A New Vision for Cooper-Molera Adobe

8/13/2019 A New Vision for Cooper-Molera Adobe

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A New Vision for

Cooper-Molera Adobe

Monterey, California


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Contents

Introduction ......................................................................................1

Current Operations and Future Prospectsunder the Current Model ................................................................ 2

The National Context: the Challenges Facing TraditionalHouse Museums ........................................................................... 2

An Initial Development Proposal ................................................... 3

Stakeholders Input ......................................................................... 4

Parameters for a New Visionfor Cooper-Molera Adobe ............................................................... 5

Cooper-Molera Revisioning, Version 2.0: .................................... 7

Conclusion ...................................................................................... 11

ExhibitsA. Cooper-Molera Stakeholder EngagementB Cooper Molera: Existing Plan


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IntroductionCooper-Molera Adobe, a property of the National Trust for Historic Preservation, is an important historicsite in Monterey, California, representing the complex and diverse history of the origins of modern

California. The principal adobe house, first occupied by Captain John Rogers Cooper and his wife

Encarnacion Vallejo de Cooper, dates to 1827; other portions of the property were later subdivided and

developed for use by families of both Anglo and Mexican heritageincluding the adjacent Diaz Adobe, the

Spear Warehouse, and the Corner Store operated for many years by Manuel Diaz. The property is

presently operated as a historic site by California State Parks as part of the Monterey State Historic Park.

The National Trust for Historic Preservation acquired Cooper-Molera Adobe and its associated Cooper

family collections from the estate of Frances Molera (a direct descendent of John Cooper) in 1972. No

endowment was provided by the estate, although $50,000 was granted to support restoration costs, which

were significant given the condition of the property. At the time, commercial options (specifically a bank

proposal) were initially considered, but the State of California stepped in, offering to restore the property

and operate it as a house museum within the Monterey State Historic Park. In response, the National

Trust granted a long term lease of Cooper-Molera and its associated collections to California State Parks

(CSP), on the condition that CSP restore the property and operate it as a part of the Monterey State

Historic Park.

In theIsland of Adobes, a 1962 master plan to create a more cohesive downtown district that would

highlight its historic adobes, Cooper-Molera was identified as an important anchor property at the

southern end of Alvarado Street. In interpretive planning for the Monterey State Historic Park

undertaken in the 1970s and 1980s, the Cooper-Molera property was conceived to play a similar role as

both a physical and interpretive gateway to the surrounding museum properties with an interpretation

that linked different periods of California history together. Following a multi-year restoration by CSP, the

site was opened to the public in 1985. (The $50,000 provided to the Trust by the estate was used as a

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Current Operations and Future Prospects under the Current Model

For many years, Cooper-Molera Adobe was open for public visitation on a daily basis. In recent years,however, funding reductions within the CSP system have significantly impacted the Monterey State

Historic Park, Cooper-Molera included. Public visitation to the museum portions of Cooper-Molera has

been limited to an appointment-only basis, with a 2-week lead time requested, and with underlying

financial support required for CSP-paid guides. (Recently, generous financial support from the Monterey

State Historic Park Association (MSHPA) and other local donors, matched by CSP, will allow Cooper-

Molera and several other Monterey Adobes to re-open for some regularly scheduled tours on a temporary

basis beginning in the spring of 2014; the longer-term financial picture, however, remains uncertain.)

CSP continues to maintain the site as required by its lease with the National Trust, and the gardens and

grounds within the interior courtyard (and the adjacent public restrooms) continue to be open daily and

accessed through the Cooper Storethanks to the volunteers of MSHPA. Several popular annual events,

such as Christmas in the Adobes and the July 4thLiving History event, have continued to provide

opportunities for public engagement, and there is ongoing programming for schoolchildren (also staffed

by CSP personnel, who are financially supported by MSHPA). Apart from these uses, however, public

visitation remains limited and entirely dependent upon ongoing fundraising. In fact, CSP officials have

stated that the site would have been completely closed years ago due to budget cutbacks, if not for the

States obligations under the lease to the National Trust.

CSP officials have made it clear that the agency does not expect to renew its lease after 2016 under the

current terms, unless financial underwriting is provided for future operation of the site. While CSPs

preference is that the site should continue to be operated as a part of the Monterey State Historic Park in

some form, CSP officials have been supportive of efforts by the National Trust to explore other models for

operating the site, including commercial development options. (In fact, CSP has partnered with

commercial operators at a number of other historic sites.)


