for creating heritage tourism destinations, generating jobs and enhancing quality of life. The 19 Cultural Districts —areas established by the State which provide tax credits for economic development in historic cultural areas (See Volume 3, Chapter 5) in New Orleans have established this link. See below for further discussion of heritage tourism development, and Volume 2, Chapter 9 and Volume 3, Chapter 9 for additional discussion of cultural economies. 1.0 Develop principles or guidelines for contemporary design in historic areas. RECOMMENDED ACTIONS 1. Work with the local American Institute of Architects chapter to convene a committee of architects and preservationists to develop principles or guidelines for contemporary design in historic areas. Who: HDLC; AIA-New Orleans, PRC; National Trust When: Medium term Resources: Staff time; volunteers 2. Use the results in NCDC and HDLC regulatory decision making. Who: HDLC; AIA-New Orleans, PRC; National Trust When: Medium term Resources: Staff time; volunteers GOAL 2 °°° liii °Illh: uir°iiii Ill iiii"" ' 'uu"" °Illhaiii ui 1 liiiui lliii°Illhaiii °Illhaiii sgpl l iiii""'t aiiin1 liiiui l liii uir° °Illh: ui l liii 111 1111k uir°III 1 In Washington DC, more than 10 million people visit the attractive programs for visitors and residents alike. A major National Mall and its museums each year. Until Cultural project is a series of well -marked heritage trails on topics of Tourism DC —"a non-profit coalition linking you to Washington's wide appeal. The first was "Civil War to Civil Rights," whose heritage and arts" —began, that was about the extent of the route is peppered with handsome poster -sized markers. For city that tourists typically experienced. How to draw some of them to linger longer, to venture beyond and discover the real city beyond the Federal core? Over the last decade, by working together as Cultural Tourism DC, some 120+ historical and cultural organizations large and small (from the National Symphony to the Frederick Douglass home in Anacostia) have created a common web calendar of tours, events, and this trail and eight others, visitors can download the map, a companion guide, and a MP3 narrated audio commentary — all for free. Cultural Tourism DC strengthens the image and economy of Washington, DC neighborhood by neighborhood, by linking more than 200 DC cultural and neighborhood organizations with partners in tourism, hospitality, government, and business. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.11 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION iiir°egeiiirieiiir"a"Illhaiiioiiiri, STRATEGIES 2.A Support and develop cultural heritage destinations in less -traveled areas of the city and expand visitor access to these sites. Growing New Orleans' heritage tourism sector represents an opportunity for the city to capitalize on its wealth of historic and cultural assets to expand the city's tourism economy and spread its benefits to a broader cross-section of New Orleans. Heritage tourists seek authentic experiences "off the beaten path," typically staying longer and TOURSARCHITECTURE • spending more money than other visitor market segments (an average Chicago's wealth of historical architecture nearly equals that of New Orleans. of $623 a day verses $430 in 2003). Like New Orleans, architecture is spread throughout neighborhoods north, New Orleans contains a wealth of south and west of the Loop, neighborhoods that are in varying states of potential heritage tourism Sites beyond revitalization and public safety. How is a visitor to know where to go? Thanks current popular tourism destinations. to the non-profit Chicago Architecture Foundation (CAF), which operates the ArchiCenter near Loop hotels, a visitor can sign up for one or more of scores The national Main Streets program of guided tours - walking, bus, boat or bike - offered by CAF, whose well- established by the National Trust for trained volunteer tour guides number in the hundreds. Weekend festivals and Historic Preservation provides Support specialized tours celebrate Frank Lloyd Wright, Louis Sullivan and other native for the revitalization of historic, architects and attract thousands. Before CAF developed the tours, trained the neighborhood -Scale commercial guides, and organized the visitor experience, Chicago's wealth of architecturally areas. The city has Six designated interesting historic neighborhoods saw few visitors. Today, the restaurants, Main Streets which, along with galleries and shops of its Main Street corridors benefit from the added business the 19 Cultural Districts, promote of tourists. preservation and provide marketing and small business development assistance. These districts should be seen as potential heritage tourism destinations. (See Volume 3, Chapter 5 for maps and other information on the city's Main Streets and Cultural Districts.) In other U.S. cities with successful heritage tourism initiatives, non-profit organizations —with funding support from the city, Convention and Visitors Bureau, foundations, and business —have taken the lead in organizing and creating visitor "products" from the raw materials of historic character, history, arts and cultural expressions. These appealing products can then be promoted. Chicago' and Philadelphia' offer excellent heritage tourism products, beginning with their robust web sites, and offer outstanding visitor experiences. In both Chicago and Washington, D.C., local governments invest financially in supporting this work, benefiting from heightened economic activity and local pride as residents show off their neighborhoods. I:IxdO7I41141-,11914BY-, fL�7J�9 1. Convene a Heritage Tourism Task Force. Who: Tourism organizations, HDLC When: First five years Resources: Staff time 2 www.architecture.org 3 www.gophila.org New Orleans holds tremendous opportunity for cultural