2

Volume 2 Strategies and Actions

2.6

Chapter 6 Cultural Resources Management and Historic Preservation

Overview

Goals		Policies for Decision Makers (Strategies)
Neighborhoods
1	Historic preservation initiatives are supported by a broad range of constituents who share a common vision	1.A. Create a community-based, comprehensive citywide preservation plan informed by a broad range of constituencies and interests 1.B. Ensure that historic preservation values and interests are coordinated with economic development groups, affordable housing developers and advocates, and ethnic and cultural groups 1.C. Enhance the guidelines for new construction so that they emphasize the role contemporary design can play in historic districts 1.D. Protect important cultural sites, activities, and traditions
2	Historic preservation initiatives support and invigorate neighborhood regeneration	2.A. Support and expand cultural heritage destinations in less-traveled areas of the city and expand visitor access to these sites 2.B. Support and promote preservation-based economic development in historic areas 2.C. Foster relationships with neighborhood-based housing and community development initiatives to stimulate preservation as part of overall neighborhood revitalization.
3	New Orleans is a model of “green,” sustainable and resilient historic preservation	3.A. Develop a “Resilient Renovation” pilot project to minimize perceived conflicts between stormwater management/flood mitigation and historic preservation 3.B. Develop clear and focused preservation strategies and a pattern book that illustrates solutions for maintaining historic and pedestrian friendly character while meeting the requirements for the ADA as well as elevated Base Flood Elevation Maps
4	Acquiring and renovating an historic structure is feasible and affordable for a broad range of property owners and investors	4.A. Provide accessible, user-friendly information and resources on preservation of historic structures 4.B. Support workforce development initiatives in traditional crafts that support preservation such as traditional construction and artisan trades 4.C. Provide rehabilitation assistance for low-income owners of historic properties
5	Historic preservation information and administration is enhanced	5.A. Expand communications and information sharing with agencies and the public

Introduction

fact sheet

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Historic Districts

What Does It Mean?

WHAT DOES IT MEAN TO BE ON THE NATIONAL REGISTER OF HISTORIC PLACES?

• 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 tax credits for a portion of qualifying renovations for income-producing properties and for owner-occupied properties.

WHAT DOES IT MEAN TO BE IN A LOCAL HISTORIC DISTRICT?

 

• Local historic district designation does not affect the usage or zoning of any property.
• Work to the exterior visible from the public way is regulated for properties in local districts. All exterior work to local landmarks are regulated.
• Owners must fle 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. 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 benefts 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 and VCC also provide free reference materials on the HDLC and VCC rules and regulations and guidelines for new construction.
   

Historic Districts

• An historic district is a defined, geographical area designated for its cultural, social, economic, political and/or architectural significance.

• In New Orleans there are 26 historic districts and over 140 sites on the National Register, and 14 that are locally-designated). Their boundaries often overlap. The Vieux Carré has been designated as a National Historic Landmark. In addition, several especially noteworthy buildings within the District have been individually designated as National Historic Landmarks. The 1921 Louisiana Constitution was amended in 1936 (Article XIV, Section 22A)to specifically address the preserv

• The 1921 Louisiana Constitution was amended (Article XIV, Section 22A) authorizing what was then known as the Commission Council of the City of New Orleans to create the Vieux Carré Commission.  This commission was charged with preserving buildings within the Vieux Carré deemed to have architectural and historical value “for the benefit of the people of the City of New Orleans and the State of Louisiana”.  The amendment declared that this preservation was a “public purpose” so that the “quaint and distinctive character of the Vieux Carré…may not be injuriously affected, and in order that the value to the community of those buildings…may not be impaired, and in order that a reasonable degree of control may be exercised over the architecture of private and semi-public buildings erected on or abutting the public streets of said Vieux Carré section…”  The amendment went on to require that plans for new buildings and “alterations or additions to any existing building, any portion of which is to front on any public street in the Vieux Carré” be reviewed and approved by this commission.

• 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, Carré, 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 Carré Commission

  • Local Historic Districts include Algiers Point, Bywater, Canal Street, Esplanade Ridge, Faubourg Marigny, Lafayette Square, Lower Garden District, Picayune Place, St, Charles Avenue, Tremé, Vieux Carré (state-designated historic district), and the Warehouse District.

• ​There are over 400 designated or nominated local landmarks.

Historic Sites

 

• 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.

 

• 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 University, the St. Charles streetcar line, and one steamboat.