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Over the past several years, the National Trust and other cultural institutions (including the American

Association for State and Local History and the American Alliance of Museums) have begun to seriously

question the long-held premise that the traditional house museum model is the most effective means ofensuring effective preservation and public interpretation of historic sites. Although the model may

continue to work in some instances (particularly to the extent that an operating endowment may be

available to provide a secure source of support), too many historic museum properties are strugglingor

simply failing. As a result, the National Trust has made it a strategic priority to try to identify new models

for operating historic sites, seeking new and innovative ways to engage the public and to generate more

diverse sources of operating revenuesresources that are needed to secure a place in the future for these

important historic places.

An Initial Development Proposal

This is the environment in which, in 2010, the National Trust was approached by the principals of a local

development company, Foothill Partners, to explore the concept of adaptively reusing Cooper-Molera for

a variety of commercial uses. Foothill Partners, which had successfully redeveloped the adjacent Safeway

shopping center as a new commercial center (Uptown Monterey, with Trader Joes as an anchor), was

well aware that Cooper-Molera was not a thriving cultural site; indeed, its shuttered windows and locked

entrance gates actually serve to distance Uptown Monterey from the core commercial center of Alvarado

StreetMontereys Main Street. Foothill Partners president Doug Wiele asked the National Trust for

an opportunity to explore ways to revitalize Cooper-Molera to more effectively open the property to an

appreciative public, to provide a secure source of revenue to help ensure the sites future preservation, and

to create an anchor at the southern end of Alvarado Street to encourage revitalization of the area.

Although developers and preservationists are often adversaries, for many years the National Trust has

worked closely with members of the development community to use commercial revitalization as a tool

for historic preser ation While man National Trust Historic Sites ha e commercial elements (primaril


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The principal concepts in Foothills initial proposal included: (1) conversion of the ground floor of the

Cooper Adobe and the Diaz Adobe to a table-service restaurant (a later alternative proposed a restaurant

in the Cooper Adobe and retail in the Diaz Adobe); (2) conversion of the Spear Warehouse into a wine barand the Corner Store into a caf (a later alternative proposed retail in the Corner Store); and (3) creation

of a large event center in the barns, following a substantial rehabilitation and seismic retrofit. (The barns

are currently red-tagged for seismic reasons, and not open to the public under any circumstances.) Two

new kitchen facilities, appropriately designed and sited, would be needed to support the proposed

commercial food service operations. Common areas within the interior of the property would be

maintained in their open configurations, but with portions adapted and repurposed to accommodate the

commercial activities.

After extensive discussion, reshaping of project details, and with input from Architectural Resources

Group, a well-respected preservation firm in California, the National Trust concluded that the Foothill

Partners proposal could be accomplished in a way that would preserve the historic character of Cooper-

Molera, provide a source of revenue to address existing preservation and infrastructure needs for the site,

create a stream of support for future capital needs and public education and interpretation programming,

and generally revitalize Cooper-Molera. At that pointin the spring of 2013the National Trust decided

to present the concept to stakeholders within the local community in Monterey.

Stakeholders InputIn June 2013, representatives of the National Trust met with City officials, representatives of CSP, local

stakeholder groups, and Cooper family descendents, to introduce the core elements of the development

concept proposed by Foothill Partners. In its meetings with local stakeholders and in a subsequent

commentary in theMonterey Herald, the National Trust made clear that it supported the Foothill

Partners proposal, while also stating its willingness to consider other ideas and alternatives.


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they wished to engage in a dialogue with local stakeholders, the proposal was being presented as a take-it

or leave-it proposition. This was not the Trusts intent, and Trust representatives responded by

scheduling a series of meetings in the fall of 2013, with the goal of establishing a more structured dialoguewith stakeholders to discuss alternatives and options for the property.

In the initial stakeholders meeting, held in early September 2013, it became clear that many of the

participants had a difficult time imagining how commercial activity could exist at Cooper-Molera without

adversely affecting its overall characterand also whether meaningful historic interpretation and public

education could effectively exist in such an environment. At the same time, the meeting provided an

opportunity for those with concerns about the development concept to engage directly with the NationalTrust and Foothill Partners president Doug Wiele to explore these issues. During the course of the

discussions, Wiele made clear that the companys proposal was still at the conceptual stage, and that he

was very much open to changes that would address concerns raised by others. He also agreed that the

project could be feasible at a smaller scale, without the need for commercial uses within the Cooper

Adobe.