and heritage tourism development, which could create a lucrative new niche for the tourism industry while extending its economic benefits more broadly throughout the city. 6.12 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 2.13 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... The city's tourism marketing organizations or the proposed economic development public -private partnerships should convene a task force on heritage tourism to define and create new heritage tourism experiences such as guided tours, events and trails. The task force should also include Main Streets and Cultural District program managers, historic preservation leaders, historians, interpreters, guides, storytellers, and representatives of the tourism industry. Initially, the task force should focus on promoting and developing existing cultural tourism attractions and sites. In the long run, the Task Force should also work in partnership with Cultural Arts organizations to develop new cultural tourism attractions and sites. 2. Develop resource materials on heritage tourism. Who: Tourism organizations, HDLC When: First five years Resources: Tourism marketing funds; grants Early action items for the Heritage Tourism Task Force include developing tour guide materials to existing heritage tourism sites. Materials could include Web pages, itineraries, maps, audio tours, and training resources for guides. The Task Force should initially aim to create three to five heritage tourism experiences (tours, events, trails, etc.) that will encourage visitors to explore historic areas of the city and can be implemented during the next 24-36 months. Successful heritage tourism initiatives in Philadelphia (www.gophila.com) and Chicago (www.architecture.org) provide good examples of user-friendly resource and planning materials that the task force should emulate. 3. Capitalize on the city's Tricentennial in 2018 to promote heritage tourism. Who: Tourism organizations When: Long term Resources: Tourism marketing funds To celebrate the city's Tricentennial, the Convention Bureau and Visitor's Bureau, the Heritage Tourism Task Force, and a broad spectrum of representatives of the Cultural Arts should plan and market special events and exhibitions throughout the city as part of an extended Tricentennial celebration. Support and promote preservation -based economic development in historic areas. As mentioned earlier, the city's six Main Streets programs and 19 Cultural Districts are initiatives that currently promote the dual causes of histori, neighborhood scale. The districts targeted by these programs enhance economic opportunities and quality of life for residents, and also provide the basis for expanding heritage tourism as described above. As state -designated programs, Main Streets and the Cultural Districts do not receive direct support from the City. A possible approach to enhance funding for these programs is to follow the example of the Boston Main Streets Program. In addition to CDBG funds from the city, each Main Street program in Boston has a "corporate buddy" that provides some funding and other assistance to the program. Corporations recognize that strong neighborhood commercial districts can benefit them. Adopting a holistic approach to historic preservation means looking not just at historic structures in isolation, but also preserving the cultural traditions, community and social structures, and socioeconomic diversity that characterize beloved New Orleans neighborhoods. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.13 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION A very relevant example is Boston Main Streets (http:// www.cityofboston.gov/mainstreets�, which has achieved documented success in a preservation -based approach to stabilization and rebirth of some twenty neighborhoods over the last two decades. Created by the National Trust to "stimulate economic development within the context of historic preservation," the Main Street approach involves an integrated, comprehensive framework of actions and investments by the city, community organizations, property owners and residents towards achieving a community -based strategy. It stimulates significant involvement of RECOMMENDED ACTIONS community volunteers in an innovative public — private initiative, generally orchestrated by a full-time Main Street manager. Boston was the first to apply the National Main Street Center's integrated preservation -based approach to a major city. Others — Chicago, Washington DC, among them — have followed with equal success. Boston's mayor and council are strong supporters of this nationally -recognized innovative partnership approach. Boston devotes a significant portion of its CDBG funds to supporting staffed Main Street programs in twenty historic neighborhoods, and coordinating technical assistance, training, and support from the city's Office of Business Development. 1. Facilitate city and/or corporate support for New Orleans Main Streets and Cultural Districts programs, including financial support for coordination, program management, facade loans and grants, technical assistance and marketing. Who: OFICD When: Medium term Resources: CDBG; corporate donations 2. Offer incentives such as streamlined project approval by the HDLC for preservation projects that also support locally -based economic development. Who: HDLC When: Medium term Resources: Staff time 2.0 Foster relationships with neighborhood -based housing and community development initiatives to stimulate preservation as part of overall neighborhood revitalization. Partnerships between historic preservation and neighborhood revitalization initiatives will support a more holistic approach to preservation that emphasizes all aspects of neighborhood character —not just individual buildings —and strengthen the viability of New Orleans' beloved neighborhoods for both current and future residents. The PRC's work in rehabilitating and reselling historic houses is an example of neighborhood -based preservation. HDLC can assist in furthering neighborhood revitalization through historic preservation by providing information and guidance on cost-effective restoration of historic properties. The city's housing agencies can make federal funds for rehabilitation available to historic projects. RECOMMENDED ACTIONS 1. Work with neighborhood -based organizations and NORA to identify blighted properties that are at risk of demolition. Who: HDLC When: First five years Resources: Staff time; volunteers The HDLC has handheld computers that could be lent to neighborhood groups who could identify historic properties that could be rehabilitated, as well as other neighborhood information. 