 

 

Tout Ensemble

• The  Code of the City of New Orleans, Section 166-151 defines  the concept as follows:

Tout ensemble means the historic character and ambience, characterized by quaint, historic or distinctive architectural styles; landscaped patios, courtyards, public alleys and squares; interesting and diverse retail shopping stores and shops; pleasing and proportionately scaled streetscapes; buildings attractive to and compatible with pedestrian activity; use and presence of indigenous building materials and flora; and diverse peoples, cultural attractions and facilities.

• According to the Design Guidelines for the Vieux Carré Historic District,  “In its regulation of the Vieux Carré, the VCC’s jurisdiction is limited to proposed exterior changes to a property including the rooftop, interior of a courtyard, alleyway and/or carriageway.  However, to preserve the  tout ensemble, the Commission has the responsibility to comment on, or raise concerns regarding, any issue not specifically under its regulatory authority that has the potential to jeopardize the built environment.  Examples include comment on sidewalk materials, cellular telephone tower placement or the potential effects of vibrations of tour buses or trucks.”

Cultural Resources

Cultural Resources are defined as the physical things and places such as historic archaeological, architectural, and historical interests as well as historic musical and artistic traditions and other social institutions and community cultural amenities.

These traditions and amenities include musical traditions, street performers, craft-makers, traditional culture bearers, 2nd-line vendors, Mardi Gras Indians, and the venues and small-business owners that support them.

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Findings

• New Orleans’ rich heritage is well known throughout the nation and the world and is 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, industrial buildings, cemeteries, cultural landmarks, steamships and streetcars.
• New Orleans’ cultural heritage, in addition to the built environment includes unique varieties of music, cuisine, festivals, and visual and performing arts.
• 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.

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Challenges

• Linking preservation of historic buildings and neighborhoods to cultural preservation in order to broaden the constituency for historic preservation.
• Raising awareness about the role historic preservation plays in 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, and bureaucratic.
• 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.
• Recognizing that a balance must be struck between the needs of the residents of historic districts with those of a thriving tourist industry without damaging the delicate historic infrastructure.  

Acronyms

To aid in reading this section, below is a list of acronyms used within the text:

AIA	American Institute of Architects	NCDAC	Neighborhood Conservation District Advisory Committee
CAO	Chief Administrative Officer Central business district	NORA	New Orleans Redevelopment Authority
CPC	City Planning Commission	OFICD	Office of Facilities, Infrastructure, and Community Development
CBD	Central Business District	PRC	Preservation Resource Center United States Green
FEMA	Federal Emergency Management Agency	USBGC	United States Green Building Council
HDLC	Historic District Landmarks Commission	VCC	Vieux Carré Commission

 

EQUITY

New Orleans is one of America’s first multi-cultural cities, richly influenced from the presence of native and global traditions and peoples. As New Orleans passes its 300 year milestone, the principle of Equity lives through the inclusive recognition of these contributions to our lives and the opportunity to identify and elevate the history of our citizens who made this city the amazing place that the world flocks to see. Our approaches to preservation, conservation and restoration must incorporate the buildings, art, music, dance, and oral traditions that reflect all of our citizens’ contributions, and must preserve the residency of longtime neighbors and culture-bearers throughout historic neighborhoods.

 

RESILIENCE

New Orleans enjoys an unusual condition where it is emblematic of a rich architectural history as well as a geographic location that has historically subjected it to the shocks and impacts that confirm the community’s devotion to this place. There are many lessons in resilience to be learned from the buildings that have survived the tests of historic storms and floods, including the means and methods of construction and the wise placement of many of our oldest structures along the city’s natural levee at the Mississippi River. In addition to learning resilience from New Orleans’s history, part of resiliency’s mission in this place will be to “prepare our past for its future.

New Orleans resilience strategy should include the retrofitting, restoration, and protection of historic sites and districts in recognition of their importance as unique residential sites and neighborhoods that attest to the authenticity of the city.  They also bring value as economic drivers behind the tourism economy and as cultural touchstones that enhance social resilience.

A Introduction

I

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 July 2016, New Orleans had over 140 landmarks and 26 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 National Historic Landmark as well as a state-designated historic district under the jurisdiction of the Vieux Carré Commission, while the Historic District Landmarks Commission has jurisdiction over 14 locally-designated historic districts . As of 2016, there are 288 designated or nominated local historic landmarks. Buildings in the Vieux Carré 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 ficance 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.

 

B 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.

