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14-D Main Street Graduate City
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14-D Main Street Graduate City
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Last modified
11/8/2005 11:20:50 AM
Creation date
2/2/2004 10:00:39 PM
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Template:
AGENDA
Item Number
14-D
AGENDA - Type
RESOLUTION
Description
Letter of Agreement - Main Street Graduate City
AGENDA - Date
2/9/2004
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Pags -- Page 2 <br /> <br />The City of Paris is, in turn, expected to commit to and adopt the Main Street strategy, as developed by <br />the Texas Main Street Center of the Texas Historical Commission and the National Main Street Center, <br />which consists of the following ten criteria: <br /> <br />Broad-based public support for the commercial district revitalization process, with strong <br /> IFom Both puhliu uno privutu ,etor . By lnvolmng a broad mbo ofintoro m <br />pe~pecfives in ~e ~tali~tion process, ~e Main S~eet ~o~m leve~ges ~c communi~'s <br />collective s~lls ~d resources to m~imum adv~ge. ~e goal is for all sectors to unde~t~d <br />~d be philosophically co~ed to ~e re~tali~tion proee~ ~d co~t m~im~ resources <br />possible to achieve eo~ercial dis~ct're~talizafion. <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 crystalbzes the program s sense o <br /> purpose and overall direction. A vision statemen~ communicates the organization's long-term <br /> hopes and intentions for the commercial district. <br /> <br />3. Comprehensive Main'Street work plan providing detailed blueprint for activities, reinforcing <br /> program's accountability and providing measurable objectives by which program can track <br /> progress. <br /> <br />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 />Active board of directors and committees. The direct involvement of an active board of <br /> , ' I I / · ~ .1 h] ..... <br />&rectors ana comnnttees ,s key fo changing fhe commumty s ¢~1~11~: ~tll~ 11~ <br />The Main Street director is responsible for facilitating volunteers, not for single-handedly <br />revitalizing the commercial district. <br /> <br />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 of a 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 />Paid, professional program Manager. Coordinating a successful program requires a trained, <br />professional staffperson 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 /> <br />Program of ongoing training for staff and volunteers. Both staff and volunteers need different <br />skills in different phases of the revitalization process, and as staff and volunteer turnover occurs, <br />they will need basic Main Street training. Participants also should stay current on issues affecting <br />commercial districts as well as new revitalization techniques and models. <br /> <br />Reporting of key ~tatisfics. Tracking statistics, such as reinvestment, job and business creation, <br />and so on, provides a tangible measurement of the local Main Street program's progress and is <br />crucial to garnering financial and programmatic support for the effort. Statistics must bc collected <br />on a regular, ongoing basis. <br /> <br /> <br />
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