Preliminary
stages:
Do you
receive many calls about relocating buildings?
In the last 4 years I’d say
around a hundred from all over the US and Canada. Canada’s
Discovery Channel did a special that included the Inn and we
can tell when it’s been rerun because we’ll get a spurt of
calls. Internet searches often direct people to us as well.
What’s the first thing you tell
somebody who has no experience but wants to move an old
building?
Run in the other direction. But seriously the key to
avoiding serious cost over runs are very elementary. There
are 3 basic questions. Where is the building going to go?
What is its end use going to be? What obstacles, visible and
invisible, might be in the path of the relocation or its
next use?
Most building relocations today are merely moving the
structure back on its current landscape away from things
like a highway widening but major cross highway relocations
needs to review overhead utilities wires and hanging traffic
signals. Going over and under bridges has to be considered
from the standpoint of height and weight. Weight limits on
some streets could be a factor. Once any site comes under
consideration for relocation a good first stop is the local
municipal planning or zoning agency. Their cooperation in a
major relocation will be critical to the success of its
outcome.
What’s the importance of having an
end use before you even move the building?
Infrastructure planning. If a building has historic status
its future use may be dictated by the original codicils that
placed it on that register, covenants if you will. If the
building is what I call a second tier of antiquity, old and
perhaps significant to a community but lacking an historic
designation then there may be more flexibility in its use.
To that end determining what is going to be done with it
will dictate how much the overall project will cost. Many
people who call me are well intentioned and truly want to
save a second tier building with the intention of it being a
library, museum or other form of community use. Generally
that kind of public utilization will require a different
level of restoration, often using different standards than
if the building is going to be used as a residence. Costs
will vary significantly. In the case of the King Of Prussia
Inn it is a semi-public use and that required us to install
a fire suppression (sprinkler) system. It was quite
expensive and difficult to install and requires ongoing
maintenance.
You’ve mentioned "invisible"
obstacles, what does that mean?
Environmental issues and underground utilities. In our case
because of changes in the landscape just weeks before the
relocation, we were required to install a storm water
retention basin. Originally we considered the cost to be
outrageous; however it has turned into a blessing in
disguise.
Good engineering plays a key role here. There needs to be
scientific determinations that utilities, water,
electricity, gas and sewer services can be brought to the
site cost efficiently. Sometimes underground utilities are
moved over the years and the local planning agencies aren’t
alerted and the maps aren’t up to date. If, like us, you are
a couple of years behind schedule the surrounding landscape
may change. In our case that required extending our sewer
lateral from the original plan of roughly 30 yards long to
around 170 yards long. Not only was that costly but there
was a scary couple of weeks when there was a concern that we
might not be able to achieve the necessary fall in the line
over that long a distance to have the sewer lateral function
correctly. We worked it out but we have to maintain constant
maintenance of the line.
Once the underground utilities are factored into the project
then a foundation design can be considered.
Why is foundation design a part of
the project so early on?
There are questions about the height of the building in
relation to underground utilities as well as structural
support, moving equipment and future maintenance. In our
case I had to over rule several contractors who strongly
felt the building should be on a concrete pad foundation.
However all of the engineers felt that the project required
the massive 15 foot deep, twin concrete and steel basements
that we have today. It was probably the most expensive
decision made but when factored into the later
considerations with changes in underground utility access it
was worth it. Again this is a question of good, solid
experienced engineering.
Why such an emphasis on
engineering?
Because on almost every call I receive the person on the
other end has talked to or met with an architect and has a
glowing report on how the building could be restored. In
almost every case it’s beautiful fluff. The engineers are
going to determine what kind of support bracing the building
will need to make sure it gets to its new location in one
piece, give the actual mover guidelines on how to make that
happen and be sure that the path to the new location and the
new location are ready for the building. Those are generally
going to be the big costs. I’ve had to disappoint more
people who had looked at the restoration first, as I did,
and then went to the engineers and found out there wasn’t
enough funding to get the project accomplished. While we had
a magnificent architect for the restoration it was the
equally magnificent engineers who made the project possible.
Fundraising:
About funding, how hard is it to
get?
Very hard to get. People who don’t have the funds to
relocate and restore and can’t develop a compelling case for
a community based fund raising effort will fail. Emphasizing
relocation and restoration. There’s no use in the
aggravation of moving the building if its just going to
remain useless.