Summary

Summary

Next Five Years 2016-2021
2016-2021

Medium Term
2022-2026

Long Term
2027-2035

Goal	Strategy	Actions
		How	Who	When	Resources
1. Historic preservation initiatives are supported by a broad range of constituents who share a common vision	1.A. Create a community-based, comprehensive citywide preservation plan informed by a broad range of constituencies and interests	1. Convene a Preservation Plan Committee comprised of leaders from preservation, development, business, housing, neighborhood associations, historic districts and city planning and reflecting racial diversity.	HDLC, VCC	First five years	Staff time
		2. Develop the plan with the advice of the committee and a public participation process	HDLC, VCC, Committee and partners	First five years	Grants
		3. Provide recognition for all publicly owned or utility owned historic properties, sites and structures, that contribute to the tout-ensemble of the City though are not under City jurisdiction. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction	.	.	.
		4. Historic properties and assets that are publicly owned shall be properly maintained so as to ensure protection of the historic resources. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction	Property Management	Ongoing	General Fund
		5. Ensure proper preservation, maintenance, management and operation of New Orleans public cemeteries	Property Management	Ongoing	General Fund
		6. Give operational priority by all City agencies to protect and preserve historic architecturally significant properties, to minimize or eliminate adverse impacts and embrace and inculcate such protection as an important and indispensable part of all agency operations	City departments	Ongoing	.
		7. Explore options to prevent or delay demolition to ensure the viability of proposed development plans	Preservation Plan Committee	First five years	.
	1.B. Ensure that historic preservation values and interests are coordinated with economic development groups, affordable housing developers and advocates, and ethnic and cultural groups	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 the city’s competitiveness as a place to live, visit, invest, and do business	HDLC; VCC; HANO; Housing NOLA; public-private economic development partnership	First five years	Staff time
	1.C. Enhance the guidelines for new construction so that they emphasize the role contemporary design can play in historic districts	1. Work with the local American Institute of Archi- tects chapter to convene a committee of architects and preservationists to enhance the guidelines for contemporary design in historic areas.	HDLC;VCC; AIA-New Orleans; PRC; National Trust	Medium-term	Staff time; volunteers
		2. Educate New Orleanians about the nature of Architecture as a continuum	HDLC; VCC; AIA-New Orleans; PRC; National Trust	Medium-term	Staff time; volunteers
	1.D. Protect important cultural sites, activities, and traditions	1. A comprehensive survey of existing musically, historically, and spiritually important cultural sites should be completed, and site should become eligible for protection	Cultural community; Universities; CPC	First five years	Staff time; volunteer; grants; non-profits
		2. Allow historic music venues to be reestablished at sites where such former use is identified	CPC	First five years	Staff time
		3. A grant program for sound proofing businesses, similar to a façade grant program, should be developed and implemented, with an emphasis on music venues and barrooms	Office of Cultural Economy:, NOLA Business Alliance	First five years	Staff time
		4. Encourage businesses and facilities that promote New Orleans culture through music, entertainment, dance, art, oral traditions	Office of Cultural Economy; NOLA Business Alliance; CPC	First five years	Staff time
2. Historic preservation initiatives support and invigorate neighborhood regeneration	2.A. Support and expand cultural heritage destinations in less-traveled areas of the city and expand visitor access to these sites	1. Convene a Heritage Tourism Task Force	Tourism organizations; HDLC	First five years	Staff time
		2. Develop resource materials on heritage tourism for visitors	Tourism organizations	First five years	Tourism marketing funds; grants
		3. Capitalize on the Tricentennial to market heritage tourism	Tourism organizations	Short-term	Tourism marketing funds
	2.B. Support and promote preservation-based economic development in historic areas	1. Facilitate city or corporate support for Main Streets and Cultural Districts	OFICD, VCC	Medium-term	Housing Office Funds; foundations
		2. Offer incentives for projects that also support locally-based economic development	HDLC,VCC, Economic Development	Medium-term	Staff time
