02-09-2026 Agenda PacketCITY COUNCIL AGENDA
Notice is hereby given that the City Council of the City of Paris shall meet in regular session
at 5:30 p.m. on Monday, February 9, 2026. The meeting will be held at the City Council
Chamber, 107 E. Kaufman Street, in Paris, Texas. One or all Council Members may be
attending remotely, but the feed will be available for live viewing at
https://paristexas.goy/public. The matters to be discussed and acted upon are as follows:
Opening Agenda
1. Call meeting to order.
2. Invocation.
3. United States Pledge of Allegiance & Texas Pledge of Allegiance.
4. Citizens' forum.
(Persons desiring to address the Council must limit their presentation to no more than two
minutes, and remarks must be limited to matters of city business. Speakers will not be
allowed to cede speaking time to others. Unless an item is posted on the Agenda, the Texas
Open Meetings Act prohibits the Council from responding to any comments other than to
refer the matter to a future agenda, to an existing policy, or to a staff person with specific
factual information. Claims against the City, Council Members, or employees, including
but not limited to claims in pending litigation, as well as individual personal appeals are
not appropriate_for citizens'forum.)
If necessary, the City Council may convene into Executive Session under Chapter SSI of
the Texas Government Code regarding any item on this agenda.
Consent Agenda
Items on the Consent Agenda are approved by a single action of the Council, with such approval applicable
to all items appearing on the Consent Agenda. A Council Member may request any item to be removed from
the Consent Agenda and considered as a separate item.
5. Approve minutes from the meetings of January 26, 2026, and January 30, 2026.
6. Receive reports and/or minutes from the following boards and commissions:
a. Paris Public Library Advisory Board (5-21-2025, 7-16-2025, & 11-19-2025)
b. Building & Standards Commission (915-2025)
c. Love Civic Center Board (11-20-2025)
d. Paris Economic Development Board (12-9-2025)
e. Paris Visitors & Convention Council (12-15-2025)
7. Receive monthly ditch maintenance report.
8. Approve the City of Paris Strategic Plan.
9. Approve a Resolution adopting Procurement Policies and Procedures for Federal Grant
Contracts; providing for severability; providing publication; and providing an effective
date.
Regular Agenda
10. Receive presentation from public information officer Jon McFadden.
11. Convene into Executive Session pursuant to Section 551.087 of the Texas Government
Code, (1) to discuss or deliberate regarding commercial or financial information the
governmental body has received from a business prospect the governmental body seeks to
have locate, stay, or expand in or near the territory of the governmental body and with
which the governmental body is conducting economic development negotiations; or (2) to
deliberate the offer of a financial or other incentive to a business prospect prescribed by
Subdivision (1), as follows:
a. Project Red Maple 2
b. Project Fancy Dirt
c. Project Star Anchor
12. Reconvene into Open Session and possibly take action on those matters discussed in
Executive Session.
13. Consider and approve future events for City Council and/or City Staff pursuant to
Resolution No. 2004-081.
14. Adjournment.
Certification
I certify that the above notice of meeting was posted on the bulletin board in the City Hall Annex, 150 First
St. SE, Paris, Texas and on the City's website at www.paristexas.gov, no later than 5:00 p.m. on February 3,
2026.
Janice Ellis, City Clerk
SL)e, cial Accommodations
This facility is wheelchair accessible and accessible parking spaces are available. Requests for special
accommodations or interpretive services must be made forty-eight (48) hours prior to this meeting. Please
contact Janice Ellis at (903) 784-9248 orjellis@,)paristexas.gov for assistance.
Item No. 5
MINUTES OF THE REGULAR CITY COUNCIL MEETING
OF THE CITY OF PARIS, TEXAS
January 28, 2026
(postponed from January 26, 2026)
The City Council of the City of Paris met for a regular session at 5:30 p.m. on
Wednesday, January 28, 2026, at the City Council Chamber, 107 E. Kaufman, Paris, Texas. Due
to inclement weather conditions (the January winter storm), the City Council meeting posted for
January 26, 2026, and was postponed to January 28, 2026, pursuant to Texas Local Government
Code Section 551.0411.
Present: Mayor: Mihir Pankaj
Mayor Pro -Tem: Gary Savage
Council Members: Mickey Ellis, Rebecca Norment, Alix Putnam, and
Tracy Attebury
City Staff Rose Beverly, City Manager; Stephanie Harris,
City Attorney; Janice Ellis, City Clerk; Steve
Marriott, Finance Director; Osei Amo-Mensah,
City Planner; M.A. Smith, Chief Operating
Officer; Danny Rowell, Director of Utilities; and
Randy Tuttle, Assistant Police Chief
Absent: Council Member: Shatara Moore
Opening Agenda
1. Call meeting to order.
Mayor Pankaj called the meeting to order at 5:30 p.m.
2. Invocation.
Mayor Pro -Tem Savage gave the invocation.
3. United States Pledge of Allegiance & Texas Pledge of Allegiance.
City Council led the United States Pledge of Allegiance and the Texas Pledge of
Allegiance.
4. Citizens' forum.
Andrew Mack — he spoke in support of item 18.
Regular Council Meeting
January 28, 2026
Page 2
Michael Lipscomb, 1330 S.E. 8b Street - he opposed the comprehensive plan amendment
for item 18.
Raymond Peregrina — spoke in favor of item 19.
Consent A enda
Mayor Pankaj inquired of Council Members if they wished to pull any items from the
consent agenda for discussion. There being none, a Motion to approve the consent agenda was
made by Council Member Putnam and seconded by Council Member Norment. Motion carried,
6 ayes — 0 nays.
Approve minutes from the meeting of January 12, 2026.
6. Receive reports and/or minutes from the following boards and commissions:
a. Tax Increment Reinvestment Zone (TIRZ No. 1) Board Minutes (10-9-2025)
b. Planning & Zoning Commission Minutes (12-1-2025)
c. Board of Adjustment Minutes (11-4-2025)
d. Love Civic Center & Paris Visitors & Convention Council quarterly reports
e. Main Street Advisory Board Minutes (11-11-2025)
7. Receive the December monthly financial report.
8. Receive the December monthly drainage report.
9. Approve RESOLUTION NO. 2026-004: Ordering the Regular Municipal Election for
the City of Paris, Texas, to be held on the first Saturday in May 2026, for the purpose of
electing members of the Paris City Council in Districts 1, 2, 3, & 6 for the ensuing two
years; designating polling places; Ordering Notices of Election to be given; and declaring
an effective date.
10. Approve RESOLUTION NO. 2026-005: Authorizing and approving a contract between
the City of Paris and Lamar County Elections Administrator to assist, coordinate,
supervise, and handle certain aspects of administering the General Election for May 2,
2026, for the City of Paris.
11. Approve RESOLUTION NO. 2026-006: Approving a Joint Election Agreement between
the City of Paris and Paris Independent School District for the May 2, 2026, Election.
12. Approve RESOLUTION NO. 2026-007: Approving a Joint Election Agreement between
the City of Paris and North Lamar Independent School District for the May 2, 2026,
Election.
13. Approve RESOLUTION NO. 2026-008: Approving a Joint Election Agreement between
the City of Paris and Chisum Independent School District for the May 2, 2026, Election.
Regular Council Meeting
January 28, 2026
Page 3
14. Approve the Final Plat of the Fodge Addition, CB 59, Lot 1, Block A, LCAD 14331 and
14333, located in the 200 Block of Pine Bluff Street.
