Dickens Victorian Village in Cambridge, Ohio is seeking a Project Coordinator to guide and promote Dickens Victorian Village as it continues to grow and prosper. Applicants should have education and/or experience in one or more of the following areas: public relations, marketing, or public administration. Good written and verbal communications skills are essential, as are time management skills and the ability to work independently. Salary based on qualifications and experience.
Send resumes to Dickens Victorian Village, P.O. Box 92, Cambridge, OH 43725.
To learn more about Dickens Victorian Village go to dickensvictorianvillage.com
Downtown Wellington, Inc.
Downtown Wellington, Inc. seeks an organized, dynamic, energetic visionary to lead our Downtown community as Executive Director. This candidate must be a self-starter with an entrepreneurial spirit and must be capable of functioning effectively in an independent environment.
The Executive Director is responsible for assisting in revitalizing Wellington’s central business district while preserving its historic character by implementing the National Main Street’s four point approach: Organization, Design, Promotions and Economic Restructuring, as its fundamental organizational framework. The Executive Director is the principal on-site staff person responsible for coordinating all program activities locally and representing the downtown and organization regionally, as appropriate. This position reports to the Downtown Wellington, Inc. Board of Directors.
Provide a letter of interest and resume to firstname.lastname@example.org no later than Friday, March 20. Must include professional references. Electronic resumes are preferred; however, you may also mail your resume to Downtown Wellington, Inc., P. O. Box 1, Wellington, OH 44090.
The Executive Director will:
- Be knowledgeable about the four-point Downtown approach to economic revitalization and serve as the visible contact person for Wellington’s Downtown Program.
- In conjunction with Downtown Wellington, Inc.’s Board of Directors, develop an annual Work Plan that includes strategies for downtown economic development through historic preservation and a calendar of events.
- Implement the goals of Work Plan by working directly with the community, spending a minimum of 5 hours per week “on the street”, getting to know the business owners and workers in the downtown, hearing their concerns and directing them to appropriate and available resources.
- Be familiar with individuals or groups directly or indirectly involved in the revitalization of Wellington; be in communication with them and be open to opportunities for collaboration.
- Direct efforts at business retention, expansion, and recruitment, including providing information, expertise, and appropriate referrals to business owners; marketing the Downtown Wellington, Inc. program to outside businesses, working with developers and business owners to enhance the quality of retail and commercial businesses and the quality of their retail/commercial space.
- Assist individual property owners with improvement projects when possible. Examples may include personal consultation or by obtaining and supervising professional design consultants; assist in locating appropriate contractors and materials.
- When possible, participate in construction oversight; provide advice and guidance on necessary financial mechanisms for physical improvements.
- Develop and maintain data systems to track the process and progress of Downtown Wellington, Inc. These systems should include economic monitoring, individual building files, thorough photographic documentation of all physical changes and information on job creation and business retention.
- Maintain a membership database and implement renewal invoicing. Maintain regular contact with existing members of Downtown Wellington, Inc. to foster support and appreciation; look to grow membership.
- Develop funding sources for expansion and development of Downtown Wellington, Inc. both individually and in collaboration with other organizations and entities.
- Through speaking engagements, media interviews, and presence at all program events, keep Downtown Wellington, Inc. highly visible in the community.
- Manage recruitment, evaluation, and retention of volunteers, including members of the committees.
- Organize and facilitate Downtown Wellington, Inc. Board of Directors and Committee meetings.
- Work with the Finance Committee to facilitate the maintenance of finances for Downtown Wellington, Inc. and report to the Board of Directors.
- Produce press releases, social media content, and other print or electronic materials to support and promote programs and events.
- Assist with writing, editing, and publishing informational and marketing brochures and flyers.
- Ensure that all print and electronic materials adhere to the standards of the Downtown Wellington, Inc. program.
- Assist with the preparation of necessary reports, summaries, and research projects, as assigned by the Downtown Board of Directors.
- Maintain and update the Downtown Wellington, Inc. website.
- Attend all Village Council meetings, Chamber of Commerce meetings, and other local meetings as appropriate to represent Downtown Wellington, Inc.; promote programs and activities; and look for opportunities for collaboration.
- Help build strong and productive working relationships with appropriate public agencies at the county and state levels.
Resource Management Responsibilities
The Executive Director supervises any necessary temporary or permanent employees, as well as professional managers. This position participates in personnel and project evaluations. The Executive Director maintains Downtown Wellington, Inc. records and reports, establishes technical resource files and libraries and prepares reports for the state Downtown program as needed. This position monitors the annual project budget and maintains financial records in cooperation with the organization’s Treasurer and any contracted bookkeeper.
