Hi David --

My name is Ralph Slate, and I'm on the Springfield Historical Commission. We've met once or
twice. I'm writing to see if you're the right person to be lobbying, specifically about staffing
related to the SHC.

The SHC has not had a dedicated staff member in years, and the effects are starting to show. The
SHC has managed to limp along with members devoting extra personal energy toward things,
but we are clearly not meeting our full potential and many important issues are slipping through
the cracks.

For example, SHC members have identified a number of properties that are performing work not
approved by the SHC, but since the planning staff is busy doing planning activities, stop-work
orders are not being sent out in a timely manner. We are also failing to keep on top of properties
that have been identified as being out of compliance.

In recent months, the SHC has not even received copies of proposals until a day or two before
meetings, resulting in members being unprepared for property owner presentations. In my
opinion, those are core functions of staff, on which we can’t afford to compromise.

Another example could have serious implications for the entire state. Last year, the city lost a
lawsuit regarding a decision to not allow a petitioner vinyl replacement windows. It was plainly
obvious that the judge ruled in error by stating that white vinyl windows on a brick townhouse
were not a detriment to our Mattoon Street district.

That decision should have been appealed, but since no one from Planning was able to coordinate
this with the Law Department it just slipped through the cracks. The ruling could be used as
precedence by lawsuits in Springfield and other towns.

We are also not doing any forward-thinking work, neither on a staff level nor on a commission
level. Since the commission members have taken on many routine duties, we have not been in a
position to do much advocacy for historic properties, and consequently a significant number of
historic properties have been demolished in recent years, including Reed Hall on the campus of
American International College, an 1879 mansion.

I spoke with Scott Hanson today and he told me that he is the only planner currently on duty,
since Phil Dromey is taking some family leave. He will be going on vacation in a week or two,
leaving no planners in the office. I find it amazing that a city the size of Springfield could have
so few people in its planning department, and none assigned even half time to the historic
commission.

Most of the studies and positive press about Springfield, particularly by the Urban Land Institute,
prominently mention Springfield’s numerous historic buildings. This is clearly an area where we
are able to differentiate ourselves from other cities, but we are devoting almost no municipal
resources to this area.
I also looked at the performance-based budget for the planning department, and would like to
suggest that issuing historic certificates is not a proper metric because the staff is not currently
issuing those certificates, it is being done by the chair of the SHC, and the percentage of
certificates issued within the 60 day timeframe is a metric that tracks the performance of the
SHC, not the staff supporting the SHC.

Although the number of proposals _submitted_ might be a good metric to gauge the public’s
“usage” of the SHC, I would suggest that the number of property violations reported and
resolved would be a very telling metric. I would say that our resolution rate is somewhere near
10%. I think that a number of other metrics could be developed to track the city’s performance
with respect to historical matters.

I have worked with Bob McCarroll, chair of the SHC, to start a list of activities that a staff
member dedicated to the SHC could perform, and have attached it to this email. As you can see,
there is probably enough work for two full-time employees, but we have zero. Maybe we could
split the baby and fund one dedicated resource?

Thanks,

Ralph Slate
Springfield Historical Commission
 Responsibilities for a FTE supporting the Springfield Historic Commission

• Follow up and track properties that have completed unapproved changes to their historic structure
Justification: This is a core duty of staff. If unapproved changes go unchallenged, there is no
enforcement behind our rules and guidelines. Someone also needs to manage properties that are
referred to the Law Department, to ensure that progress occurs.

• Monitor the progress of awarded certificates.

Justification: No one is currently monitoring properties with approved changes to ensure that
work is being completed according to the original proposal. This is particularly important when
the work involves demolition/rebuild, because from time to time the demolition takes place but
the rebuilding never does.

• Track properties that have time restrictions on temporary structures.

Justification: From time to time we have granted exceptions to guidelines on a temporary basis,
for example, a front-yard fence to a troubled property. No one is currently tracking the temporary
restrictions, and therefore their temporary nature is compromised.

• Take and type up detailed minutes for posting on city’s website.

Justification: The SHC is not in compliance with state law by relying on the tapes for its only
public record. According to the document Massachusetts Open Meeting Law Guidelines1, page
22, “Governmental bodies that have adopted the practice of tape recording their meetings should
be reminded that they may not rely solely on the tapes to satisfy the record-keeping requirements
of the Law. Rather, the cassette tapes should serve as an aid (a desirable one) to the body in
preparing its "hard copy" minutes.”
Posting detailed minutes on the city’s website would also be a step forward towards public
accessibility of government proceedings.

• Serve as a resource to advise people on proposed work in historic districts.

Justification: Many people do not have the background or knowledge on how to approach
projects involving their district homes. Since the SHC is comprised of volunteers, and the
planning department is the official face of the SHC, someone knowledgeable in historic
preservation should be on hand to advise property owners on the direction to take when working
on their properties.

• Develop a list of products and styles that have been approved under the appropriateness category.
Justification: This will give property owners an idea on how to approach their renovations, and
will give the public more certainty with respect to what is required of a property owner in a
historic district. There is currently a lot of fear and hype about owning a historic home, and
consequently demand for historic homes seems to be dropping.

1
http://www.ago.state.ma.us/filelibrary/oml.pdf
 • Convert proposals into electronic format and post on city’s website for public review.
Justification: This will allow the public to see the projects being proposed, and will make
property owners more aware of the changes near their properties. Currently abutters are only
notified that a neighbor is proposing a change, but the proposals are never made public, not even
to groups such as the Springfield Preservation Trust.

• Photograph each building in historic district on regular schedule so that unauthorized alterations
can be proven.
Justification: Unless a homeowner is caught in the act, the burden of proof concerning disputed
unauthorized changes is on the SHC. There are many times when a commissioner looks at a
property and feels strongly that a change has been made, but nothing can be proven because the
work has already been completed. If photographs of each structure could be taken on regular
intervals (2-3 year cycle) the SHC could prove that an inappropriate change was made and could
work with the homeowner to restore the structure.

• Identify and lead new opportunities for historic preservation within the city, including the
analysis for new Local Historic Districts and National Register properties.
Justification: The majority of Springfield’s historic districts were created 30 years ago. No one
has surveyed any other neighborhoods to see if they qualify for historic district status. Suggested
areas could be Colony Hills, Trafton Rd., and Atwater.

• Develop marketing material geared towards Springfield’s historic assets and history.
Justification: Springfield’s historic districts are a true asset that cannot be replicated. However,
demand in the districts has been waning, and properties are being purchased by owners who see
the historic protection as a liability. There is a clear need to market the districts to potential
buyers in order to protect them from disinterested owners.

Administrative tasks
• Answer phone and counter questions
• Send hearing notices 14 days ahead
• Prepare and send packets/agendas 7 days ahead
• Send certificate approvals/denials
• Maintain files
• Send violation letters and notify Building Dept.
• Refer nonresponding violators to Law after 30 days
• Send district status letters to realtors of new listings weekly
• Send welcome letter & guidelines to new owners weekly
• Send letters and district maps to contractors and supply companies

Technical Assistance
• Prepare brochures for Maple Hill, Ridgewood, Lower Maple, and Quadrangle-Mattoon
• Help commission revise guidelines
• Provide petitioners design guidance
• Provide commission product alternatives
• Track vacant, deteriorated historic properties; work with other agencies on resolution
• Track threatened historic properties; work with other agencies on resolution