	2.C. Foster relationships with neighborhood-based housing and community development initiatives to stimulate preservation as part of overall neighborhood revitalization.	1. Empower neighborhoods to identify and prioritize code enforcement activities	Code Enforcement, IT	First five years	Staff times; Volunteers
		2. Provide funds from federal programs to rehab historic homes	OFICD	First five years	Housing Office Funds; HOME
		3. Consider design guidelines for areas not regulated by the HDLC	CPC; HDLC	First five years	Staff time
		4. Encourage adaptive reuse of existing historic structures that contribute to overall neighborhood character and quality of life.	CPC; HDLC; CAO; Mayor and Council	Medium-term	CZO rewrite; staff time
		5. Conduct cost-benefit analysis of adaptive reuse alternatives to new construction when siting city-owned facilities	HDLC; VCC; Capital Projects	Medium-term	Staff time; volunteers; additional permanent staff
		6. Consider ways to address economic impacts of historic preservation to ensure that both affordability and preservation goals can be achieved simultaneously, such as leveraging available financial incentives, supporting a funding mechanism to provide financial support to low-income homeowners to comply with historic regulations, and maintaining design guidelines that allow for historic design to be achieved at a lower cost	Housing Organizations; HDLC	First five years	Staff time
3. New Orleans is a model of “green,” sustainable and resilient historic preservation	3.A. Develop a “Resilient Renovation” pilot project to minimize perceived conflicts between stormwater management/flood mitigation and historic preservation	1. Form a committee to create a framework for a sustainable preservation program and funding request, and to advise as to appropriate use of green infrastructure for flood mitigation in historic areas	HDLC, VCC; USGBC; AIA; SHPO; NCPTT; FEMA; NPS; non-profits; other appropriate groups	First five years	Staff time; volunteer; grants
		2. Support and promote deconstruction as an alternative to demolition	NCDAC; HDLC	First five years	Staff time
		3. Encourage the preservation, re-installation and re-use of historic building materials on public property, such as granite curbs and ballast brick streets, and develop rules for protection of same by public entities and private contractors	Capital Projects, DPW	First five years	Staff time
	3.B. Develop clear and focused preservation strategies and a pattern book that illustrates solutions for maintaining historic and pedestrian friendly character while meeting the requirements for the ADA as well as elevated Base Flood Elevation Maps	1. Form a committee to develop appropriate solutions, research solutions used in other cities, and publish an illustrated pattern book	HDLC; AIA; other appropriate groups	First five years	Staff time; volunteers; grants
4. Acquiring and renovating an historic structure is feasible and affordable for a broad range of property owners and investors	4.A. Provide accessible, user-friendly information and resources on preservation of historic structures	1. Create a “one-stop shop” for historic rehabilitation resources	HDLC; PRC	Medium-term	Grants; staff time
		2. Ensure that building materials and components are appropriate for historic renovation are accessible and affordable. Survey and codify elements of our historic architecture to be used in conjunction with Design Guidelines currently available. This should include recommended proportions and details of buildings and building elements	HDLC; VCC; PRC; building materials retailers	Medium-term	Staff time
	4.B. Support workforce development initiatives in traditional crafts that support preservation such as traditional construction and artisan trades	1. Work with Delgado Community College and other providers	HDLC; PRC, AIA, Homebuilders Association	Medium-term	Staff time; volunteers
	4.C. Provide rehabilitation assistance for low-income owners of historic properties	1. Provide rehabilitation assistance for low-income owners of historic properties	PRC; Non Profits	Ongoing	Grants; fund raising; volunteers
5. Historic preservation information and administration is enhanced	5.A. Expand communications and information sharing with agencies and the public	1. Develop new and more visible public notice methods to increase awareness of permitting requirements within districts	HDLC	First five years	Staff time
		2. Continue to provide as much information as possible on the HDLC and VCC web site	HDLC; VCC	First five years	Staff time
		3. Place improved and expanded interpretive signage at landmarks, historic structures, monuments, parks, and other historic points of interest	HDLC, VCC, Non-Profits	First five years	Staff time, donations