The Executive Director should have education or experience in one or more of the following areas: marketing, economics, finance, public relations, design, journalism, planning, business administration, public administration, retailing, volunteer or nonprofit administration, or small business development. Successful candidates must be sensitive to design and preservation issues and must understand the issues confronting downtown business people, property owners, public agencies and community organizations.
The Executive Director is expected to be outgoing, energetic, imaginative, well-organized and capable of functioning independently. Must have excellent people skills.
Must have excellent written and verbal skills; public speaking experience is a plus.
Must have general computer skills and be proficient in word processing, spreadsheet, presentation, database management, and basic desktop publishing software.
Must have basic social media skills (Facebook, Twitter). Website management skills preferred.
Located at the intersection of State Routes 58 and 18 in southern Lorain County, Wellington, Ohio is approximately 42 miles southeast of downtown Cleveland. Incorporated in 1855, the village currently has a population of approximately 4,800. Wellington is home to the Lorain County Fair and the Spirit of ’76 Museum, dedicated to painter Archibald M. Willard, who is buried in the town’s Greenwood Cemetery, and the history of Wellington. In 2010, Wellington was named the “Best Old House Neighborhood” for the state of Ohio by This Old House magazine.
A Xenia newspaper recently reported on local efforts to list Xenia’s Carnegie Library in the National Register of Historic Places, an effort that has met with resistance from the owners of the building, the Greene County Commissioners. You can read the article here.
As you may know, National Register listing typically conveys a couple benefits on the owner of the listed building: a measure of pride and satisfaction at receiving recognition of the building’s historic status (typically for owners of residential properties), or access to redevelopment incentives (for owners of commercial rental property). National Register listing can also assist in efforts to preserve a historic building against unwanted federal intrusions, or when federal money is used (commonly referred to as the Section 106 process).
When it comes to National Register listing, there are only benefits, not restrictions. In fact, an owner can have his or her building listed one day, and tear it down the next day. We still occasionally hear the myth that National Register listing entails restrictions, when someone is protesting National Register listing (we got a little into NR myths and misinformation after Barb Powers excellent conference session here). And when it comes to redevelopment of historic buildings, we recommend National Register listing, even if the owner has no intention of investing in the building’s rehabilitation. A developer looking to rehabilitate a historic building has cleared an important hurdle when purchasing a building already listed in the National Register.
In a letter to the State Historic Preservation Office, the county administrator stated that the county commissioners didn’t see a benefit to listing, nor was he sure about the compatibility of an elevator within a historic space (his written comments, according to the article: All the history, does an elevator marry well with the history.)
The administrator goes on to state that while he understands there’s no barrier to demolition, once a building is listed, he doesn’t want the barrier (?) of National Register listing in place should the commissioners decide ultimately to demolish.
While the county commissioners, and administrator, don’t see the benefit of listing, I’d encourage them not to stand in the way of listing, especially when it’s been completed at no (or very minimal) cost to the county by volunteers. It can only improve the marketability of the building, when the commissioners do decide to sell.
Downtown Wilmington, a 501c-3 organization, is accepting applications for the position of Executive Director.
Downtown Wilmington is seeking an experienced, self-motivated person to lead and maintain a strong and aggressive downtown revitalization program. The Executive Director will coordinate, facilitate, promote, and advance the revitalization of a vibrant, economically viable downtown district. The Director will serve as a visionary, listener, and collaborator with various civic and professional constituents in the community, particularly downtown business owners.
We seek a Director that will adapt to the ever‐changing needs of Wilmington’s downtown district, implementing historic preservation ethics, encouraging cooperative efforts between individuals and groups to accomplish project goals. The Executive Director is responsible for being “the face” of Downtown Wilmington.
Applicants should have a college degree and/or equivalent experience in one or more of the following areas: historic preservation, planning, economic development, marketing, design, volunteer management, or business administration. The Director must be entrepreneurial, energetic, and well organized. Excellent verbal and written communication skills are essential. This is a full-time, high-profile position within the community and requires creative and technological skills, professionalism, and confidentiality.
Submit resume, cover letter, and three references by February 22, 2015 to Downtown Wilmington, c/o Search Committee, 44 W Main Street, Wilmington, OH 45177. Or submit electronically to email@example.com. Downtown Wilmington is an equal opportunity employer.