15. Approve the Replat of the JC Miles Subdivision, Lots 1-3, Block A, LCAD 129233,
129234, 12935, and 12936, located in the 600 Block of Sycamore Street.
16. Approve the Replat of the JC Miles Subdivision, Lots 7R, 8R, 9R, Block A, LCAD
129240, 129242, and 129243, located in the 700 Block of Sycamore Street.
17. Approve Easement and Right -of -Way to Oncor Electric Delivery Company, LLC at Cox
Field Airport.
Re ular Agenda
18. Conduct a public hearing, discuss and act on an Ordinance Approving and Adopting
Amendments to the Comprehensive Plan and Future Land Use Map for the City of Paris
from Low Density Residential (LDR) to Medium Density Residential (MDR) on LCAD
Parcels Nos. 17005, 129327, 129326, JC Miles Subdivision Block A, Lots 11, 12, 13,
located in the 1400 Block of SE 6h and SE 8h Streets.
City Attorney Stephanie Harris explained that the Planning and Zoning Commission
denied this item and in order for it to pass, it would require six affirmative votes.
City Planner Osei Amo-Mensah said that the applicant was requesting the amendment so
that he could develop four triplexes for a total of twelve dwelling units. He said this was not
permitted under the current two-family dwelling district. He also said that staff recommended
denial of this item.
Mayor Pankaj opened the public hearing and asked for anyone wishing to speak about
this item, to please come forward. Michael Lipsomb spoke in opposition of this item due to
water drainage, sewer drainage, and issues with parking. Andrew Mack spoke in support of the
amendment citing shortage of housing and he stated he believed the drainage could be fixed. He
also said he had e-mailed to City Council a document and presentation. Mr. Mack said this would
be a 2.2 million dollar investment. Ms. Harris answered questions from City Council about
infrastructure.
A Motion to deny the amendment was made by Council Member Norment and seconded
by Council Member Ellis. Motion carried, 6 ayes — 0 nays.
19. Conduct a public hearing, discuss and act on ORDINANCE NO. 2026-001: Amending
Zoning Ordinance No. 1710 of the City of Paris, Texas, as heretofore amended, so as to
allow a Specific Use Permit (SUP) for Trailer Rental, Sales, or Repair in a Commercial
Zoning District (C), on LCAD Parcel No. 17775, City of Paris Block 235, Lot 2-A,
located at 1212 N.W. 19'h Street.
Regular Council Meeting
January 28, 2026
Page 4
Mr. Amo-Mensah said the applicant was seeking a specific use permit for the existing
building for trailer rental, sales or repair. He said the Planning and Zoning Commission
recommended approval, as did city staff.
Mayor Pankaj opened the public hearing and asked for anyone wishing to speak about
this item, to please come forward. Raymond Peregrina spoke in support of this item. Council
Member Norment inquired if he owned this building or was renting it. Mr. Peregrina said he
was renting it. Ms. Harris said the SUP would expire if Mr. Peregrina moved from there. With
no one else speaking, Mayor Pankaj closed the public hearing.
A Motion to approve this item was made by Council Member Ellis and seconded by
Mayor Pro -Tem Savage. Motion carried, 6 ayes — 0 nays.
20. Receive presentation from Chief Operation Officer Michael Smith about public works,
water billing and code enforcement.
Mr. Smith gave an overview of projects and day-to-day operations in water billing, code
enforcement, streets, parks and public works.
21. Discuss and act on RESOLUTION NO. 2026-009: Approving the Annual Report, Fiscal
Year 2024/2025 for Tax Increment Reinvestment Zone Number One and Authorizing the
City Attorney to file same with the Texas Office of the Comptroller.
Ms. Harris explained that the Texas Tax Code Section 311.016 required that the
governing body of a taxing entity creating or participating in a TIRZ must file an annual report
with the Texas Comptroller's Office. Ms. Harris presented the City Council with the report.
A Motion to approve this item was made by Council Member Ellis and seconded by
Mayor Pro -Tem Savage. Motion carried, 6 ayes — 0 nays.
22. Convene into executive session pursuant to Section 551.087 of the Texas Government
Code, (1) to discuss or deliberate regarding commercial or financial information the
governmental body has received from a business prospect the governmental body seeks
to have locate, stay, or expand in or near the territory of the governmental body and with
which the governmental body is conducting economic development negotiations (2) to
deliberate the offer of a financial or other incentive to a business prospect prescribed by
Subdivision (1), as follows:
A. Project Red Maple 2
B. Project Fancy Dirt
Mayor Pankaj asked that this item be moved to the next meeting because Maureen
Hammond had a scheduling conflict and could not be at the meeting.
23. Reconvene into open session and possibly take action on those matters discussed in
executive session.
Regular Council Meeting
January 28, 2026
Page 5
24. Consider and approve future events for City Council and/or City Staff pursuant to
Resolution No. 2004-081.
There was no reference of future events.
25. Adjournment.
There being no further business, a Motion to adjourn was made by Mayor Pro -Tem
Savage and seconded by Council Member Ellis. Motion carried, 6 ayes - 0 nays. Mayor Pankaj
adjourned the meeting at 6:13 p.m.
MIHIR PANKAJ, MAYOR
JANICE ELLIS, CITY CLERK
MINUTES OF THE CITY COUNCIL SPECIAL MEETING & WORKSHOP
OF THE CITY OF PARIS, TEXAS
January 30, 2026
The City Council of the City of Paris met for a special meeting at 12:00 p.m. on Friday,
January 30, 2026, at the City Council Chamber, 107 Kaufman Street, Paris, Texas.
Present: Mayor: Mihir Pankaj
Mayor Pro -Tem: Gary Savage
Council Members: Rebecca Norment, Alix Putnam and Tracy
Attebury
City Staff. Rose Beverly, City Manager; Janice Ellis, City
Clerk; Stephanie Harris, City Attorney; Rich
Salter, Police Chief, M.A. Smith, Chief Operating
Officer; and Osai Amo-Mensah, City Planner
Absent: Council Members: Shatara Moore and Mickey Ellis
O penin . A ends
1. Call meeting to order.
Mayor Pankaj called the meeting to order at 1:30 p.m.
Discuss and act on ORDINANCE NO. 2026-002: An Ordinance of the City Council of
the City of Paris, Texas, extending the Mayor's Declaration of Local Disaster for Public
Health Emergency and Order dated January 24, 2026, for an additional thirty days.
City Attorney Stephanie Harris reported that on January 24, 2026, Mayor Pankaj
determined from statements and information provided by the Office of the Texas Governor, City
of Paris Emergency Management personnel, the Texas Department of Emergency Management,
and the National Weather Service that over the next several days, severe winter weather posed
an imminent threat of wide spread and severe property damage, injury and loss of life due to
prolonged freezing temperatures, heavy snow, icy conditions, and freezing rain. Ms. Harris
stated the City did experience extreme cold, freezing rain, snow, sleet, and ice resulting in power
outages to the water treatment plant and to residents, downed trees and power lines, water and
sewer main breaks, and treacherous roadways into the following week. She also said conditions
required significant expenditures of City resources, including but not limited to payment of staff
overtime. Ms. Harris explained that in order to try to recoup some of these expenses if FEMA
assists, then the City would need to have this in place. Ms. Harris said the extension would
expire February 28, 2026, at 11:59 p.m.