This goes back to the end use. A community wide use might
attract a major donor. We were propelled into our project
with little or no concern for the historic significance of
the building. We were motivated by some of the worst highway
congestion in southeastern Pennsylvania. That made a big
difference.
We used a lot of modern marketing techniques. We were
allowed to get a couple of questions into a focus group for
the King Of Prussia Mall when we were planning the campaign.
We learned people that were motivated by the history of the
King Of Prussia Inn would personally donate $100. People who
didn’t want to stay stuck in traffic would donate $25 but
there were a lot more of them. In our case we had a triple
hit. We had a business use as the Chamber of Commerce has
offices at the Inn, we had a community use with the tavern
room being utilized by Rotarians, Optimists, Montgomery
County Community College and other similar organizations, we
had the historic interests with the museum capacity so those
three perspectives brought in more than 1400 donors. We also
had a $200,000 contribution from the owners of the King Of
Prussia Mall. $100,000 came in up front, no strings attached
- by that I mean the owners knew we might fail but took the
risk anyway.
The key element in our success was in getting broad based
participation leveraging those three elements.
Isn’t there government money
available?
There generally isn’t much available if the building doesn’t
enjoy the National Historic designation and if it does
generally the competition for those dollars is fierce and
the government agencies resources are limited. In
Pennsylvania there are Keystone Opportunity Grants available
through the Pennsylvania Historic and Museum Commission (PHMC).
In our case when we began the project the demands on PHMC
resources in 1996-97 allowed them to state that they would
donate $100,000 to the restoration. By mid-2001 when we
actually went to secure the money they were stretched so
thin that they were only able to grant $26,000 and, under
the circumstances, we were very grateful to get it. If the
relocation project is propelled by a highway or other
process of condemnation then there may be more available. In
most cases where other government agencies are
participating, like highway departments whoever will own the
building will have to demonstrate the financial capability
to restore it when it arrives.
What about foundations and other
philanthropic organizations?
Again if the building enjoys the historic designation then
often the foundations’ doors are open if they have an
historic component to their mission statement. We had some
success in this area with a professional grant writer. A key
element with these organizations is timing. Generally they
have very fixed timetables like applications are accepted by
August 1 and successful applicants will be notified the
following April. So the foundation route needs to have that
consideration in place. Additionally today with shrinking
government dollars the foundations are besieged with
applicants. One lesson I learned was don’t get cute. Early
on we had a printer donate some very fancy letterhead in
full color and at the bottom in tiny letters it even said
"stationary courtesy of this printer." I guess I had a half
dozen grantors send me letters asking me why I was asking
for money if I could afford such expensive stationary. Stick
to the foundations’ guidelines and do your homework.
Research the foundations carefully, look for
restoration/historic missions, check with others in your
organization to see if they have any acquaintances on the
foundation’s Board of Directors that might help plead the
cause.
What does it mean when you say: "I
want your check but I need your talents?"
I’ve been to any number of meetings where people were trying
to organize to save an old building. Some were moving it;
others needed funds to restore in place. When people give up
their time to discuss these kinds of operations they are
going to give you what they can, and if they are substantial
that’s great, but what you really need them to do is see
where they can take you.
We called our campaign "A home for the Inn" and we staked
out Rotary, Optimists, Lions and Questers clubs, Masonic
Lodges, as Masonic history is integral to the Inn’s historic
designation and, of course, Chambers of Commerce. Personally
I spoke to more than 100 of them over 2-1/2 years. In every
case when we asked to speak to them we told them we weren’t
coming to ask for money we were asking for their talent and
in almost every one of those presentations we came away with
a good contact for good money.
Press your people for what they can do. I’m really proud of
a couple of our people who were very creative. In one case a
local credit union wanted to help but under credit union
rules couldn’t make a huge donation but the manager knew
that the county association of credit unions held an annual
golf outing to raise money for causes like ours and he
convinced them to donate 1/3 of their proceeds to us. In
another case the manager of a nationally branded hotel got
the permission of the hotel’s absentee owners to get vendors
to donate food and beverages, a local band agreed to donate
their talents and we had a Valentine’s Day Dance that raised
$4,000.
Collectibles are often a part of
fund raising for property restoration what was your
experience?
Very mixed. We had almost every kind you could think of.