Getting Started 

These items are short-term actions that can be undertaken with relatively little expenditure and will help lay the groundwork for the longer-term 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. 

Narrative 

Below is a more detailed narrative of the various goals, strategies and actions highlighted in the “Summary” chart. 
 

2.6.1 Historic preservation initiatives are supported by a broad range of constituents who share a common vision

2.6.1.A 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 21st 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 community-based, 21st 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 community 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. 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 commercial 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 commercial corridor revitalization.
• Adapting cost-conscious rehabilitation materials and practices for application in historic districts.
• Continue to engage the African American and Vietnamese communities in dialogue about historic sites and areas that are linked to their history.

Expanding the FEMA survey to all historic neighborhoods with a complete and thorough parcel- by-parcel survey of New Orleans’ historic buildings is a worthy goal over the long term. This plan should take a strategic 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.1

The plan should develop preservation tools for areas not regulated by the HDLC.  The plan should identify periods of significance for more recent areas and establish a timeline for their evaluation as possible HDLC districts.  A more strategic approach to design review may be more appropriate in Holy Cross and areas with similar economic and market pro fi les. 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 or demolition. 

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

2.6.1.A.1 Convene a Preservation Plan Committee comprised of leaders from preservation, development, business, housing, neighborhood associations, historic districts and city planning and reflecting racial diversity.

• Who: HDLC, VCC
• When: First five years
• Resources: Staff time

Working with the HDLC and VCC, 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.

2.6.1.A.2 Develop the plan with the advice of the committee and a public participation process

• Who: HDLC, VCC, Committee and partners
• When: First five years
• Resources: Grants

2.6.1.A.3 Provide recognition for all publicly owned or utility owned historic properties, sites and structures, that contribute to the tout-ensemble of the City though are not under City jurisdiction. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction

• Who: .
• When: .
• Resources: .

Said properties or structures to include but not limited to historic buildings, cemeteries, and memorials; inventory all such properties and structures, and identify National Register eligible properties or structures.

2.6.1.A.4 Historic properties and assets that are publicly owned shall be properly maintained so as to ensure protection of the historic resources. However, the City cannot exercise regulatory authority over infrastructure not legally within its jurisdiction

• Who: Property Management
• When: Ongoing
• Resources: General Fund

Historic properties and assets that are publicly owned shall be properly maintained so as to ensure protection of the historic resources, including retention of historic fabric and design, and shall be managed so as to enhance public access to and appreciation of these assets. The city shall protect historic resources and identify adaptive uses and potential funding sources for restoration, use protective techniques and preservation best practices and seek compliance by all public agencies with proper and compatible design and renovation guidelines.

2.6.1.A.5 Ensure proper preservation, maintenance, management and operation of New Orleans public cemeteries

• Who: Property Management
• When: Ongoing
• Resources: General Fund

2.6.1.A.6 Give operational priority by all City agencies to protect and preserve historic architecturally significant properties, to minimize or eliminate adverse impacts and embrace and inculcate such protection as an important and indispensable part of all agency operations

• Who: City departments
• When: Ongoing
• Resources: .

2.6.1.A.7 Explore options to prevent or delay demolition to ensure the viability of proposed development plans

• Who: Preservation Plan Committee
• When: First five years
• Resources: .

2.6.1.B 1.B. Ensure that historic preservation values and interests are coordinated with economic development groups, affordable housing developers and advocates, 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 (see Volume 2, chapter 9 and Volume 3, 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

2.6.1.B.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 the city’s competitiveness as a place to live, visit, invest, and do business

• Who: HDLC; VCC; HANO; Housing NOLA; public-private economic development partnership
• 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 continue to work with historic preservation interests in developing tourism, business attraction, workforce attraction, downtown development, and other economic development initiatives. Similarly, redevelopment efforts led 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 continue to be marketed to the fi lm and media industries. Images of New Orleans in media such as TV and fi lm 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.

 

2.6.1.C 1.C. Enhance the guidelines for new construction so that they emphasize the role contemporary design can play in historic districts

Recommended Actions

2.6.1.C.1 Work with the local American Institute of Archi- tects chapter to convene a committee of architects and preservationists to enhance the guidelines for contemporary design in historic areas.

• Who: HDLC;VCC; AIA-New Orleans; PRC; National Trust
• When: Medium-term
• Resources: Staff time; volunteers

2.6.1.C.2 Educate New Orleanians about the nature of Architecture as a continuum

• Who: HDLC; VCC; AIA-New Orleans; PRC; National Trust
• When: Medium-term
• Resources: Staff time; volunteers

2.6.1.D 1.D. Protect important cultural sites, activities, and traditions

Many of New Orleans most important cultural sites still extant are in danger of being lost. These may take the form of crumbling buildings, such as the Karanofsky Tailor shop, the loss of neighborhood music venues, or the displacement of musicians and culture bearers themselves. If New Orleans does not take action quickly, much of this damage and loss may become irreversible.

Because of the prominent role culture plays in the identity of the City and its citizens, New Orleans has a unique opportunity to create a groundbreaking cultural preservation program, focused on not only protecting historic sites, but also providing space for living culture to grow and develop. The following initiatives will begin this process.

Recommended Actions

2.6.1.D.1 A comprehensive survey of existing musically, historically, and spiritually important cultural sites should be completed, and site should become eligible for protection

• Who: Cultural community; Universities; CPC
• When: First five years
• Resources: Staff time; volunteer; grants; non-profits

Protection of existing cultural sites has been haphazard at best, and many continue to be lost, most recently Club Desire in the Upper 9th Ward. A community led survey must be undertaken to examine which sites remain, as well as their current status and threat level. Once sites are identified, the appropriate steps for preservation can be undertaken.