DETROIT SHOREWAY COMMUNITY DEVELOPMENT ORGANIZATION is hiring for the position of Economic Development Director.
ECONOMIC DEVELOPMENT DIRECTOR
REPORTS TO: Managing Director, Detroit Shoreway neighborhood office
SUMMARY OF POSITION DESCRIPTION
The Economic Development Director will be responsible for the overall economic development, coordination and implementation of commercial/retail district revitalization for Detroit Shoreway Community Development Organization (DSCDO). These responsibilities include recruiting and providing technical assistance to businesses, coordinating public improvements and governmental approvals in the commercial district, managing the Gordon Square Special Improvement District (GSAD-CIC) and support for marketing and special events. Bachelor’s degree is required.
COMPENSATION - Annual salary $40,000 to $50,000 commensurate with experience.
Jeffrey M. Ramsey
Detroit Shoreway Community Development Organization
3167 Fulton Road, Suite 303
Cleveland, OH 44109
Phone: (216) 961-9073 ext. 210
FAX: (216) 961-9387
Heritage Ohio is currently planning for our Annual Conference to be held in Columbus October 5-7, 2015. If you have a session that might be interesting to our audience of revitalization & preservation advocates and professionals link HERE for our proposal guidelines, proposals will be accepted through February 28.
We learn early on in the preservation field about the dangers of abrasive “cleaning” on old masonry. Heck, it’s even immortalized in the Secretary’s standards, saying, “Chemical or physical treatments, if appropriate, will be undertaken using the GENTLEST means possible (my emphasis). Treatments that cause damage to historic materials will not be used.” (What’s that? You’d like a refresher on the other 9 standards? OK, you can check ‘em out here.)
I like to refer to this as the sandblasting standard; in other words, don’t do it! When it comes to masonry, don’t blast it. Don’t blast with sand, water, walnut shells, ice pellets, or anything else that comes out of a heavy rubber hose at high pressure. Just don’t.
Sometimes I forget that not everyone who owns an old, historic masonry building has learned this important lesson, so I’m asking you today, dear reader, to help us get the message out. Let design review boards, preservation groups, owners of brick buildings, and anyone else who could benefit from the knowledge, know that blasting historic masonry is just plain bad.
Meanwhile, I’ll share with you my unfortunate experience I had the other day, and some signs that the masonry contractor is doing more harm than good to your building.
1. Fast paint removal
I’ve always thought of any construction project as having three pillars of output: time, price, and quality. Of course, every owner wishes to have the project done quickly, cheaply, and of high quality. But in this case, two out of three is perfection. You can’t have all three, so you have to decide which two you’re going to focus on (might I suggest high quality as one of the two).
This means that if you want something done quickly and to high quality, you’ll pay the price. If you want something done cheaply and to high quality, you can bet it will take a long time to get the project finished (if you can even pair up price and quality to begin with). And if you want something done quickly and cheaply, you’ll likely pay for it with a low quality job.
In this case, beware the contractor who offers “fast” paint removal from brick. The only way you’ll get fast paint removal from brick is at the cost of compromising the very integrity of your masonry. This is where blasting brick to remove paint comes in. Blasting brick is a great way to remove paint “fast.” What it does to the brick? Not so great.
2. Brick valleys
Masonry, even the old “soft” brick is a pretty smooth building material. It doesn’t have ridges and valleys, like what we see here, once the damage has been done.
When the hard outer shell of the brick has been removed, you’re left with a much softer interior. Soft interiors+freeze/thaw cycles=bad news. But, while the structural integrity of the brick has been compromised, at least the paint’s gone!
3. Nozzles and brick: up close and personal
Now, it’s not that we frown upon anything harsher than cotton balls dipped in warm water, delicately rubbed back in forth in a gentle, circular motion, to cure what ills your brick. It’s just that there’s this wide gulf of possibility between too gentle and too harsh. Yes, you can loosen flaking paint with water jets. But, you have to be careful that the pressure setting won’t harm your brick. You also have to be mindful that water, as the sworn enemy of historic buildings, will do bad things if it gets into the building. And, even a low setting too close to the wall can be bad for your brick. A high setting too close to the wall is more like fatal for your brick.
As preservationists, we should all savor the opportunities to educate people about the wonderful assets they have, and that the care and maintenance of elderly buildings is best left to restoration professionals.