T-shirts, pewter mugs and plates as well as portraits. These
things need to be analyzed from a number of perspectives. In
my view the two main considerations are what is the cost of
advertising and inventory. In pewter’s case shipping costs
are a big consideration because it’s so heavy. Our best rate
of return was on portraits. We have two. We were fortunate
that we found two local artists to work with us and they
were far less costly that some nationally recognized artists
who approached us, we had printers who worked with us so
that we weren’t tying up money on inventory and they were
easy to ship. They also offered the advantage of having
local framing stores marketing them for us. Our particular
portraits are portrayals of how the building looked in the
Colonial era however I’ve talked to others who have been
equally as successful with portraits of how the building
will look in the future.
What about naming rights for fund
raising?
In a property that has an historic designation it’s tough.
In an historic structure discreet references to donors are
tolerable but if not carefully controlled they can be
grotesque and offend other donors. So they have to be worked
carefully with full understanding of what the outcome may
be.
However in a second tier building they can be very
successful. I am close to completing a case now of a
building that has been part of a community for about 130
years. It has no historic designation and isn’t eligible for
any. However a group in the community is working hard to
preserve it.
We have a major employer in the community that appears to be
interested in funding the restoration if the community funds
the relocation. It would be a public use with a museum and
small library. Under the formula the building will known as
the XYZ Museum at the historic ABC House. The company would
donate $250,000 for permanent recognition. The precise
details of how that designation plays out are being
negotiated now.
What is a "restoration sale?"
It’s a concept I am developing for the second tier buildings
that don’t have codified historic status and are located in
or near successful business or residential areas or have
attractive landscapes.. I find in many cases these older
buildings are in the possession of a local government or can
easily be condemned or acquired by a local government. They
are generally abandoned, have no current user and are often
in arrears on taxes. The concept is that once the
governmental entity has control of the property they
advertise it for sale for $1. In turn the buyer must
demonstrate by directed financial instrument that they are
capable of funding the restoration. By a published deadline
those that have demonstrated the capability are chosen by
design and use or by simple lottery. The buyer then must
meet specific timetables for restoration.
If they aren’t met the property is let again until the
restoration is completed. In Pennsylvania there are a number
of legal hurdles that this concept would need to overcome.
However, especially in southeastern Pennsylvania, there is
increasing demand from independent professionals who would
like to own their own buildings as opposed to leasing
offices in complexes. If the concept can be refined and
codified then many of these older buildings could be
magnificently restored and be back on the tax roles.
Managing the move:
What are the first steps in
managing the relocation of a building for a novice?
If you control a strictly privately funded move on private
property then it’s merely a question of choosing the right
building relocation specialist. Have your engineers design a
Request for Proposal and hold a pre-bid conference. An
important function of this conference is for you to tell the
movers that are bidding that you would welcome their
suggestions on the move and any additional costs involved.
For most engineers a building relocation is an abstract
notion. They’ve never actually done it. During the course of
the Inn’s relocation we received advice from International
Chimney’s experienced staff that ultimately saved us
thousands of dollars. These were practical suggestions based
on their years of experience.
If the relocation involves a building with historic status
and a collaborative effort with government agencies the
first thing that needs to be done is to establish lines of
management. The course of the Inn’s history was changed when
a man who had coordinated the relocation of a historic boat
in Washington state came to visit me in 1999. He gave me one
piece of advice: "while the building is where it is, the
governments will control it, when it moves you will be in
control."
It was good advice. At the height of preparation for the
King Of Prussia Inn relocation we had 22 government
agencies, utilities and collective bargaining units involved
in the project. There were no clear lines of control. My
failure to create them led to a lot of chaos and 2 years
lost in the process.
The first thing that I would
have done differently is to establish clearly the role that
the Pennsylvania Historic and Museum Commission would play
in the process. Under National Register guidelines the state
historic preservation organization (SHPO) has the primary
authority over a building on the national register. During
our early years we had great difficulty managing the
agency’s demands. Later Dr. Brent Glass, at that time
Executive Director of PHMC stepped in and made the project
work. Had I been clear on the case management early on all
of this could have been avoided. Orchestrating the rest of
the process requires flexibility, patience and a sense of
humor. The one thing to keep in mind is that the process of
government can be infuriating to somebody accustomed to
private sector standards of performance and urgency. The job
may be to try and change that later, for now your job is
getting this relocation accomplished. You will be caught in
one primary trap. That is: you are raising and spending
other people’s money and they are asking where it is going.
