Catching Up: Madison Historic Preservation Plan

Madison’s Historic Preservation Plan is near completion, so what? Let’s find out. I’m catching up, you can follow along!

So, there is a “90% draft plan“, there was an open house on November 20th (30 people attended). There are also comments that they decided to incorporate into the plan. (More on the sausage making here.) There was also a meeting on December 18th which I couldn’t attend, where the agenda item was to Approve the draft plan. The timeline that was suggested was as follows:

• January 27 – Landmarks Commission – Approve Final Draft Plan to forward to the Common Council for introduction
• February 25 – Common Council – Introduce the Final Draft Plan for referral to boards/commissions/committees as determined by the Common Council.

Chapter 1- Introduction of “90% Draft Plan”

Introduction (page 5)

Three fundamental functions of historic preservation include:

1) identifying, evaluating and designating historic resources,

2) preserving and protecting designated historic resources, such as locally designated landmarks and historic districts, and

3) preserving undesignated areas with unique architectural, urban and spatial characteristics that enhance the character of the built environment, such as properties and districts listed on the National Register of Historic Places that do not possess the protections provided by local designation.

Purpose (page 6)

The Plan recommends strategies and tools to

1) more effectively lead and integrate historic preservation into public policy,

2) utilize existing land use, zoning, and development standards to support preservation,

3) explore educational and promotion partnerships,

4) capitalize on economic development and financial incentives,

5) highlight sustainable building practices, and

6) encourage heritage tourism.

In addition, Madison’s Historic Preservation Ordinance is being updated to reflect current historic preservation best practices.

Historic Preservation in Madison (page 6 & 7) & Wisconsin (pages 8 – 11)

There are map and other background informaiton, including photos

Historic Preservation Trends

Historic preservation is about more than saving architectural landmarks or sites of significance. Today preservation contributes to neighborhood revitalization, sustainability, and awareness of historical and cultural events. The reuse of a building can create a unique gathering area that spurs additional investment in the area, while preventing a structure from being lost. Below are ways historic preservation is providing economic and social benefits through revitalization.

• LIVABILITY AND QUALITY OF LIFE – Blocks of smaller, older buildings create vibrant walkable neighborhoods that are comfortable spaces for all generations. Adaptive reuse as restaurants and coffee shops provide gathering places for residents to meet, relax, or work and make mixed-use neighborhoods a preferred choice.
• ECONOMIC DEVELOPMENT – Historic preservation projects include a variety of economic benefits, such as job creation, increased tax value, and increased tourism. The investment can be catalytic and spur redevelopment of surrounding properties throughout the neighborhood.
• CULTURAL PRESERVATION AND TOURISM -The number of travelers interested in arts, culture, and history continues to grow. Experiencing a city or neighborhood while learning about the sites benefits visitors, as well as local residents. Cultural tourism can be a local and state economic driver.
• COMMUNITY CONNECTION -Preserving and showcasing links between underrepresented groups and significant events or cultural identity can create a community connection. Preservation projects can be part of the storytelling experience.
• AFFORDABLE HOUSING OPTIONS -Rehabilitating existing structures can be less expensive than new construction, offering housing choices for varying income levels. Rehabilitation often spurs additional rehabilitation and investment, reducing vacancies and stabilizing neighborhoods.
• ENTREPRENEUR FOCUSED -Adaptive reuse of old buildings provides an affordable option for new businesses. Clustering of investment can develop into mixed-use neighborhoods with housing, restaurants, and housing and attract additional investors. The ‘creative economy’ is proven to thrive in older, mixed-use neighborhoods with legacy businesses.

• OBJECTIVE 1A: PROMOTE CULTURAL TOURISM AND CIVIC PRIDE BY SHARING MADISON’S UNIQUE CULTURE AND CHARACTER.
  • STRATEGIES:
    • 1A-i. Place plaques at existing buildings and places, lost buildings, and cultural sites to identify significant historical events and locations.  Buildings and places should emphasize the actions and events associated with underrepresented groups including Native Americans, Latinos, African Americans, Hmong, LGBTQ, and women.
    • 1A-ii. Locate storytelling plaques at cultural and historical buildings and places throughout the city. Signage can assist in the promotion and understanding of Madison’s unique culture and character. The buildings and sites can be identified on walking tour maps, social media, and online resources.
    • 1A-iii. Develop tourism marketing and branding materials that highlight historic attractions in the city. Use smart technology, alternative transportation tours (vans, bike, boats, etc.), and public ceremonies to showcase existing and new landmark designations and the ongoing importance of historic preservation. Marketing strategies should be in a variety of forms – maps, graphic information fliers, online resources – and in different languages.

