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<br />Letter or Agreement - 2005 <br />Paris - Page 2 <br /> <br />. Service <br />Upon request, one on-site staff visit will be made during the year to the city of Paris. The type of <br />assistance that may be requested includes strategic planning, board training, economic development <br />assistance and merchandising assistance, Design assistance is also available to sustaining cities upon <br />request. <br /> <br />The city of Paris is, in turn, expected to commit to and adopt the Main Street strategy, as developed by the <br />Texas Main Street Center of the THC and the National Main Street Center, which consists of the following <br />ten criteria: <br /> <br />1. Broad-based public support for the commercial district revitalization process, with strong <br />support from both public and private sectors. By involving a broad range of interests and <br />perspectives in the revitalization process, the Main Street Program leverages the community's <br />collective skills and resources to maximum advantage, The goal is for all sectors to understand and <br />be philosophically committed to the revitalization process and commit maximum resources <br />possible to achieve commercial district revitalization, <br /> <br />2. Vision and mission statements relevant to community conditions and to the local Main <br />Street program's organizational stage. A mission statement crystallizes the program's sense of <br />purpose and overall direction, A vision statement communicates the organization's long-term <br />hopes and intentions for the commercial district. <br /> <br />3. Comprehensive Main Street work plan. Provides detailed blueprint for activities, reinforcing <br />program's accountability and providing measurable objectives by which program can track <br />progress, <br /> <br />4. Historic preservation ethic. Historic preservation involves not only the process of rehabilitating, <br />restoring or renovating older commercial buildings, but also the process of adopting planning and <br />land use policies which encourage full use of existing commercial centers before new development <br />takes place, and removing the regulatory and other barriers which sometimes make it difficult to <br />attract investment to historic commercial districts, <br /> <br />5. Active board of directors and committees. The direct involvement of an active board of <br />directors and committees is key to changing the community's attitude about its commercial district. <br />The Main Street manager is responsible for facilitating volunteers, not for single-handedly <br />revitalizing the commercial district. <br /> <br />6. Adequate operating budget. To be successful, a Main Street Program must have the financial <br />resources necessary to carry out its work plan, The size ofa program's budget will change as the <br />program matures, and is likely to vary according to regional economic differences and community <br />size, <br /> <br />7. Paid, professional program manager. Coordinating a successful program requires a trained, <br />professional staff person who in most cases, works full time, The most successful program <br />Managers are those who are good communicators, good volunteer motivators and possess good <br />organizational and management skills, which keep the program's many activities moving forward <br />on schedule and within budget. <br />