6.14 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... 2. Provide funds from federal programs to rehabilitate historic homes. Who: Office of Facilities, Infrastructure, and Community Development When: Firstfive years Resources: D-CDBG; HOME A portion of HOME funds for rehabilitation of housing for low- and moderate -income renters and homeowners could be earmarked for historic properties. 3. Consider neighborhood -based design guidelines for NCDC areas. Who: CPC; HDLC When: First five years Resources: Staff time Design guidelines, created with neighborhood volunteers, would provide limited regulation and provide guidance to the NCDC in its deliberations. 4. Advocate for and participate in the continued development of the Magnolia Streets program. Who: HDLC When: Medium term Resources: Staff time; volunteers; additional permanent staff 5• The Magnolia Street program is designed after the Main Streets program (discussed above), but targets residential rather than commercial areas, and provides revitalization assistance to residential districts near a Main Street district. In 2008, the State created a Magnolia Street program within the Department of Culture, Recreation and Tourism. (For more information, See Volume 3, Chapter 6.) Encourage adaptive reuse of existing historic structures that contribute to overall neighborhood character and quality of life. Who: CPC; HDLC; CAO; Mayor and City Council When: Medium term Resources: CZO rewrite; Staff time; Many historic structures are threatened because their original purpose has become outmoded or has outgrown its original home. Schools, churches, comer stores, theaters, warehouses, factories, and other historic structures are threatened by blight and disrepair because they no longer serve their original intended use. However, numerous examples of adaptive reuse preserve these buildings' architectural contribution to the fabric, scale and character of their surroundings while reinvigorating them with new life. Zoning should facilitate adaptive reuse. The HDLC could compile and maintain a database of structures of historic value that are candidates for commercial adaptive reuse by private parties, including specifications such as square footage, zoning, etc. 6. Conduct cost -benefit analysis of adaptive reuse alternatives to new construction when siting city -owned facilities. Who: HDLC When: Medium term Resources: Staff time; volunteers; additional permanent staff PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.15 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION When evaluating space for new city facilities or services, reuse of historic structures should be investigated to determine financial feasibility. Studies have shown that in many cases, reuse costs about the same or less than new construction. Cost -benefit analysis should give consideration to the benefits (not always monetary) of maintaining the historic fabric of the city. Adaptive reuse also showcases the city's commitment to environmental sustainability (See also Volume 2, Chapter 12). GOAL 3 Pilew Girlbainsiiiis a nriloddI of "giir°eeuin1,'W'W h1iiiis°Illh: uiriiii STRATEGIES 3.A Because of New Orleans' national visibility as a treasure house of historic architecture and as an environmentally vulnerable location, the city could become a national model for sustainable preservation. The city's historic preservation agencies and non -profits could join with the U.S. Green Building Council (USGBC), which has a New Orleans affiliate, the American Institute of Architects, Make It Right, Global Green, and other groups to seek funding for a signature initiative joining historic preservation and sustainable building. RECOMMENDED ACTIONS. 1. Form a committee to create a framework for a sustainable preservation program and funding request. Who: HDLC, USGBC, AIA; other appropriate groups When: First five years Resources: Staff time; volunteers, grants The program should include a plan to develop integration of green features into historic district regulations and funding for a pilot project to implement the plan. The committee should include members of both the historic preservation and green building communities, and should make recommendations within 12 months of forming. 4 U.S. Environmental Protection Agency (U.S.EPA). Quantifying Greenhouse Gas Emissions in Key Industrial Sectors. Sector Strategies Division, May 2008. 5 www.prcno.org 6.16 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... 