Goal 2: Preserve Building and Places that Represent Architecture, Events and People Important to Madison’s History (page 37 – 39)

• OBJECTIVE 2A: REPRESENT THE HISTORY OF MADISON’S DIVERSITY.
  • STRATEGIES:
    • 2A-i. Determine which types of buildings and places are underrepresented in the current historic resources inventory.  Complete the surveys recommended in Appendix A and use the results of the Underrepresented Communities Historic Resource Survey Report and this plan to inform prioritization for preservation programs and historic designation for missing properties and places. Enter the survey results in the Wisconsin Historic Preservation Database.
    • 2A-ii. Create story sharing activities, local and city-wide, that highlight Madison’s past and current diversity. Cross-cultural roundtable discussions could explore the city’s diverse architecture, places of significant events, and variety of people and cultures. Emphasis should be on underrepresented groups including Native Americans, Latinos, African Americans, Hmong, LGBTQ, and women. Events should be shared in different languages and at varied locations across the city.
• OBJECTIVE 2B: ENSURE GOOD STEWARDSHIP OF HISTORIC BUILDINGS AND PLACES.
  • STRATEGIES:
    • 2B-i. Adopt a City policy regarding the use of historic preservation easements on landmark-eligible properties the City sells to ensure the properties are protected. Evaluate what building features could be unique elements to restore or protect. Work with the Landmarks Commission to determine if the property should have an easement applied. Although the City sometimes does this now, the process could be clarified and formalized.
    • 2B-ii. Provide “do-it-yourself” training workshops about historic preservation techniques. Workshops should assist current and future property owners understand the unique aspects of historic buildings. Specific topics could include unique materials, windows, roofing, flooring, etc. Explore teaming with local builders, architects, contractors, and building supply stores to develop and advertise the events.
    • 2B-iii. Consider a city-wide building protection policy for historic buildings that are adjacent to construction projects. Focus should be on movement and vibrations occurring from adjacent construction projects that could negatively impact the historic building or structure.

Goal 3: Promote Historic Preservation as Part of Economic Development (page 39 – 42)

• OBJECTIVE 3A: PROMOTE SUSTAINABLE ECONOMIC GROWTH BY INTEGRATING REUSE, PRESERVATION, AND NEW DEVELOPMENT.
  • STRATEGIES:
    • 3A-i. Develop a database of properties that are eligible for historic tax credits. Use the database to inform property owners and developers of the opportunity to preserve and reuse identified buildings. Include the database as part of online resources that are easily updated and visible to the public.
    • 3A-ii. Encourage adaptive reuse as an affordable housing option. Reuse of buildings into residential properties is usually less expensive than new construction and can reduce vacancies, provide affordable ownership and rental options, and can spur additional rehabilitation in neighborhoods. Continue to use tax incremental financing as a tool to support owner occupied building rehabilitation where appropriate.
    • 3A-iii. Identify and publicly list vacant lots within historic districts where appropriate construction would support neighborhood character. Document the permitted uses consistent with Downtown Plan, neighborhood plans, and where historic preservation could benefit the neighborhood or district.
    • 3A-iv. Promote and document how good design is good for business development and retention. Highlight design strategies for new construction and the rehabilitation of existing buildings that have added economic, social, and environmental value to neighborhoods and the city.
• OBJECTIVE 3B: IDENTIFY INCENTIVES AND RESOURCES AND ALLOCATE FUNDING FOR PRESERVATION PROJECTS.
  • STRATEGIES:
    • 3B-i. Identify and provide grants for condition assessments, historic structures reports, and other professional historic preservation services for historic properties Utilize the grants to promote preservation of buildings and places. Additional funding sources may lead to more buildings being preserved and reused, and more catalytic investment in neighborhoods.
    • 3B-ii. Dedicate demolition permit fees to help fund programs related to historic preservation. Work with the City to establish a process for allocating all or specific demolition fees to historic preservation planning efforts, building rehab, City purchase of historic buildings or places, or ongoing maintenance of City-owned historic buildings.
    • 3B-iii. Develop a revolving loan program that can be used for private rehabilitation and property acquisition for historic preservation project. Utilize the loan program to promote historic preservation. Additional funding sources may lead to more buildings being preserved and reused, and more catalytic investment in neighborhoods.
    • 3B-iv. List local, state, and federal funding sources on the City’s Historic Preservation website. Provide links to historic preservation resources, studies, and organizations that may have additional funding ideas.
• OBJECTIVE 3C: MEASURE NEIGHBORHOOD AND COMMUNITY BENEFITS FROM HISTORIC PRESERVATION.
  • STRATEGIES:
    • 3C-i. Prepare an annual impact study of historic property investments in the City. Utilize the study to showcase the benefits of preservation including property values and non-financial benefits to the neighborhood and City. The document should include the impacts of the State and Federal Historic Tax Credit such as benefit to adjacent properties, jobs generated, sale price comparisons, and days on market.
    • 3C-ii. Establish a database that documents the base assessments of historic preservation properties and projects. Having a base assessment will allow the City to track changes in value.