2.6.1.D.2 Allow historic music venues to be reestablished at sites where such former use is identified

• Who: CPC
• When: First five years
• Resources: Staff time

The vast majority of New Orleans’ neighborhood music venues and performance spaces are non-conforming uses and in constant danger of permanently losing their ability to have live entertainment. If one of these bars or venues was to close for more than 6 months, they would no longer be able to host live music, no matter how long they had done so previously. In order to preserve the location as an important cultural space, venues and barrooms that can prove a history of hosting live entertainment should be able to be reestablished as music venues. 

2.6.1.D.3 A grant program for sound proofing businesses, similar to a façade grant program, should be developed and implemented, with an emphasis on music venues and barrooms

• Who: Office of Cultural Economy:, NOLA Business Alliance
• When: First five years
• Resources: Staff time

The most common complaint/point of opposition to live music venues is potential or actual excessive sound. This problem is especially acute in neighborhoods where the buildings are old and in close proximity. To mitigate this, the City should develop a grant program that would allow small, locally owned cultural businesses access to sound proofing. This could be carried out in a process similar to façade improvement grants, and within a few years, because of the finite number of cultural business, virtually all located in historic neighborhoods could be soundproofed.

2.6.1.D.4 Encourage businesses and facilities that promote New Orleans culture through music, entertainment, dance, art, oral traditions

• Who: Office of Cultural Economy; NOLA Business Alliance; CPC
• When: First five years
• Resources: Staff time

Explore the fee structure for live entertainment venues, and create a user friendly guide. In addition, live entertainment venues that charge a cover should not have to pay a higher fee than those that offer ‘free’ entertainment, as that creates a disincentive to pay performers a fair wage, and devalues their work and product.

2.6.2 Historic preservation initiatives support and invigorate neighborhood regeneration

2.6.2.A 2.A. Support and expand 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 spending more money than other visitor market segments (an average of $623 a day verses $430 in 2003). New Orleans contains a wealth of potential heritage tourism sites beyond current popular tourism destinations. The national Main Streets program established by the National Trust for Historic Preservation provides support for the revitalization of historic, neighborhood-scale commercial areas. The city has six designated Main Streets which, along with the 19 Cultural Districts, promote 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. Chicago² and Philadelphia³ 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.

Recommended Actions

2.6.2.A.1 Convene a Heritage Tourism Task Force

• Who: Tourism organizations; HDLC
• When: First five years
• Resources: Staff time

The city’s tourism marketing organizations or the proposed economic development public-private partnerships should convene a task force on heritage tourism to de fi ne 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.

Develop a quality approach to cultural tourism. According to the National Trust for Historic Preservation there are five principles for successful and sustainable heritage tourism:

• Collaborate:

  • “Successful cultural heritage tourism programs bring together partners who may not have worked together in the past… Its success depends on the active participation of political leaders, operators of tourist sites, artists and craftspeople, hotel/motel operators and many other people and groups…Regional partnerships are also useful to cultural heritage tourism efforts.  Cooperating in a regional arrangement lets you develop regional themes, pool resources, save money and expand your marketing potential.”

• Find the Fit:
  • “Balancing the needs of residents and visitors is important to ensure that cultural heritage tourism benefits everyone.It is important to understand the kind and amount of tourism that your community can handle. Programs that succeed have widespread local acceptance and meet recognized local needs…Base your cultural heritage tourism program on what is appropriate and sustainable for your area:

    • How will tourism revenues improve life in your area and affect services such as fire and police protection?

      • What is the maximum number of cars or buses your area can handle?On roads?Parking lots?

      • Can you accommodate group tours?

      • Can you accommodate visitors with disabilities or special needs?”

• Make Sites and Programs Come Alive:

  • “The human drama of history is what visitors want to discover…Interpreting sites is important, and so is making the message creative and exciting.”

• Focus on Quality and Authenticity:

  • Quality is an essential ingredient for all cultural heritage tourism, and authenticity is critical whenever heritage or history is involved…The true story is the one worth telling.  The story of the authentic contributions previous generations have made to the history and culture of where you live is the one that will interest visitors, because that is what distinguishes your area from every other place on earth.  It’s authenticity that adds real value and appeal.”

• Preserve and Protect:

  • “A community’s cultural, historic and natural resources are valuable and often irreplaceable…(W)hen your historic and cultural assets are at the heart of your plans to develop tourism, it’s essential to protect them for the long term…The preservation and perpetuation of traditions is important to telling the story of the people who settled the land.  By protecting the buildings, landscape or special places and qualities that attract visitors, you safeguard the future.”