A Motion to approve this item was made by Mayor Pro -Tem Savage and seconded by
Council Member Norment. Motion carried, 5 ayes — 0 nays.
Adjournment.
Special Meeting
January 30, 2026
Page 2
There being no further business, Mayor Pankaj adjourned the meeting at 1:32 p.m.
WORKSHOP SESSION
Call meeting to order.
Mayor Pankaj called the meeting to order at 1:33 p.m.
2. Discuss downtown parking ordinance revisions and enforcement.
City Manager Rose Beverly said she placed this item on the agenda to get direction. She
said the City had an ordinance on the books and the main issue was whether or not Council
wanted staff to enforce it and also to make sure they had everything in order. She said the police
department issued warnings several months ago to those who were parked for more than two
hours, and half of the people were happy while the other half were not. Ms. Beverly said the
governing body heard from a lot of people about this. Police Chief Rich Salter explained that
the last time the map was updated was in the eighties, that it did not reflect parallel parking and
needed to be updated. Ms. Beverly said they might want to go from two hours to three hours,
change the hours and include residential parking for residents living in downtown lofts. Chief
Salter explained to enforce parking would require an officer be downtown all day chalking tires.
Ms. Beverly said they had a lot of ideas to vet. Mayor Pro -Tem Savage said the spirit of parking
downtown was created for people to eat and shop, and he thought that is how it should be. As
to downtown residents, parking spaces should be permitted, and they should pay for permits.
With regard to business owners, they should have a different lot to park in and could be permitted
as well, like many other cities. Mayor Pankaj said there was a lot of growth, and it was a good
problem to have. Council Member Norment asked for additional ADA parking spaces. Mayor
Pro -Tem Savage said the parking lot at Belford could be available for business owners. Ms.
Beverly said staff could work up a map and bring back to City Council.
Discuss land purchase for a possible expansion/connection of the West side of the Trail
de Paris.
Pat Bassano of Greater Paris Foundation explained they had been trying to close a 3 mile
gap in West Paris to connect the trail from Farmersville to New Boston. He explained that there
were a number of people involved and they had made application through TxDOT and Union
Pacific were involved as well. Mr. Bassano said it took one year to get a meeting with Union
Pacific. He explained in,the meantime, TxDOT connected the West side going around the South
Loop and Greater Paris Foundation no longer needed the meeting. Mr. Bassano reported there
were 37 acres that the City might want that was being offered by Union Pacific which would still
allow a connection at 4"' and Hearne creating possibly a safe route to school for children. He
inquired if the City wanted them to go to the meeting and make application for this land. Dick
Amos said the minimum for the application would be $50,000.00 to $61,000.00 but they did not
know the maximum.
Special Meeting
January 30, 2026
Page 3
Mayor Pankaj spoke about grant opportunities but said the City was not eligible unless
they secured the property. Council Member Norment inquired about the timeframe and Mr.
Amos said as soon as possible. Ms. Harris wanted to know what they needed from the City to
move forward with the meeting. Mr. Amos said they could submit the City's name in place of
the Greater Paris Foundation but needed to know as soon as possible. City Council said that
should be explored. Mr. Bassano said if the City was interested, the Foundation was willing to
volunteer to negotiate and deal and then come back to the City.
4. Adjournment.
There being no further business, Mayor Pankaj adjourned the meeting at 2:16 p.m.
MIHIR PANKAJ, MAYOR
JANICE ELLIS, CITY CLERK
Item No. 6
Paris Public Library Advisory Board
Meeting Minutes
November 19th, 2025
I. Call to Order: The regular meeting of the Paris Public Library Advisory Board was
called to order by Chairman Steve Hellmann at 5:00 p.m. Board members
present were Steve Hellmann, Eva Dickey, Myers Hurt, Abigail Frank, Dee
Hawkes, and Jennifer Cullum. Also in attendance was Library Director Connie
Lawman, Mayor of Paris, Mark Pankaj, and City Manager, Rose Beverly.
II. Citizens Forum: No citizens addressed the forum.
III. Approval: The minutes of the October 22, 2025, meeting were approved with no
corrections. Dee made the motion, with Abigail adding the 2"d
IV. New Business: Strategic Planning: Connie notified the board that the Strategic
Plan (SP) is an edit in progress, and it should be an ever-changing document. All
people at the board meeting spoke for 30 minutes regarding the SP.
Steve stated that the intention was to do a quarterly review of the SP, to make
sure that it reflects what is happening. Some ideas that Steve noted that he
would like captured on the SP are the big picture details and what needs to be
done to reach those goals. Connie responded, stating that she has gone through
all of the SP and she wants to clarify that the SP is different than Capital
Projects, so it's not a good idea for the two to exist on one page.
Rose Beverly added that it is difficult to track progress when the projects are for
different aspects of how the library is managed on a day-to-day aspect.
Investments that cost over $30,000 are different than investments such as the
Library of Things, which are much easier goals to hit, versus something that
requires a lot of money.
Steve responded, stating that he continues to remind the board of the priorities
put forth in the SP because he wants to move the library forward with being able
to do big things. If the library only shows small, manageable things, a lot of tasks
will be accomplished but he is concerned that the organization will get hung up
on not being able to work toward accomplishing bigger goals. Connie
responded, stating that she feels like the library accomplishes big things all the
time.
Rose wanted to clarify that all city departments have capital plans, which was
something recently started by her. Capital Plans are something that the city
addresses and the council must be involved in because they are money related.
This is where the City Manager's role lies. Regarding other items, such as
endowments, the Library Board is involved in helpingwith that, but the City
Manager must take part in working with that.
Steve stated his concern was less about keeping the building running and more
about the services offered at the library now and in the future. If there's funding
required for those items, Steve asked how those get addressed to the council for
evaluation. Steve also reiterated that simply because the goals are listed on the
SP, that doesn't mean it's a commitment from the city or anyone else; it's just a
List of things the board would like to accomplish, and a strategic manner of how
the board discussed doing them.
After much discussion back and forth, Rose noted that Connie must take
direction from different places, and for the Library Board to be please patient
during the process. Steve summarized that his goal is not so much to create
conflicting priorities, but if there are discussions regarding the SP, to please bring
those to the Library Board so that not to forget this group exists.
Connie added that she wants to magnify all that is mentioned on the graphs she
had and provide updates, but she feels it should be more focused on services,
resources, and programs. She feels that the current SP needs to be reworked,
especially because there is a new City Manager and new Library Board
members. Connie is focused on her desire to better the library from the inside
out. She is not currently comfortable with an expansion because she is
concerned about doing the best she can with the space she has right now.
Abigail suggested going through each of the items on the SP, notating the growth
that has been made. Then, add those items to a list for observable progress and
then have an additional list for future goals.
Steve moved on and asked for the board to review Years 2 through 5 of the SP, to
determine what items would be capital allocations versus something that could
easily be accomplished without additional steps.
The board addressed Delivery Services for Shut-ins, which Connie said can be
accomplished on a small scale. Expanding the program would require separate
transportation. Steve then asked about the Mobile Library. Connie stated that
would be a part of Capital.
Myers noted that initially when the board began drafting the SP, there was a
already discussion of what are monthly, annually, and then 5- and 10 -year goals,
so that in the event of a windfall, or someone donates a building, that could be
put in the 10 -year plan. Each month, we would receive metrics on the progress, if
there was any. This way there was a way to track how the library was moving and
the metrics made sense.