Goal 4: Coordinate Municipal Polices to Protect Historic Resources (page 42 – 45)

• OBJECTIVE 4A: COORDINATE EFFORTS AND REGULATIONS AMONG CITY PLANS, POLICIES, ORDINANCES, AND DEPARTMENTS.
  • STRATEGIES:
    • 4A-i. Coordinate historic preservation recommendations and policies among departments and agencies. The policies and recommendations in this plan should guide the work of all City agencies in matters of historic preservation and serve as a basis for ongoing training for policymakers and staff. A matrix listing City historic preservation regulations, design guidelines, and other rules or standards that may impact historic preservation projects, along with designated departments or special processes should be created and posted on the City’s website so it is easily accessible.
    • 4A-ii. Develop a document that outlines the development proposal review process and criteria for historic properties to educate staff, departments, committees, and the public. Clear procedures will provide staff efficiency and inform property owners and commissions on the approval standards are for each step of the process.
• OBJECTIVE 4B: FACILITATE AND COORDINATE PRESERVATION EFFORTS WITH OTHER GOVERNMENTAL AND COMMUNITY ENTITIES.
  • STRATEGIES:
    • 4B-i. Collaborate with other historic preservation commissions, historical societies, tribal groups, and related groups to explore and promote historic preservation. Outline common interests, mutual benefits, value of historic sites, and share historical data and research. Coordinate with Ho-Chunk tribal government and other agencies who promote preservation.
    • 4B-ii. Encourage building rehabilitation programs that focus on historic properties. Work with groups, such as Habitat for Humanity, who are working in the neighborhoods and could integrate historic properties into their existing programs or develop new programs. Programs could provide incentives for preservation.
    • 4B-iii. Collaborate with Madison College and technical universities to develop trades and skills necessary for historic preservation. Classes could be integrated into existing degrees or new certifications. Expanding the number of people who understand the unique skills and techniques of historic preservation is necessary as current contractors may near retirement.

• OBJECTIVE 4D: PROVIDE CLEAR AND PREDICTABLE CITY PROCESSES.
  • STRATEGIES:
    • 4D-i. Provide an online outline of the process and all pertinent information required for historic preservation applications. Evaluate if a pre-application step would be helpful in understanding necessary steps and fees. Include links to resources and other City requirements as appropriate to provide a transparent and clear process.
    • 4D-ii. Allow an expedited/simplified review process for tax credit projects. Develop incentives that allow projects to be streamlined if following all the required historic preservation regulations.
    • 4D-iii. Prepare illustrated design guidelines for buildings and places within historic districts, including those outside period of significance. The revised Historic Preservation Ordinance will include requirements for local historic districts. It will also include guidelines with additional direction on meeting the requirements. Providing illustrated examples will help to further clarify and communicate the intent of the ordinance.
• OBJECTIVE 4E: ENFORCE AND ENHANCE EXISTING PRESERVATION PROGRAMS.
  • STRATEGIES:
    • 4E-i. Consider properties with existing National Register of Historic Places designation and those identified through future survey work for local designation. Designating local landmarks is one of the most effective ways to preserve historic resources. Provide property owners an explanation of potential benefits of local designation and the process and expectations for approval. Coordinate the designation process with the Landmarks Commission.
    • 4E-ii. Review the boundaries of existing historic districts related to coterminous or overlapping National Register of Historic Places districts.There should be consistency between local and national district boundaries. Map and explain the differences and steps required to provide consistency.
    • 4E-iii. Develop a training program for all staff and commission members that reviews the purpose, procedures, and regulations of preservation projects. Include an overview of a recent project to explain the steps followed and lessons learned. The program should include enforcement training for City inspectors.
    • 4E-iv. Review and simplify historic preservation applications and forms. Updates should be based on input from property owners, developers, and staff. Simplification could be based on conflicting requests, complexity of the forms, or confusing wording.
    • 4E-v. Update the Historic Preservation Plan every 10 years. The City’s Comprehensive Plan is updated every ten years. Following each update, this plan should be updated to ensure that it remains current and effective in implementing the City’s historic preservation program.