     

2.6.2.A.2 Develop resource materials on heritage tourism for visitors

• Who: Tourism organizations
• 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 fi ve 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.

2.6.2.A.3 Capitalize on the Tricentennial to market heritage tourism

• Who: Tourism organizations
• When: Short-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.

2.6.2.B 2.B. 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 historic preservation and economic development at the 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. 

                       

Recommended Actions

2.6.2.B.1 Facilitate city or corporate support for Main Streets and Cultural Districts

• Who: OFICD, VCC
• When: Medium-term
• Resources: Housing Office Funds; foundations

2.6.2.B.2 Offer incentives for projects that also support locally-based economic development

• Who: HDLC,VCC, Economic Development
• When: Medium-term
• Resources: Staff time

2.6.2.C 2.C. 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

2.6.2.C.1 Empower neighborhoods to identify and prioritize code enforcement activities

• Who: Code Enforcement, IT
• When: First five years
• Resources: Staff times; Volunteers

IT would develop a web based mapping portal to assist neighborhoods with this work.

2.6.2.C.2 Provide funds from federal programs to rehab historic homes

• Who: OFICD
• When: First five years
• Resources: Housing Office Funds; HOME

A portion of HOME funds for rehabilitation of housing for low- and moderate-income renters and homeowners could be earmarked for historic properties.

2.6.2.C.3 Consider design guidelines for areas not regulated by the HDLC

• 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.

 

2.6.2.C.4 Encourage adaptive reuse of existing historic structures that contribute to overall neighborhood character and quality of life.

• Who: CPC; HDLC; CAO; Mayor and 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, corner 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. 

2.6.2.C.5 Conduct cost-benefit analysis of adaptive reuse alternatives to new construction when siting city-owned facilities

• Who: HDLC; VCC; Capital Projects
• When: Medium-term
• Resources: Staff time; volunteers; additional permanent staff

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).

2.6.2.C.6 Consider ways to address economic impacts of historic preservation to ensure that both affordability and preservation goals can be achieved simultaneously, such as leveraging available financial incentives, supporting a funding mechanism to provide financial support to low-income homeowners to comply with historic regulations, and maintaining design guidelines that allow for historic design to be achieved at a lower cost

• Who: Housing Organizations; HDLC
• When: First five years
• Resources: Staff time

2.6.3 New Orleans is a model of “green,” sustainable and resilient historic preservation

2.6.3.A 3.A. Develop a “Resilient Renovation” pilot project to minimize perceived conflicts between stormwater management/flood mitigation and historic preservation

New Orleans’ resilience strategy should include the retrofitting, restoration, and protection of historic sites and districts. According to the U.S. Environmental Protection Agency, the construction industry produced 6 percent of total U.S. industrial greenhouse gas emissions in 2002 (the most recent year of analysis).⁴  Historic preservation is therefore an important component of carbon emissions reduction in the United States. Additionally, historic structures in New Orleans tend to be well-adapted to New Orleans’ ecology, making them inherently energy-efficient: Many are raised above the floodplain, and vernacular architectural features like the shotgun floor plan and elongated windows that characterize many historic New Orleans homes facilitate cross-breezes that decrease reliance on air conditioning. Even so, historic structures and neighborhoods may be vulnerable to the more intense storms and higher average temperatures associated with climate change, necessitating appropriate retrofits.

The Preservation Resource Center has exemplified the potential “win-win” of working within the intersection between historic preservation and environmental sustainability in its “green” renovations of many historic homes.⁵

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. In New Orleans, sustainable preservation should encompass on-site water management and green infrastructure because energy savings result from decreased reliance on pumped drainage and improved water management may protect historic fabric from excess moisture and related damage. To avoid perceived incompatibility between preservation standards and the city’s resilience goals, 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, Greater New Orleans Water Collaborative, the State Historic Preservation Office, National Trust for Historic Preservation, FEMA, the National Center for Preservation Training and Technology and other groups to establish guidelines for appropriate resilience retrofits in historic settings. These guidelines should address energy efficiency, on-site water management, elevation and related issues.