Rose added that it seems the SP has three different things. The city has the
Capital Improvement plan and will take care of that. Operational things are what
the Library Board reviews. Then there's the concept of if there's a windfall,
there's a list of what you would like to have happen. Rose also added that it's
great to have big wishes for improvements to the library, but they need to be
distinguished from Capital items because the taxpayers pay for those and the
City Manager is responsible for that.
The board then moved on to discuss the Mobile Library concept. The board
generally agreed that this was a great idea, and the funding, costs, and planning
were still required for future discussions.
Steve asked if grants were available for a program like the Mobile Library. Connie
said while there are grants out there and she is constantly looking for some, the
city doesn't qualify for many rural grants because the population is too large.
Myers added that the Mobile Library is a perfect example of why its on the SP; it's
not something that can happen immediately but it's also not a 20 -year dream.
It's worth intermittent conversation that can be brought up for progress review.
Abigail suggested in lieu of placing year formatting on the SP, instead the board
place topics such as In Progress, To Do, and Eventually so that there are sections
that are a little bit easier to check off and gauge overtime.
Jennifer asked if hard -set years is stressful to the library and Connie responded,
stating that it's the layout in general. Rose suggested topics such as Finished
and Currently Working On, which could be tracked by the Library Board.
Steve said that the SP was meant to be a dynamic framework that prompts
conversation and not static. Connie liked that concept and added that she loves
brainstorming.
Connie asked to move forward on the agenda, with the hope of presenting to the
board her ideas in a few months of how she would like to create a feasible SP.
Steve asked if there's anything that Connie wanted to remove from the SP so that
everyone understands. Connie replied, stating that she would like to remove all
Capital big money wishes and just have operational. Steve responded, stating
that he would still like to have some level of aspirational goals listed. Rose
suggested that this information be on separate pages.
After discussing the Strategic Plan for 30 minutes, Steve asked if the board was
ready to move on. The consensus was to move forward with the meeting, with
the intention of revisiting the SP when Connie presented the board with her
intentions for an updated design.
V. Friends of the Library Report
There were no representatives making a report for Friends on this day.
VI. Director's Remarks
Connie told the board that the newest member of the Library Board, Annette
Lewis, has not been able to participate yet because she had not made her oath.
She has received the agenda and Connie made her a welcome gift bag and
hopefully, she will attend the next meeting.
Connie informed the board that in January, she will present a list of the library
staff's wishes. The Estate of Jo Lorraine Rhodes has been settled. Connie
received a check on behalf of the library in the amount of $267,000 and promptly
deposited it into its own account for the library. The library staff have put
together a list of wishes and Connie would like the board to discuss these
wishes at the January meeting. Connie is very thankful for the large donation to
the library and will submit a press release thanking her for the contribution.
Jennifer asked if stats were being noted at this meeting, to which Connie said not
for this one. Steve asked if there were any other remarks from the Director's
Report to which Connie replied no.
With nothing further to discuss, the meeting was adjourned at 5:53 p.m.
The next meeting of the Paris Public Library Advisory Board will be held on
Wednesday January 21St, 2026, beginning at 5:00 pm.
Jennifer Cullum
Secretary
MINUTES OF THE BUILDING AND STANDARDS COMMISSION MEETING
OF THE CITY OF PARIS, TEXAS
September 15, 2025
The Building and Standards Commission of the City of Paris met for a regular session at 3:00 p.m.
on Monday, September 15, 2025, at the City of Paris Council Chambers, 107 E. Kaufman St.,
Paris,
TX 75460.
Present: Board Members: A.W. "Plug" Clem
Chris Dux
Jesse Wallace Jr
Kim Walker
Alexander Moore
Absent: Morgan Cline
Angie Briscoe
City Representatives: Robert Talley — Code Enforcement Supervisor
Jacie Brown — Code Enforcement
Elisabeth Payne — Code Enforcement
Call meeting to order.
Chris Dux, called the meeting to order at 3:05p.m.
2. Approve minutes from the meeting of July 21, 2025.
A Motion was made by Chris Dux to approve minutes. Motion carried
unanimously. 4-0
3. Public Hearing to consider presentations by City of Paris Code Inspectors and owner(s)
and/or lien holder(s) of the below properties who have been given notice of a violation of
Chapter 4, Article 4.03 entitled "Substandard and Dangerous Buildings and Structures;"
Chapter 7, Article 7.04 entitled "Weeds, Junk, and Other Objectionable, Unsightly, or
Unsanitary Matter on Private Premises;" Chapter 8, Article 8.10 entitled "Outdoor
Storage;" Code of Ordinances of the City of Paris, Paris, TX:
Building and Standards Meeting
September 15, 2025
Page 2
D. 435 NE 6th, City of Paris Block 61, Lot 23
Owner: Gracie Johnson & Lawanda Gomez; 1208 14th NE, Paris, TX 75460
Robert Talley stated there is a person living in a camper on the vacant lot, outside
storage, junk and rubbish including, but not limited to: paint cans, buckets, and
cardboard scattered throughout the property. There is also a tent that a person is
staying in.
Glenn Maxey was present to speak about his belongings located on this property.
He is currently purchasing the land in the form of a payment plans between him
and the property owners. He recently got out of prison and is on disability as well.
Currently he lives in the tent and is fixing the camper up to live in as well. He has
requested an extension to fix the camper and clean this property up.
Robert Talley's recommendation: Declare a nuisance, Removal of special
vehicle, junk and rubbish, and outside storage within 30 days, or the city has
the right to do so.
Motion made by Chris Dux, seconded by Jesse Williams Jr, to follow staff
recommendation. Motion carried unanimously with the addition of Plug Clem stating
that he wished there was something that could be done to ensure Mr. Maxey's security
of the purchase of the property. 5-0
A. 944 E Polk, Gibbons Park Block 4, Lot 4
Owner: Rea Guillermo; 1226 S Peach Tree Mesquite, TX 75149
Robert Talley stated that there has been no contact with the property owner. The
structure has rotted wood, foundation damage, leaking roof, holes in the roof, junk
and rubbish throughout the structure, and is unsecure.
Robert Talley's recommendation: Declare a nuisance, demolition of structure
and removal of junk and rubbish within 30 days, vacate within 30 days or the
city has the right to do so.
Motion made by Plug Clem, seconded by, Kim Walker, to follow staff
recommendation. Motion carried unanimously. 5-0
B. 954 E Polk, Gibbons Park Block 4, Lot 3
Owner: Rea Guillermo & Cecelio Elizarroras 1226 S Peach Tree, Mesquite, TX
75149
E
F
Building and Standards Meeting
September 15, 2025
Page 3
Robert Talley stated there has been no contact with the owner. The structure has holes
in the roof, foundation damage, rotting and missing wood, sinking structure, and a
collapsed ceiling.
Robert Talley's recommendation: Declare a nuisance, demolition and removal
of junk and rubbish within 30 days, vacate within 30 days or the city has the
right to do so.
Motion made by Kim Walker, seconded by Jesse Wallace JR, to follow staff
recommendation. Motion carried unanimously. 5-0
C. 1065 NE 11th, City Block 175, Lot 12
Owner: 1507 California LLC (NIW Investments LP); PO Box 573036, Houston,
TX 77257
Robert Talley stated there has been no contact with the property owner. The structure
has rotted wood, holes in the roof, foundation damage, also junk and rubbish inside.