2. Support and promote deconstruction as an alternative to demolition. Who: HDLC; NCDC When: First five years Resources: Staff time Deconstruction saves between 45 and 70 percent of the materials in a building for reuse as components of other structures.6 NCDC decisions allowing demolition of historic structures should include a requirement that property owners partner with The Green Project or other deconstruction organizations and with volunteer -based organizations to identify and save salvageable elements. For more information on pairing resource conservation and historic preservation, see Volume 2, Chapter 13 — Environmental Quality. GOAL 4 Acqdiiiriiing aind ain 111h11iislllh: iir°ii °Illh:uum° °Illh: uir° iiiir feasliiilbl lle aind affaird6tAb °Baum° a biroad uiraiinge of iiii"" peiir ty owineirs aind iiinver .11lh: uumm , STRATEGIES 4.A Provide accessible, userLfriendly information and resources on preserving of historic structures. The new illustrated design guidelines for historic preservation will be a significant help to property owners. (See Volume 3, Chapter 6 for more information.) In addition, historic renovation often requires specialized components or materials that, even when newly constructed, maintain the architectural integrity or style of an historic structure. RECOMMENDED ACTIONS 1. Create a "one -stop shop" for historic rehabilitation resources. Who: HDLC When: Medium term Resources: Grants, additional staff person Property owners and others interested in preservation should have all preservation -related resources available in one location (ideally both a brick -and -mortar location as well as on the Web). 2. Ensure that building materials and components are appropriate for historic renovation are accessible and affordable. Who: HDLC; building materials retailers When: Medium term Resources: Staff time In addition to salvaged original materials, new materials and supplies that support historic renovation may not be readily available. The city can explore partnerships with a major retailer of building materials (Lowe's or Home Depot, for instance) to produce and distribute a catalogue of appropriate -to -New Orleans off -the -shelf materials like replacement windows, shutters and other items often installed by small contractors or homeowners themselves. ............................................................................ 6 The Green Project: http://www.thegreenproject.org/what_we_do.php PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.17 VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................................................................................................................. 4.13 Support workforce development initiatives in traditional crafts that support preservation such as traditional construction and artisan trades. The craftsmanship that created New Orleans' historic architecture is an art that needs to be consciously preserved. Through its education and workforce development initiatives and in partnership with local educational institutions, the city can promote crafts such as traditional construction techniques, iron and wood working, glass arts, and others that contribute to the historic fabric and character of the city. See Volume 2, Chapter 9 - Sustaining and Expanding New Orleans' Economic Base for further discussion of workforce development initiatives in the traditional arts. RECOMMENDED ACTIONS i. Work with Delgado Community College and other providers. Who: HDLC When: Medium term Resources: Staff time; volunteers 4.0 Support workforce development initiatives in traditional crafts that support preservation such as traditional construction and artisan trades. 1:Ixdoji4li41dJ1 o74§L[oltLf7J&9 i. Provide rehabilitation assistance for low-income owners of historic properties. Who: PRC, Non Profits When: Ongoing Resources: Grants; fund raising, volunteers GOAL 5 °°° liii °Illh: uir°iiii Ill iiir° uir° °Illhaiii ui 1 liiiui r uir°ui r°iu1 °Illhaiii ui 1aind iiseui 1111h1 quince in 5.A Expand communications and information sharing with agencies and the public The wealth of historic resources in New Orleans, both in the highly regulated local historic districts and outside them, is a significant responsibility as well as a tremendous asset. A variety of activities can help the HDLC and other preservation agencies be more effective. RECOMMENDED ACTIONS 1. Use the Neighborhood Character Area Study to inform decision making by the NCDC demolitions and other matters. Who: HDLC; NCDC When: First five years Resources: Staff time The Neighborhood Character Area Study developed as part of this Master Plan describes the physical character of Character Areas throughout the city. (it is included in the Appendix of this plan.) Use of this study will focus discussion on the extent to which properties under discussion contribute to the character of the surrounding area. 2. Remind property owners in local historic districts on a regular schedule (every year or every few years) of the benefits and responsibilities of being located in a local historic district. Who: HDLC When: First five years Resources: Staff time A simple notice in a water bill or tax bill can direct property owners to the HDLC web site for more information. 6.18 1 PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] VOLUME 2 1 CHAPTER 6 1 HISTORIC PRESERVATION ............................................................... 3. Provide as much information as possible on the HDLC web site. Who: HDLC When: First five years Resources: Staff time 4. Consider co -locating the HDLC office and staff with that of CPC. Who: HDLC and CPC When: Medium term Resources: Staff time Proximity can encourage more deliberate oversight and coordination among all city agencies involved in decisions that affect the city's historic fabric. 5. Extend the FFMA survey to all historic areas of the city. Who: HDLC; consultant assistance When: Long term Resources: Grants, $1.5 M A complete database of historic resources —first the local landmarks and local districts, then the national districts and landmarks, and finally the remainder of historic fabric in the city —would enhance both public and private decision making about historic preservation. This is a large project that will require significant outside resources. PLAN FOR THE 21ST CENTURY: NEW ORLEANS 2030, ADOPTED AUGUST 2010 [AS AMENDED THROUGH 2O12] 1 6.19