 

Recommended Actions

2.6.3.A.1 Form a committee to create a framework for a sustainable preservation program and funding request, and to advise as to appropriate use of green infrastructure for flood mitigation in historic areas

• Who: HDLC, VCC; USGBC; AIA; SHPO; NCPTT; FEMA; NPS; non-profits; other appropriate groups
• When: First five years
• Resources: Staff time; volunteer; grants

The program should include a plan to develop integration of green features and resilience measures 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 familiar with best practices and incentive programs, and should make recommendations within 12 months of forming. The program should minimize perceived conflicts between stormwater management/flood mitigation and historic preservation by identifying best practices that protect historic resources from flooding while applying the standards of the Louisiana State Historic Preservation Office for eligibility for tax and other incentives. An advisory committee comprised of representatives of preservation nonprofits, the State Historic Preservation Office, FEMA and the National Park Service’s National Center for Preservation Training and Technology and identified local government entities shall be formed to advise as to appropriate use of green infrastructure for flood mitigation in historic settings and to provide guidance and disseminate information as to the appropriate elevation of historic structures and design considerations for such elevation, as well as available alternatives to elevation.

2.6.3.A.2 Support and promote deconstruction as an alternative to demolition

• Who: NCDAC; HDLC
• When: First five years
• Resources: Staff time

Retain and repurpose historic fabric such as lumber, millwork, granite, etc., which materials should be part of the city’s comprehensive preservation plan. Deconstruction saves between 45 and 70 percent of the materials in a building for reuse as components of other structures.⁶ NCDAC 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 12  Adapt to Thrive

2.6.3.A.3 Encourage the preservation, re-installation and re-use of historic building materials on public property, such as granite curbs and ballast brick streets, and develop rules for protection of same by public entities and private contractors

• Who: Capital Projects, DPW
• When: First five years
• Resources: Staff time

2.6.3.B 3.B. Develop clear and focused preservation strategies and a pattern book that illustrates solutions for maintaining historic and pedestrian friendly character while meeting the requirements for the ADA as well as elevated Base Flood Elevation Maps

Recommended Actions

2.6.3.B.1 Form a committee to develop appropriate solutions, research solutions used in other cities, and publish an illustrated pattern book

• Who: HDLC; AIA; other appropriate groups
• When: First five years
• Resources: Staff time; volunteers; grants

    4. U.S. Environmental Protection Agency (U.S.EPA). Quantifying Greenhouse Gas Emissions in Key Industrial Sectors. Sector Strategies Division, May

    5. www.prcno.org

 

2.6.4 Acquiring and renovating an historic structure is feasible and affordable for a broad range of property owners and investors

2.6.4.A 4.A. Provide accessible, user-friendly information and resources on preservation 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

2.6.4.A.1 Create a “one-stop shop” for historic rehabilitation resources

• Who: HDLC; PRC
• When: Medium-term
• Resources: Grants; staff time

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).

2.6.4.A.2 Ensure that building materials and components are appropriate for historic renovation are accessible and affordable. Survey and codify elements of our historic architecture to be used in conjunction with Design Guidelines currently available. This should include recommended proportions and details of buildings and building elements

• Who: HDLC; VCC; PRC; 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.

 

6. The Green Project: http://www.thegreenproject.org/what_we_do.php

2.6.4.B 4.B. 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

2.6.4.B.1 Work with Delgado Community College and other providers

• Who: HDLC; PRC, AIA, Homebuilders Association
• When: Medium-term
• Resources: Staff time; volunteers

2.6.4.C 4.C. Provide rehabilitation assistance for low-income owners of historic properties

Recommended Actions

2.6.4.C.1 Provide rehabilitation assistance for low-income owners of historic properties

• Who: PRC; Non Profits
• When: Ongoing
• Resources: Grants; fund raising; volunteers

2.6.5 Historic preservation information and administration is enhanced

2.6.5.A 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

2.6.5.A.1 Develop new and more visible public notice methods to increase awareness of permitting requirements within districts

• 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.

2.6.5.A.2 Continue to provide as much information as possible on the HDLC and VCC web site

• Who: HDLC; VCC
• When: First five years
• Resources: Staff time

2.6.5.A.3 Place improved and expanded interpretive signage at landmarks, historic structures, monuments, parks, and other historic points of interest

• Who: HDLC, VCC, Non-Profits
• When: First five years
• Resources: Staff time, donations

Use the occasion of the tri-centennial celebration to place improved and expanded interpretive signage at landmarks, historic structures, monuments, parks, and other historic points of interest with the goal of fostering appreciation for the city’s historic and cultural heritage. A commission, including representatives of academic institutions, preservationists, museums, the tourism industry and neighborhood associations, shall be formed for this purpose and charged with curating a series of historical markers and related materials, including websites, apps and brochures, seeking to broaden the narrative history of New Orleans in a factual, comprehensive and inclusive manner.