Robert Talley's recommendation: Declare a nuisance, demolition and removal
of junk and rubbish within 30 days, vacate within 30 days or the city has the
right to do so.
Motion made by Kim Walker, seconded by Jesse Wallace Jr, to follow staff
recommendation. Motion carried unanimously. 5-0
1051 NW 8th, E S Connor Block 1, Lot 12
Owner: Ruth Teal; 6003 Seacomber PL, San Antonio, TX 78242-1138
Robert Talley stated this property recently caught fire and has severe fire damage.
Unsecure structure as well as junk and rubbish throughout the property.
Robert Talley's recommendation: Declare a nuisance, demolition of
structure, removal of junk and rubbish, and vacate within 30 days, or the
city has the right to do so.
Motion made by Plug Clem, seconded by Kim Walker, to follow staff
recommendation. Motion carried unanimously. 5-0
503 NE 1St, City Block 91, Lot 29
Owner: Remelia Pruitt:; PO Box 21, Paris, TX 75460
Robert Talley has stated that this structure recently caught fire and has severe fire
damage. The structure is unsecure as well as junk and rubbish inside.
Building and Standards Meeting
September 15, 2025
Page 4
Robert Talley's recommendation: Declare a nuisance, demolition of
structure, removal of junk and rubbish, and vacate within 30 days, or the
city has the right to do so.
Motion made by Kim Walker, seconded by Jesse Wallace Jr, to follow staff
recommendation. Motion carried unanimously. 5-0
G. 524 Parr, Locust Hill Block 8, lot 2
Owner: Craig Ortega & Storrni Evans
Robert Talley stated there has been no direct contact with the owner but the owner
contacted a previous city employee and stated that they do not wish to demolish the structure. The
structure has a huge hole in the roof on the side and another hole in the roof on the front due to
tree damage.
Robert Talley's recommendation: Declare a nuisance, demolition of structure,
removal of junk and rubbish, and vacate within 90 days, or the city has the right to do so.
Motion made by Alex Moore, seconded by Plug Clem, to follow staff
recommendation. Motion carried unanimously. 5-0
4. Adjournment.
There being no further business, a motion9,AidjouqX�vby as -made (�hris,,P'44'�`at 4-08
1 111 , � " 9 pm.
COMMISSIONER
MINUTES OF THE LOVE CIVIC CENTER BOARD MEETING
OF THE CITY OF PARIS, TEXAS
November 20, 2025
The Love Civic Center Board of the City of Paris met for a regular session at 12:15 p.m. on
Thursday, November 20, 2025, at the Love Civic Center, 2025 S. Collegiate.
Present: Board Members: Austin Anthony, Gary Flynn, Robert Staples, Patty Nix,
Hunter Jones, Zach Saffle, Patty Nix, Trey Kraft, Montgomery Moore,
Zach Saffle, and Owen Jobe.
City Representatives:
Absent: Board Members: Brittany Chaidemenos, Bart Chadwick, Ashley Green, Levi Graham,
Bart Chadwick, Peggy McClaren, and Brad Ramsey
Call meeting to order.
Robert Staples, Chairman, called the meeting to order at 1.2:1.5 p.m.
Citizens' Forum.
No one present.
3. Approve minutes from the meeting of September 2025, a motion to approve this item was made by
Austin Anthony, seconded by Hunter Jones, motion carried, 11 ayes, 0 nays.
4. Receiving the financial report from Paul Allen, a motion to approve this item was made by Austin
Anthony, seconded by Robert Staples. Motion carried, l 1 ayes, 0 nays.
Randy Nation stated that there are at least 15 events coming up in December. He also stated he has
27 trolley trips booked.
6. Paul Allen stated that an estimate on our trolley is between 15K and 20 K for trade, after the first
of the year we will get back to looking for a newer trolley.
Adjournment.
There being no further business, A Motion to adjourn was made by Board Member Robert Staples,
seconded by Board Member Owen Jobe, Motion carried, 1 Jw ayes — 0 nays.
Robert Staples adjourned the meeting at 12:28p.m.
Robert Staples, Chair
STEXAS
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PARIS ECONOMIC DEVELOPMENT CORPORATION
MONTHLY MEETING
Depot Community Room
Paris Economic Development Corporation
1125 Bonham St.
Paris, Texas 75460
Tuesday, December 9, 2025
4:00 P. M.
MINUTES
Board Members Present:
Josh Bray, Chairman
Curtis Fendley, Vice Chairman
Chase Coleman, Secretary/Treasurer
Dr A.J. Hashmi
Erik Roddy
Mark Homer
Marshall Dougherty
Guest(s) Present:
Gary Savage, Mayor Pro Tem
Staff Present:
Maureen Hammond, Executive Director
Adam Cawthon, Executive Assistant
Legal Council:
Casey Gain, PEDCAttorney
Ex -Officio Members Present:
Dr. Stephen Benson, PJC President
Call to Order„
Chairman Josh Bray called the monthly board meeting of the Paris Economic Development Corporation
to order at 4:00 p.m. on Tuesday, December 9, 2025.
Invocation
Mr. Dougherty gave the invocation.
Welcome and O ening Remarks
Chairman Bray opened by expressing appreciation to everyone in attendance.
Pagel of 5
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Citizens' _ pun
Chairman Bray invited those present to speak during the Citizens' Input. No one came forward, and
Chairman Bray closed citizens' input.
Discuss and Consider Ap roval of the November 18 2, 025 Meetin Minutes
Chairman Bray presented the November 18, 2025, meeting minutes for review and discussion. Mr.
Fendley made a motion to approve the minutes as presented. Dr. Hashmi seconded the motion.
Vote: 7 -ayes to 0 -nays
Discuss and Consider Aroval of September and October 2025 Financial Statements
Secretary and Treasurer Chase Coleman presented financial reports ending September 30, 2025. Total
assets were reported to be $11,501,445. Total liabilities were reported to be $2,314,409, leaving the
PEDC with a total net position of $9,187,036. He continued with the income statement for the month,
citing the reported total revenue as $736,443. He noted that this total included a reimbursement for the
EDA Grant fund totaling $504,897. He concluded the financial report for the month of September by
presenting total expenditures and net income for the month.
Mr. Coleman continued by providing a brief report on year-end encompassing the last twelve months.
Total revenues were reported to be $2,918,356. Total expenses were reported to be $1,133,772, leaving
the PEDC with a total net income of $424,473. He provided commentary, noting that both revenue and
net income for the fiscal year were well ahead of budget, while expenses were well under budget. Mr.
Coleman concluded his report by stating that 2025 was a good year for the PEDC and that, upon review,
there appeared to be no discrepancies in the year-end financial statements.
Mr. Coleman opened the floor to questions regarding the September financial statements. Mr. Homer
asked a question regarding the PEDC's projected financial trends for the upcoming year. Mr. Coleman
noted that economic activity was projected to slow in the coming year and that the PEDC would be
conservative with financial expenses moving forward.
Mr. Coleman continued his report by presenting financial reports ending October 31, 2025. Total assets
were reported to be $11,264,481. Total liabilities were reported to be $1,982,064, leaving the PEDC with
a total net position of $9,282,417. He continued with the income statement for the month, citing the
reported total revenue as $168,169. He concluded the financial report for the month of October by
presenting total expenditures and net income for the month.