In October 2013, another stakeholders meeting was held to explore in further detail the issue of historic

interpretation and public education in an environment that shared both educational and commercial uses,

as had been proposed for Cooper-Molera. With assistance from several new participants (including those

from historic sites with shared nonprofit and other uses), the group explored ways in which other historic

sites have enhanced their ability to engage the public through a variety of uses, special events, and

commercial activities, while maintaining vigorous and innovative public interpretation and education

programs. Although no firm conclusions or commitments were drawn from the discussion, many

participants appeared to have a greater level of comfort that, with careful planning and strong

preservation controls, interpretive and educational functions might continueand possibly could be

enhancedin a shared use environment at Cooper-Molera. Following the meeting, ideas discussed were

used to create a matrix comparing the current interpretation and public education at Cooper-Molera with

h h f i i h i i h d i


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recognizing that some of these parameters have implications that may affect the financial feasibility of the

project. The parameters include the following:

A revitalized Cooper-Molera should bring culture, commerce, and California history to life in a waythat increasesnot diminishesthe sites value to the local community.

Any new operational model for Cooper-Molera should include a vital and compelling historicinterpretation and education program that engages both traditional audiencesfrom schoolchildren

to old house enthusiastsas well as new audiences that have different interests. Familiar public

events such as Christmas in the Adobes and the July 4th

Living History event should continue, butnew events and activities should be designed to engage the public, particularly around cultural

themes.

Commerce has traditionally been a part of Cooper-Moleras shared use history, and it should bepossible to reintroduce appropriate commercial activity to the site to help ensure its long-term

sustainability. The arrangement of buildings, landscape features, and open spaces that has developed

at Cooper-Molera over its history of shared uses can now provide an environment that is conductive

to interpretation and commerce occurring simultaneously and in a variety of interconnected ways.

To preserve Cooper-Moleras organically-developed character and support a range of shared uses, allnew interventions and finishes throughout the sitein historic structures, new construction, and the

landscapeshould be minimal, flexible, and durable. The sites inherent warmth, beauty, and

authenticity should be maintained. In particular, commercial operations at Cooper-Molera must be

carefully designed and actively controlled by the National Trustnow and also into the futureto

ensure that they will not diminish the historic character and integrity of the property, and to allow

successful integration with public interpretation and educational programming. All changes to the

property must be consistent with theSecretary of the Interiors Standards for Preservation.


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Commercial activities at Cooper-Molera should address current capital and maintenance needs, andeventually should provide a regular source of revenue to help address future capital and maintenanceneeds, to ensure the perpetual preservation of the site. While public interpretation and education

programs at the site should also eventually benefit from commercial activities, programming budgets

should reflect a diverse source of revenues from private, public, and foundation sources.

Commercial activities at Cooper-Molera should complement the public interpretation and educationprogram, and, conversely, public interpretation and education programming should take advantage of

commercial ventures to broaden audiences and better engage the public.

Cooper-Molera Revisioning, Version 2.0

Using the parameters set out above, the Cooper-Molera team at the National Trust has developed a

revised vision for a future operating model at Cooper-Molera Adobe, which includes a variety of nonprofit

and commercial uses, and which may create opportunities for new or expanded partnerships with CSP,

MSHPA, other local cultural institutions, the City of Monterey, and others within the local community.

The five principal components of the vision are as follows: (1) an active historic interpretation and public

education program, centered on the Cooper and Diaz Adobes, but taking full advantage of all other site

assets, including other structures on the property, as well as the gardens and grounds; (2) compatible

retail use of the Corner Store and the Corner Store Addition; (3) compatible use of the Spear Warehouse

and adjacent yard for restaurant services and catering services within the site; and (4) adaptation of the

Barns for private and public events, ranging from weddings to educational, theatrical, and other arts-

oriented uses. (See the attached Exhibits, illustrating current conditions and the configuration under the

proposal described in this concept paper.)


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rooms in the Cooper Adobe could be used for occasional after-hours public events and light special event

use, limited to small groups.

The Diaz Adobe. The Diaz Adobe would also be managed as part of the nonprofit portion of the site, with

cultural- and/or arts-oriented exhibits, while permitting continued public interpretation of its history.