Goal 5: Engage the Community in Determining Ongoing Historic Preservation Priorities (page 45 – 46)

• OBJECTIVE 5A: SOLICIT IDEAS AND STORIES ABOUT HISTORIC PRESERVATION FROM THE PUBLIC THROUGH A VARIETY OF METHODS AND TECHNIQUES.
  • STRATEGIES:
    • 5A-i. Utilize a variety of tools, both digital and in-person, to gather and post information about Madison’s history, diversity, and culture. Work at different scales to gather input including neighborhood chats, public workshops, city-wide exhibits, youth participation, and tourist engagement. Emphasize the importance of researching, writing, and publishing local history. Incorporate findings into social media, websites, radio shows, tours, and local curriculum so the conversation continues. Present in different languages.
    • 5A-ii. Integrate art into the story telling aspect of historic preservation. Work with local artists to develop mobile public art projects that solicit ideas from adults and youth throughout the city. Coordinate a way to showcase the findings, both online and at local events.
    • 5A-iii. Sponsor a historic preservation booth at local events with brochures, educational graphics, and resources. City staff, neighborhood ambassadors, and volunteers can explain the benefits of preservation and gather input about priorities, concerns, and personal experiences.
• OBJECTIVE 5B: ENSURE AN ACTIVELY INCLUSIVE ENGAGEMENT PROCESS.
  • STRATEGIES:
    • 5B-i. Reach out to local underrepresented groups to gather additional information about buildings, places, or events that should be part of Madison’s story. Identify resources that can help to explain the history and cultural significance of underrepresented groups – Native Americans, African Americans, Latinos, Hmong, LGBTQ, and women. Include underrepresented members on review committees and outreach programs.
    • 5B-ii. Expand the neighborhood/trusted advocate ambassadors program to include historic preservation. Work with current ambassadors and identify new ambassadors who can reach out to local neighborhood groups, attend neighborhood events, and create opportunities for engagement. The program should provide ambassadors with materials that explain the benefits and value of historic preservation, along with a couple successful local projects.
    • 5B-iii. Utilize social media to announce events and engage the public on historic preservation practices, events, policies, and projects. Integrate project photos and people interacting in historic places to show active engagement of preservation in Madison. Post in different languages and engage groups active in historic preservation to share posts and announcements.

Goal 6: Educate the Public about Madison’s History and the Value and Benefits of Historic Preservation (page 46 – 48)