Mr. Coleman opened the floor to questions regarding the October financial statements. Mr. Roddy
noted that the PEDC's collected sales tax had decreased in comparison to the previous year. He noted
his agreement with Mr. Coleman's analysis of local economy, commenting that he was hopeful that
economic activity would continue to stabilize moving forward. Mr. Bray asked if future PEDC financial
statements would be provided in a timely manner by the City on a monthly basis. Mr. Coleman noted
that the City's new Director of Finance has continued to maintain open communication with the PEDC
and that future financial statements could be anticipated to arrive in a timely manner.
Page 2 of 5
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Dr. Hashmi made a motion to approve the financial statements as presented. Mr. Roddy seconded the
motion.
Vote: 7 -ayes to 0 -nays
Re ort and U,odates from,Executive Director
EDA Grant Project— NW Industrial Park: Ms. Hammond reminded the Board that a change order to
approve clearing of the PEDC's 23 -acre site within the NW Industrial Park had been submitted to the
EDA. She reported that the EDA had responded to the change order by citing that the parcel was outside
of the previous environmental study that had been conducted for the NW Industrial Park and that a new
environmental study would be required to consider approval of the change order. She added that this
process would take additional time and funding to conduct. At this time, she proposed an alternative
option. She explained that in recognition of how seamless the project had gone and that the PEDC had
quickly met job creation requirements for the EDA Grant, the EDA had offered to increase the match
percentage of the grant from 70/30 to 80/20 should we start to close out the grant by the end of the
year. She proposed that, due to the savings provided by this percentage adjustment, the Board consider
spending a portion of those funds toward the clearing of the 23 -acre site.
Mr. Homer made a motion to approve clearing of the 23 -acre site within the NW Industrial Park. Mr.
Fendley seconded the motion.
Vote: 7 -ayes to 0 -nays
Tax Increment Reinvestment Zone (TIRZ) No. 1— Current Status: Ms. Hammond reported that during
the December 8th City Council Meeting, Council had approved an ordinance to modify the existing
boundary of TIRZ No. 1, removing Zone 4, encompassing the 116 -acres of the Gene Stallings Business
Park. She commented that the approval of this ordinance would allow the EDC to retain flexibility when
proposing the site for future recruitment projects. Ms. Hammond expressed her appreciation for Mr.
Homer's attendance at the City Council meeting.
Ms. Hammond opened the floor to questions regarding her updates. There were no questions.
Convene into Executive Session:
Pursuant to Section 551.087 of the Texas Government Code to
1) discuss or deliberate regarding commercial or financial information that the governmental
body has received from a business prospect that the governmental body seeks to have to
locate, stay, or expand in or near the territory of the governmental body and with which
the governmental body is conducting economic development negotiations; or
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2) to deliberate the offer of a financial or another incentive to a business prospect described
by Subdivision (1), to wit:
a) Project Red Maple 2
b) Project Fancy Dirt
c) Project Star Anchor
d) Project Blue Moon
Pursuant to Section 551.072 of the Texas Government Code to discuss and deliberate the
purchase, exchange, lease, or value of real property.
III. Pursuant to Section 551.074 of the Texas Government Code: 1) to deliberate the
appointment, employment, evaluation, reassignment, duties, discipline, or dismissal of a
public officer or employee: or 2) to hear a complaint to charge against an officer or
employee personnel.
Chairman Bray convened the Board into Executive Session at 4:13 p.m.
Reconvene into Own Session and Consider Action on Items Discussed in the Executive Session
Chairman Bray reconvened the Board into an Open Session at 5:15 p.m.
Mr. Fendley made a motion to approve Project Fancy Dirt Contract of Sale and Project Performance
Agreement as discussed in executive session. Mr. Dougherty seconded the motion.
Vote: 7 -ayes to 0 -nays
Dr. Hashmi made a motion to approve the bid and expenses related to clearing of the 23 -acre site as
discussed in executive session. Mr. Dougherty seconded the motion.
Vote: 7 -ayes to 0 -nays
Mr. Coleman made a motion to approve compensation for the executive director as discussed in
executive session. Mr. Homer seconded the motion.
Vote: 7 -ayes to 0 -nays
Discuss Future A enda Items
Chairman Bray opened the floor to discuss future agenda items. No items were brought forward for
discussion.
Closin Remarks
None
Adiourn
Chairman Bray declared the meeting adjourned.
Page 4 of 5
JISTEXAS
here Texans Revch Highe
The meeting was adjourned at 5:16 p.m.
Respectfully submitted,
Adam Cawthon
Executive Assistant
Paris Economic Development Corporation
Page 5 of 5
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Paris Public Library Advisory Board
July 16, 2025
Meeting Minutes
1. Call to order at 5:01 p.m. We have not met quorum due to new members not yet
swearing in, so no official motions can be made.
--Steve explained the purpose of the board to the new members
3 purposes of the board—manage gift funds, make recommendations for library
services, cooperate with the public to benefit the library. No statutory authority
really. Our charge is to meet on the third Wednesday of every month. Special
meetings can be called if necessary. Terms are three years.
11. Citizen Forum
No citizens addressed the board.
111. Minutes were not approved due to lack of quorum.
1V. New business
A. Welcome New board members
1. Introductions; Connie Lawman, director; Sandy Keir, new member;
Abigail Frank, last year of first term; Jennifer Holje, friends of the library
vice president; Mihir Pankaj, mayor/ city council liaison; Audrey Mathieu,
friends of the library president; Eva Dickey, board member; Dee Hawkes,
new member; Steve Hellmann, president of the board.
2. Chairman and secretary appointments were pushed off due to lack of
quorum.
V. Friends of the Library report
--Audrey said she was approached by a community member that said she had
tried to reach out to the Paris Public Library and had not reached out.
--Audrey explained the purpose of the Friends of the Library to new members.
Friends started in the 1980s to fund the expansion and has continued to help
with funds like murals, Bookfiix, art competitions, and other things the library
needs.
VL Director's remarks
A. In June, the library had 6,077 patrons
B. September is public library card sign up month. The library is doing a contest for
children, teens, and adults, The dates and information is not in stone yet, but are
due by August 8th. "The goal is to get moire people in here," Connie said, She
also plans to promote it with a "selfie with your library card" campaign,
C. Connie reminded that library cards expire annually if you have not checked out
anything at Paris Public Library.
1. 3,000 active card members
VII. Abigail made a motion to close. Eva seconded. The meeting adjourned at 5:31 p.m. The
next library meeting is Aug. 20, 2025 at Paris Public Library at 5 p.m. Chairman and
secretary appointments will be made at that time.
Paris Public Library Advisory Board
May 21 st, 2025
Meeting Minutes
Call to Order:
The regular meeting of the Paris Public Library Advisory Board was called to
order by Chairman Steve Hellmann at 5:00 p.m. Board members present were
Steve Hellmann, Eva Dickey, Myers Hurt, Abigail Frank, and Jennifer Cullum.
Members absent were Fran Neely and Melanie Loughmiller. Also in attendance
were Friends of the Library representative Audrey Mathieu and Library Director,
Connie Lawman.
II. Citizens Forum:
No citizens addressed the board.
Ili. Approval:
The minutes of the April 161h, 2025, meeting were approved with no corrections.
Eva Dickey made the motion to approve with Abigail Frank providing the second.