Given the Diaz family connection, one obvious possibility would be to use this portion of the site as a

center for exploring the history and culture of California from a Hispanic perspective. Another option

would be to use the Diaz Adobe as a focus for display of recent and contemporary art from the Monterey

area. Art exhibits could be coordinated and curated with the assistance of outside partners (including the

Monterey Art Museum, the Old Monterey Foundation, and the City of Monterey), and would be changedregularly. This option would require close cooperation with local cultural institutions, and perhaps some

cooperative fundraising to ensure support for a dynamic set of exhibits of art from the Monterey

community.

The Skylight Room. The Skylight Room at the rear of the Cooper Adobe would also be managed as part of

the nonprofit portion of the site, used as exhibit or activity space for educational and interpretive

programs, or for arts-related activities or exhibits. The bright and open environment in the Skylight

Room makes it a perfect environment for these types of uses.

The Red House. The Red House, adjacent to the Cooper Adobe and the Skylight Room would become an

administrative office for Cooper-Moleras Director of Education and Interpretation (who, as noted below

under Administrative and Governance Considerations, we propose to be a National Trust

representative). The central location of the Red House would help to emphasize the coordinating nature

of the Director of Education and Interpretations role for the entireproperty, and not simply the Cooper

Adobe. The Director would work closely with staff members responsible for the commercial operations onthe site, to ensure close coordination of the educational/nonprofit functions and the commercial

activities.


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described below) would be constructed between the Spear Warehouse and the North Barn. This infill

structure would be carefully designed to be fully compatible with the historic character of the site, and

would be removable if uses were to change in the future. (No new kitchen facility would be constructedadjacent to the Cooper Adobe, since the plan would not include a restaurant there.)

The Barns. As envisioned in the original Foothill Partners plan, the barns would be rehabilitated,

seismically secured, and converted to use as an event center, for weddings, conferences, and educational,

performing arts, cultural, civic and corporate events. The second floor of the north barn would be

rehabilitated for use as a green room or bridal-party room with limited occupancy. The restored Cooper

coach would be retained as a permanent installation within the barns, along with other interpretiveexhibits.

Gardens and Grounds. Except for the Spear Warehouse courtyard, the gardens and grounds would

become shared use common spaces that complement both commercial and educational/interpretive uses

of Cooper-Molera. The grounds outside of the barns, for example, would continue to be maintained in a

rustic character, and used during the morning hours as a location for educational activities including

adobe brick-making and rope braiding for schoolchildren or daytime special events like the July 4th

Living History eventbut in the evenings they may be used for outdoor seating for events at the Barns.

The area outside the Diaz Adobe would continue to house an horno, but one that is more historically

accurate than the one currently located there; the oven could be used for traditional baking

demonstrations for visiting schoolchildren, perhaps coordinated with the expertise of the Spear

Warehouse restaurant staff. The existing gardens to the east of the Cooper Adobe would be maintained

with traditional plantings as a learning garden for school groups, and used to grow herbs and other plants

to support both educational and restaurant operations. The garden areas along the southeast side of the

adobe wall separating the original Cooper yard from the Spear Warehouse yard (facing the stone ruins ofthe summer cellar) would be retained. The current public restrooms, as noted above, would be enlarged

and upgraded in a manner appropriate to serve all of the various functions on site, but would also

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Nonprofit functions at Cooper-Molera will require a nonprofit entity as operator, and under the revised

concept we are proposing that this nonprofit operator be the National Trust, at least for the foreseeable

future. (At some point in the future, another nonprofit operating partner may be identifiedor beestablishedto play this role, as is the case with a number of other National Trust Historic Sites.) To

carry out that role, the National Trust would maintain a full time Director of Interpretation and Education

on-site (with offices in the Red House, a central location that will help to ensure that historic

interpretation is integrated as a part of all activities at Cooper-Molera, including commercial operations).

The Director of Interpretation and Education would manage educational and interpretive programsnot

only at the Cooper and Diaz Adobes, but also in the shared use spaces of the site, in coordination with

commercial operators. Educational and interpretive activities would be supported through cooperativeagreements for specific services with CSP, MSHPA, the City of Monterey, and others.

Because the site would include both nonprofit and commercial operations, he cooperative sharing of space

would need to be addressed through a new and innovative cooperative agreement, with clear ground-

rules, operating guidelines, and conflict mediation procedures. Administration and site management

could be facilitated through the uses of a standing committee, with appropriate representation by the

National Trust and commercial operators.