• OBJECTIVE 6A: EDUCATE VISITORS AND RESIDENTS OF ALL AGES ABOUT MADISON’S HISTORY.
  • STRATEGIES:
    • 6A-i. Create interactive websites, online articles, exhibits, and tours on the benefits of preservation. Develop digital and hardcopy resources with historic data, facts, and local success stories that can be circulated with tourism materials, local school programs, and at major public venues throughout the City. Include materials to reach the widest range of users in languages and abilities
    • 6A-ii. Digitize and create a website for the City’s historical collection, including local historic district and landmark applications and National Register of Historic Places nominations. This will make readily available information related to the city’s historic resources.
    • 6A-iii. Encourage the development of radio talk shows, podcasts, video, and other mediums that highlight stories about historic preservation. Inform and educate in different languages on a variety of topics to a broad audience.
    • 6A-iv. Coordinate with local educators to integrate historical activities into the curriculum at different age groups. Provide opportunities for site visits to a variety of historic preservation projects to show the different scales of projects, and have a list of guest speakers who can present at school events or in specific classes. Make resources and content available.
    • 6A-v. Provide a mechanism to amend or update existing landmark nominations and designations. Updates can reflect recent events or historical changes affecting the property’s historical significance since the original nomination.
    • 6A-vi. Develop and maintain an easy-to-find online instructional form for historic preservation actions and procedures. A clear and transparent process can reduce the number of calls to the planning department and encourage more participation in historic preservation projects.
• OBJECTIVE 6B: SUPPORT THE PUBLIC AND PROPERTY OWNERS BY INFORMING THEM ABOUT HISTORIC PRESERVATION BENEFITS, TECHNIQUES, EFFORTS, AND REQUIREMENTS.
  • STRATEGIES:
    • 6B-i. Develop a property owner handbook that highlights restoration strategies, materials, techniques, and regulations. Conduct outreach meetings to explain historic preservation techniques to property owners, provide hands-out tutorials, and post the handbook and tutorials online as possible.
    • 6B-ii. Create a technical page on the Historic Preservation website that has links to local and national historic preservation resources. Information posted should include funding, new technologies or materials, historic properties, historic preservation architects, contractors, and consultants, etc.
    • 6B-iii. Develop a training course for real estate and insurance professionals that highlights the City procedures and process for historic preservation projects. Coordinate between City staff, commissions, and local developers to develop a program that addresses the procedures, lessons learned, and best practices.
• OBJECTIVE 6C: RECOGNIZE AND PUBLICIZE SUCCESSFUL PRESERVATION PROJECTS.
  • STRATEGIES:
    • 6C-i. Establish events to showcase historic preservation. Examples could include “Rehabarama,” to highlight historic preservation investment in low to moderate income neighborhoods; quarterly Tour of Homes highlighting preservation and rehabilitation projects; and an Annual State of Historic Preservation address during National Historic Preservation Month in May.
    • 6C-ii. Develop an awards program that honors property owners for careful stewardship of historic properties and local historic preservation projects. The program can include a variety of projects scales from small retail adaptive reuse projects to large reuse projects. The program could be integrated with existing awards or a separate event and recognition.
• OBJECTIVE 6D: SHARE STORIES OF HISTORIC AND COMMUNITY PLACES THAT HAVE BEEN LOST OR ARE UNDER-RECOGNIZED.
  • STRATEGIES:
    • 6D-i. Create an online catalog and map of historic sites and buildings. Utilize the catalog to showcase the amount and different types of historic projects throughout the city. Include both existing sites and buildings that have been lost.
    • 6D-ii. Produce historic preservation social media sites. Develop sites where people can post photos and facts about lost buildings, or places people may not be familiar with, that were part of a significant historical event.

Chapter 4 – Implementation in “90% Draft Plan”

Priority Strategies (page 51-52)

• 1A-i. Place plaques at existing buildings and places, lost buildings, and cultural sites to identify significant historical events and locations.
• 1A-iii. Develop tourism marketing and branding materials that highlight historic attractions in the city.
• 1D-i. Coordinate an urban design program to visually promote City-owned historic buildings and places.
• 2A-i. Determine which types of buildings and places are underrepresented in the current historic resources inventory.
• 2C-ii. Develop a “Top 10 Historic Buildings and Places to Preserve” exhibit or program.
• 3A-i. Develop a database of properties that are eligible for historic tax credits.
• 3A-ii. Encourage adaptive reuse as an affordable housing option.
• 4A-ii. Develop a document that outlines the development proposal review process and criteria for historic properties to educate staff, departments, committees, and the public.
• 4D-iii. Prepare illustrated design guidelines for buildings and places within historic districts, including those outside period of significance.
• 4E-i. Consider properties with existing National Register of Historic Places designation and those identified through future survey work for local designation.
• 5A-i. Utilize a variety of tools, both digital and in-person, to gather and post information about Madison’s history, diversity, and culture.
• 5B-i. Reach out to local underrepresented groups to gather additional information about buildings, places, or events that should be part of Madison’s story.
• 5B-iii. Utilize social media to announce events and engage the public on historic preservation practices, events, policies, and projects.
• 6A-i. Create interactive websites, online articles, exhibits, and tours on the benefits of preservation.

Implementation charts

• See explanation and charts pages 52-59 which include timeframe, cost estimate and potential partners.

APPENDIXES in “90% Draft Plan”

Appendix A – Strategy for future survey work summary (page 61-71) and is primarily maps

Appendix B – Current Preservation Activities (page 73 – 77)

Appendix C – Community Engagement (page 79-83)

Appendix D – Plans with Preservation Recommendations (page 85)