IV. New Business:
a. Calendar
Connie provided board members with a copy of the calendar of events for
June, notating that everyday has an activity. The Legos day has been moved
to Mondays, to help balance the week out. Every Friday in June and July, there
will be a paid entertainer. Connie also pointed out that on June 12, the Music
and Movement is a new program led by William. He is very excited about this
programming and hope that it will continue. Abigail asked what the Hora del
Cuento would look like regarding programming. Connie responded, stating
that it would be a bilingual story time. Connie also noted that all story time
will be held in the children's library, which will provide more space for other
programming to take place at the same time in the community room.
b. Summer Reading Logs
The Summer Reading Program kicked off on May 31st, 2025. This year, the
program will provide an age -level reading log for participants to complete in a
chance to win prizes. The 0-12 log asks readers 0-6 to color in a bear picture
following reading log rules, while the 7-12 log asks readers to write down 15
book titles and their authors. The 13+ reading log ask readers to write 4 book
reviews about what they've read. The possible prizes come from sponsors
such as: Friends of the Paris Public Library, Tropical Sno, Caldwell Zoo,
Chick-Fil-A, Scooters Coffee, Dairy Queen, and Whataburger.
V. Friends of the Library Report:
Audrey stated that the spring newsletter went out in April and that the Friends
would have a table set up at the Summer Reading Program Kick-off. Audrey also
notified the board that the Friends co-sponsored the story book wall< and have
also paid for 5 of the summer performers.
VI. Director's Remarks
a. Library Newsletter
The library is considering a newsletter. Connie stated that there are about
7,000 email addresses that would receive the newsletter.
b. Strategic Planning
Connie informed the board that the strategic plan would be placed in front of
the Paris City Council approximately at the October meeting. This is due to
the rotation that each city department takes in addressing the council.
c. Interloan Library
The interloan library has moved to open more space in the main area of the
Library.
d. Biggers mural
The Biggers mural is now located in the great room. It is currently insured at
.25 million dollars. Connie noted that she would like to have plexiglass
covering the mural, for added protection but this cost would be
approximately $8,000.
e. Monthly statistic graphic
Connie told the board that every two weeks, each department head for the
city is required to provide a report to the city of current information. Connie
submitted the graphic that was created to the city council. This graphic
included current statistics for the month of April, alongwith employee
highlights from the TLA conference, new programming, new items available
for check-out, and a new community program partnership with the Rotary
Club.
f, IMLS
Eva Dickey asked Connie if there was any information regarding the current
status of the IMLS. Connie stated that the dismantling of the IMLS would not
impact the Paris Public Library this year. However, the interlibrary loan
system receives funding from the IMLS. Connie stated that once more
information comes out regarding this situation, it will be addressed.
With nothing further to address, Myers made the motion to adjourn at 5:26 p.m., with Eva
providing the second. The next meeting of the Paris Public Library Advisory Board will be
held on June 18111, 2025, beginning at 5:00 p.m.
MINUTES OF THE PARIS VISITORS AND CONVENTION COUNCIL MEETING
OF THE CITY OF PARIS, TEXAS
December 15, 2025
The Paris Visitors and Convention Council of the City of Paris met for a regular session at
4:00 p.m. on December 15, 2025, at the Lamar County Chamber of Commerce board room, 8 West
Plaza, Paris, TX.
Present: Board Members: Thomas McMonagle, Brittany Iltis, Kristi Hearne, Paul Strunc,
Cody Head, Chadlee Johnston, Kelli McDonald, Josh Williams, Monica Clement, Anwar Scott,
Lindsey Bounds, and Austin Anthony.
City Representatives: Mihir PankaJ.
'
Absent: Board Members: Lindsey Thoms, Brandon Kellum, Bradley Hilliard, Alicia
Moore.
Call meeting to order.
Chadlee Johnston called the meeting to order at 4:00 p.m.
2. Citizens' Forum. No one present.
3. Approve minutes from the meeting of November 2025. A motion to approve was made
by Monica Clement, seconded by Thomas McMonigle. Motion carried. 12 ayes, 0 nays.
4. Receive financial report of November 2025, by Kelli McDonald. A motion to approve
was made by Thomas McMonigle, seconded by Brittany Iltis. Motion carried. 12 ayes.
0 nays.
DeadCat made a proposal for the marketing campaign for 25-26. A motion to approve
the Core Plus plan was made by Paul Strunc seconded by Lindsey Bounds. Motion
carried. 12 ayes. 0 nays.
6. Paul Allen stated that a second phase of lighting downtown has been proposed. We had
35 teams in the TX BBQ Blowout with approximately l5k raised for schools.
7. Adjourn.
There being no further business, A Motion to adjourn was made by Board Member Cody
Head seconded by Board Member Josh Williams.
Motion carried, 12 Mayes — 0_ nays. Chadlee Johnston, Chairman, adjourned the
meeting at 5:09 p.m.
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Item No. 8
M'emorandum
TO: Mayor, Mayor Pro -Tem & City Council
FROM: Rose Beverly, City Manager
SUBJECT: APPROVE AND ADOPT THE CITY OF PARIS STRATEGIC PLAN
DATE: February 9"', 2026
BACKGROUND: In the spring of 2025, the City of Paris contracted with J. Shane Howard, a
consultant with Engage Group, to assist with the development of a Strategic Plan. Staff and City
Council agreed that the goal was to create a qualitative, comprehensive Strategic Plan that would
take a deep look at internal operations and establish a clear roadmap for excellence, safety,
prosperity, and quality of life for the community.
STATUS OF ISSUE: Mr. Howard spent significant time working with City staff, City Council
members, and community partners to develop a five-year Strategic Plan. The plan has been
presented to City Council and to community stakeholders during a public meeting. At this time,
the plan is ready for formal adoption.
RECOMMENDATION: Approve and adopt the City of Paris Strategic Plan, December 2025 -
December 2030.
Acknowledgments
City of Paris 2025 Strategic Plan
We gratefully acknowledge the leadership, service, and dedication of the civic- and operational -team
members whose stewardship made this Strategic Plan possible.
Their combined efforts—through workshops, stakeholder interviews, policy development, and
implementation planning—have laid the groundwork for a strategic roadmap that will guide the City of
Paris toward its vision of service, safety, prosperity, effective delivery, and quality of life.
TEXASy
Where Texans Reach Higher
City Council
• Mihir "Mark" Pankaj, Mayor (District 4)
• Gary Savage, Mayor Pro Tem (District 3)
• Shatara Moore, Council Member (District 1)
Mickey Ellis, Council Member (District 2)
Rebecca Norment, Council Member (District 5)
Alix Putnam, Council Member (District 6)
• Tracy Attebury, Council Member (District 7)
City Management
• Rose Beverly, City Manager
Department Heads - Too numerous to name individually but absolutely vital to this process and to the
City's mission. These leaders and their staff will be the fulcrum that snakes the City's planning efforts
succeed.
Over dozen stakeholders also contributed to this Plan from across of a wide swath of
community and institutional interests
Planner & Author
J. Shane Howard, MBA
N G E-
.s_ -5-2—P
Introduction
The City of Paris stands at a pivotal moment. With regional growth expanding from the Dallas -Fort Worth
Metroplex, new infrastructure investments by TxDOT, and a renewed commitment to downtown
revitalization, Paris has significant opportunities ahead. At the same time, the City faces real challenges:
aging infrastructure, revenue constraints, workforce development needs, and the imperative to deliver
consistent, excellent service to all residents.