The governments work their own schedule and know that
tomorrow always comes in terms of funding. Always stay in a
position where you can walk away from the project forcing
the government agencies to start over again. It may be the
only leverage that you have to keep things going. Political
contacts do not hurt. During the course of our project
Senator Richard Tilghman and State Representative Connie
Williams were extraordinarily invaluable in its success.
They helped keep it moving when the various state and local
agencies didn’t agree.
Don’t hesitate to be the free lance agent in the game. Go
where you need to go to get done what needs to be done. A
senior government bureaucrat generally can’t call the
president of a utility union whose strike might delay the
time table but you can. A city council member or township
commissioner probably has other priorities with the state
highway department, so you will be the person who has to go
in the faces of the departments from time to time to get the
job done. Collaborative relocations are not successfully
managed by shy people.
The last shall be first. Be wary of so-called preservation
experts. Be sure that any government RFP’s for participation
are completely clear on the expert credentials required for
participation and any "expert" studies or designs that you
have to pay for. Because somebody says they are historically
qualified does not mean that they are or that they can make
any worthwhile contribution to the process. In most cases
local architects and engineers can do the job just as well.
If you need some qualified references call your local
Chamber of Commerce. Conduct a thorough investigation of any
files on the building that are held by the state historic
preservation agency, local historic societies, libraries and
municipalities. Have an attorney review any claims to the
property’s deed.
Be sure at the outset there is a clear, written
understanding by all parties as to what every party’s
responsibilities are in the process, especially as it
relates to the condition of the building and the new site
when the governmental agencies are finished. This was
suggested to us by our architect Gregory Philips and
confirmed by our engineers Greg Nave and Steve Newel. The
government representatives agreed to it and it was an
invaluable instrument in avoiding any disputes in a process
of conclusion that could have been a disastrous dispute.
In 1999 you requested and received
a unanimous resolution of the Upper Merion Township Board of
Supervisors for a phased relocation of the Inn, what did
that mean?
That instrument was actually a political bluff to bring
matters to a head and it worked. When we talk about phased
relocation it meant taking the building apart and putting it
back together. In the Inn’s case it was quite possible and
very cost effective.
People talk about numbering the stones and putting them back
in place like some giant jigsaw puzzle. I couldn’t find a
case where that had been done. But we commissioned an
estimate from a veteran stone mason and his formula was
simple. Each section of a wall would be taken apart and
segregated and that section would be numbered. I think at
the time there were 12 sections of wall considered. All four
directions as well upstairs, downstairs, in ½ sections. Then
a new frame was to be constructed. A stone mason will have a
unique signature to his work. The idea was when the stone
was to be replaced on the new frame the crew would work on
sections and be rotated every couple of hours. The variances
in the individual mason’s signature would create the same
affect as the Colonial era when there weren’t advanced tools
and adhesives to work with. It was quite feasible though
impossible on the Inn because we would have lost historic
status forcing the state to re-open the bidding however for
a second tier building I would certainly suggest that this
idea be evaluated.
Managing the
restoration:
For the novice relocation project
manager what is your best advice about the restoration?
Kick back and enjoy. If the building has been successfully
relocated let the restoration plan take over. Try and let
the process work on its own and only force a decision if the
circumstances dictate that otherwise you’ll be at an impasse
if any dispute isn’t resolved. Remember the best craft’s
people are proud of their work and if the budget is project
based rather than open-ended let them take their time. On
the other hand always keep that whip in your back pocket you
are probably going to need it a couple of times.
Look for any resources that might help with donations in
kind. The King Of Prussia Inn had window panes painted by
volunteers from the Lockheed-Martin Company, electrical
service courtesy of Independent Local of Electrical Workers
Union 380, phone wiring by members of the Communications
Workers of America and grading and landscaping from the
Gambone Brothers Development Company with a wonderful sewer
lateral by American Infrastructure. Volunteers also hung
pictures, cleaned floors and cut grass. Every one of them
saving the project thousands of dollars that we ended up
needing.
On that note, in the restoration of an old building we put a
generous 25% reserve in the restoration budget. Too bad we
needed closer to 40%. Keep that in mind and good luck. |
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