Music Hall in Cincinnati was the big winner in the latest round of tax credit awards named yesterday. You can read more from ODSA’s press release here.
We left off with my promise to share what I found out about the 10% tax credit, and just what you could or couldn’t do with it when it comes residential rehabilitation.
I started by checking out Form 3468 from the IRS, the form you attach to your return (you can view a PDF of the form here). One definite advantage to the 10% credit is the fact that there’s no 3-part process involving the SHPO, the National Park Service, the IRS, and your raft of consultants (depending on the complexity of your project). You report your 10% credit on a three-page form that you include in your annual return. And really, it’s one line multiplying your Qualified Rehabilitation Expenditures by 10%, and entering that total on the last line of the form.
In consulting the 2013 Instructions for Form 3468 (which you can find here) because nothing with the IRS is as easy as writing the total in one line, we learn that the Qualified Rehabilitation Expenditures have to be for “nonresidential rental property.” So what exactly does that mean? Sorry, the IRS can’t be bothered with including definitions for common terms used on the form. That would be…helpful.
However; undaunted, and hot on the trail of this mystery, I google “nonresidential rental property definition” and then I google “residential rental property definition” which brings me to the next IRS publication. IRS Publication 527 covers residential rental property (yep, I’ve got your link for it here) and the IRS gets into property classes. While the classes don’t include “nonresidential rental property,” we do get a definition for “residential rental property” as follows:
This class includes any real property that is a rental building or structure (including a mobile home) for which 80% or more of the gross rental income for the tax year is from
So, does that mean the inverse applies for the definition of nonresidential rental property? As long as less than 80% of your income comes from dwelling units, is your property defined as nonresidential rental property in the eyes of the IRS? I kept searching.
A fair amount of googling later, I came upon IRS Publication 946, which delves into property depreciation (you glutton…here you go) and the good folks at the IRS included a glossary in the publication. Their definition for residential rental property (sorry, nothing under the Ns for nonresidential rental property) is:
Real property, generally buildings or structures, if 80% or more of its annual gross rental income is from dwelling units.
So, again, do we flip greater than 80% for less than 80% to come to the definition of nonresidential rental property? And, anyway, why should we really care?
And the answer is that there is a lot of potential for the renovation of old, mixed-use commercial buildings, 2- 3- or 4-story, that could use the 10% rehab tax credit, but that don’t, leaving serious incentive money on the table. According to the IRS, as long as less than 80% of your income comes from the residential portion of your building, the IRS categorizes it as nonresidential rental property, and appears to be eligible for the 10% tax credit. And on a $100,000 rehab project, that’s an extra $10,000 in the developer’s pocket at the end. Not bad for filling out a couple lines on your tax return.
Now, since I’m not a lawyer or tax advisor, I’m afraid all I can do is whip you into a frenzy over incentive dollars you could be taking advantage of (or did all the IRS publications already do that?) so please don’t take this as a substitute for consulting your own favorite tax person or lawyer.
If you have your own two cents, or 10%, to contribute to the conversation, I’d love to hear from you. Have you successfully taken the 10% credit on a project with a residential component? Have you uncovered that elusive definition of nonresidential rental property that you would be willing to share? Thanks for reading!
Every good preservationist knows that rehab tax credits get subdivided into two neat categories: the 20% credit for the rehab of National Register-listed buildings, and the 10% credit for the rehab of non-NR properties constructed before 1936. Every good preservationist also knows that the 10% credit can only go toward buildings with non-residential uses (it says so in the Historic Preservation Tax Incentives brochure that you can check out here).
As someone who likes to consider myself somewhat well-versed in the rehab tax credits, you can imagine my surprise when my Historic Real Estate Finance instructor asserted that, in fact, you could use the 10% credit for a project that included a residential component. I remember thinking at the time that that was a good piece of tax credit info to know, and I filed it away in my mind.
Fast forward to yesterday, and Joyce and I were having a conversation with a developer who is redeveloping a non-NR building, constructed before 1936, for mixed use.
So, I bring up the 10% tax credit. The developer would use the 10%, but the building development will have a residential component…and then I pounce.
Well yes, but, did you know you *can* use the 10% on a mixed use project with residential?
However, after piquing the developer’s interest, I realize I can’t exactly defend my position with official IRS definitions, or publication references proving my point. So, I tasked myself with a mini-IRS immersion to first and foremost conclusively prove (at least to myself) that I’m providing useful information a building developer will actually be able to use.
I’ll share my search for definitive answers (and the results) in Part II.