Regardless of the formal structure that is developed to integrate and coordinate nonprofit and commercial

functions, the terms of the agreements between the nonprofit and commercial partners would need to

ensure the following:

No physical changes to the property would be permitted, either in the initial development andsubsequently, unless determined by the National Trust to (1) be consistent with theSecretarys

Standards, (2) respectful of the historic character of the property including its gardens and grounds,

and (3) compatible with interpretive and educational programming under the shared use model.


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The National Trust would seek to enter into a cooperative agreement with CSP to ensure that Cooper-Molera would continue to be identified as a participating site within the Monterey State HistoricParkincluded in CSP brochures and interpretive materials, with CSP staff continuing to be engaged

and involved in developing and implementing public education and interpretive programs (with

reimbursement to the extent required by CSP), and with key aspects (particularly development of an

interpretation plan and administration of collections) carried out in close cooperation with CSP. (The

National Trust would also be interested in the possibility of a permanent transfer of the Cooper

collections to CSP, with a cooperative program to ensure appropriate exhibition of selected collections

at Cooper-Molera.)

The National Trust would also seek to enter into a cooperative agreement with MSHPA to continuethe critically important services performed by MSHPA volunteers over the past several decades in

supporting the public education and interpretive activities at Cooper-Molera. Operating Cooper

Adobe as a historic site independent of (but in cooperation with) CSP may eliminate some of the labor

concerns that have traditionally restricted the use of MSHPA volunteers as docents and tour guides

for Cooper-Molera. Going forward, the National Trust hopes that MSHPAs longstanding relationship

with Cooper-Molera will be continued through a variety of educational and interpretive programs,

ranging from the K-12 school-year and summer programming, to special events such as Christmas in

the Adobes, to simply continuing to collect and sell Cooper garden seeds to help perpetuate

Californias heirloom fruit and vegetable varieties.

The National Trust would also seek to enter into cooperative agreements with the City of Montereyand other local institutions to support interpretive and educational activities at Cooper-Molera. The

opportunity to use the Diaz Adobe or the Skylight Room at the Cooper Adobe as a space for displaying

local art could be an opportunity to work with other local cultural institutions.


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throughout the site. We believe that this model will actually create greater opportunities to engage the

public at Cooper-Molera, and to maintain the property as a community asset.

This conceptas with the original proposalis not intended to be a finished product, but suggests an

approach that, we believe, could provide a solution to the challenges facing Cooper-Molera, and ultimately

could prove to be model for other historic sites across the country. There are still many details that need

to be addressed, since our primary focus to date has been to shape a broader vision for the property. We

will continue to refine the concept, and continue to seek input from the local community, which has long

supported and valued this important historic site.


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Cooper-Molera Stakeholder Engagement

The following organizations and individuals participated in a range of meetings related to the future of

Cooper-Molera. While not all of these parties may fully support this revised conceptual proposal, the

National Trust gratefully acknowledges their support of the site and their willingness to share their views

about the future of this important historic property.

Alliance of Monterey Area Preservationists

Architectural Resources GroupCalifornia State Parks

City of Monterey

Cooper Family Descendents

Monterey Commercial Property Owners

Association

Monterey State Historic Park Association

Old Monterey Business AssociationOld Monterey Foundation

Eric Abma

Debra Crawford Annis

Julie Work Beck

Matt Bishoff

James Bryant

Toy Bryant

Kim Bui-Burton

Elizabeth Caraker

Julianne Burton-Carvajal, PhD

Mike Dawson

Libby DowneySharon Dwight

Maria Eldridge

Pat Friedrich

Mat Fuzie

Jane Garrettson

Charles Granquist

Betsy GriffinRick Johnson

Alan Haffa

Christy Hopper

Jan Houser

Virginia Howard

Monica Hudson

Kip Hudson

Gini Huffman

Major General Anthony L. Jackson

Bende Kelly

Michael McCarthy

James McCordTherese McNevin

Nattalia Merzoyan

Susan Miller

Vince Michael

Naomi Miroglio

Mike Mosebach

Mark NorrisJohn O'Neil

Gayle Paul

Michelle Pearce

Lindy Perez

Samuel Phillips

Kris Quist

Bob Reese

Chip Rerig

Clyde Roberson

Carol Roland-Nawi


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A New Vision for Cooper-Molera Adobe

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