Over the course of the past 7 months, the City undertook an extensive, multi -phase planning process to
ensure the plan is both visionary and actionable. Council affirmed that while the City had achieved
meaningful progress, its planning framework had become too task -oriented. They sought instead a more
enduring and aspirational model—one that would express the "why" of city government through long-
lasting Strategic Outcomes, supported by focused, measurable Key Activities.
Following the Council's direction, department directors convened to translate those Strategic Outcomes
into real-world initiatives. Through workshops and collaborative sessions, staff identified projects that
strengthen customer service, enhance public safety, modernize operations, and build prosperity across the
community. Stakeholder interviews, housing and development assessments, and code review sessions
provided additional insight into the challenges and opportunities facing Paris—from housing affordability
and workforce alignment to modernizing development processes and improving communication with
residents.
The result is a Strategic Plan organized around five Strategic Outcomes that directly reflect the City's
mission:
1. Serve Citizens with Professionalism and Integrity
2. Promote a Safe Community for All Citizens
3. Promote a Prosperous Community
4. Provide Effective Services
5. Provide an Excellent Quality of Life
Together, these outcomes define the City's long-term aspirations, while the Key Activities beneath them
establish a clear path for execution over the next three to five years. This structure ensures that the plan is
both adaptable and measurable—allowing Paris to respond to change while staying focused on the values
and priorities that unite the community.
This Strategic Plan represents more than a policy document; it is a commitment. It reaffirms the City's
dedication to transparency, collaboration, and continuous improvement, ensuring that every action taken
moves Paris closer to its vision of a safe, prosperous, and vibrant community for all.
01 02 03
Introduction Executive Summary Strategic Planning
Mission, Vision, and Plan Key findings and path forward Process
Structure Engagement timeline and
approach
04 05 06
SWOT Analysis Strategic Outcomes & Implementation
Strengths, Weaknesses, Key Activities Framework
Opportunities, Threats Five outcomes with detailed Stewardship, phasing, and
initiatives monitoring
07
Conclusion - Moving Forward Together
What makes this plan different
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J/6
P1,00/71
"Our mission is to serve with
professionalism and integrity, promote a
safe and prosperous community for all
Eb
s
This
Strat
20340
Q
five
2.Executive Summary
The City of Paris 2025 Strategic Plan sets a clear direction for the community's next chapter -one
grounded in shared purpose, measurable action, and unified leadership. It represents months of
collaboration among the City Council, staff, and community stakeholders to establish a plan that is both
visionary and practical.
Purpose and Structure
The plan's purpose is to align the City's daily operations with its long-term aspirations and to ensure that
every decision and investment reflects the City's mission:
"To serve with professionalism and integrity, promote a safe and prosperous comm unity for all citizens,
and provide efficient and effective services for an excellent quality of life. "
To achieve this, the City transitioned from its prior "Goals and Activities" format to a more enduring and
flexible framework of Strategic Outcomes and Key Activities.
• Strategic Outcomes define the why—the broad, long-term aspirations that will remain constant over
five to ten years.
• Key Activities define the how—the major initiatives, projects, and policies the City will pursue over
one to five years to fulfill each Outcome.
The Planning Journey
The Strategic Plan was developed through an an inclusive, evidence -based process:
01
A City Council workshop assessed the
effectiveness of the prior plan and established the
foundation for new Strategic Outcomes.
02
Department directors engaged in a Key Activities
Workshop to define actionable projects and
measurable targets that support Council's priorities.
03 04
Stakeholder interviews with business leaders,
educators, developers, and civic organizations
identified opportunities and barriers in housing,
economic growth, and permitting efficiency.
Work sessions and analysis synthesized input
into a unified roadmap with accountability,
timelines, and metrics for progress.
This process produced a plan that integrates Council's strategic vision with operational realities, ensuring
that high-level goals are matched with achievable steps and measurable outcomes.
What We Heard
From Council and Staff:
• Strong optimism about the City's trajectory,
tempered with realism about infrastructure
needs and financial constraints
• Deep appreciation for dedicated, experienced
staff—consistently identified as the City's
greatest asset
• Commitment to improving customer service,
transparency, and communication
• Recognition that regional growth presents both
tremendous opportunity and competitive
pressure
From Stakeholders:
• Desire for more predictable, streamlined
development processes
• Need for expanded youth and family amenities,
especially outside downtown
• Call for addressing housing affordability and
diversity through missing -middle housing and
infill development
• Request for better coordination between City
departments, school districts, and regional
partners
Plan Structure
Unlike task -heavy plans of the past, this Strategic Plan establishes:
N LF
ars TepMsF7TrffTZ=7 �ILJ
aims to achieve over 5-10 years. These pillars
are lasting and to be sustained over time.
be accomplished within 1-5 years.
This structure ensures the plan remains both visionary and actionable, providing clear direction while
allowing flexibility as circumstances evolve, it is designed to be refreshed with progress on Key Activities
and new Activities to be achieved as time transpires.
The City of Paris 2025 Strategic Plan is organized to connect long-term vision with actionable steps. Its
structure provides a clear line of sight from the City's mission to the day-to-day work that brings that
mission to life.
Y-dULY'JffU
vafthki". I ission
to serve with professionalism and integrity, promote a safe andprosperous community for all citizens, and
Supporting each Outcome are a set of focused Key Activities —major initiatives, projects, and policy
actions designed to achieve tangible progress within one to five years. These Activities are dynamic and
measurable, allowing departments to adjust as priorities evolve or as milestones are reached.
DEEM,
• Wbat it is — a concise description of the initiative
• Why now — the rationale and urgency
• What we will do — the scope and next steps
• Timeline and cost estimates — for planning and accountability
• Success metrics — clear indicators of progress and impact
Together, the Strategic Outcomes and Key Activities form an adaptive management tool that links
leadership vision, departmental action, and community results. This structure ensures that the plan
remains both aspirational and operational—a living framework for coordinated, transparent, and
measurable progress across all areas of City government.
Ikey Findings and Implementation
Key Findings and Themes
Across all phases, three guiding themes emerged as essential to success:
Communication Collaboration Consistency
Create transparent, two- Strengthen coordination Establish standard
way systems between City across departments and processes and follow -
Hall, staff, and the public with regional partners through to maintain
momentum and public trust
Moving Forward
Implementation will occur through departmental work plans, performance dashboards, and annual updates
to Council. The plan is designed to evolve—remaining dynamic and responsive as the City grows, while
preserving a clear focus on service, safety, prosperity, and quality of life.
Together, the City Council, management, and staff have charted a course that is forward-looking,
measurable, and rooted -in.integrity. The City of Paris 2025 Strategic Plan is not merely a document—it is a
shared commitment to progress, accountability, and the promise of a stronger, more connected community
for every resident:
Lers Get w the Same Page
These Strategic Outcomes represent our Mission & should serve as the pillars for building out activities to accomplish them
To serve our citizens with professionalism & integrity Wµu V
Promote a safe community for all citizens
Promote a prosperous community for all citizens
Provide effective services (Water, Sewer, Infrastructure, Parks, Streets, PW, Drainage, etc)
Provide an excellent quality of life
4.8
This isttta Strategic Outcome Make this a Strategic Outcomel
Council Workshop - Proposed Strategic Outcomes
Strategic Outcomes
A closer look at the pillars guiding our future.
Strategic Outcomes: A Framework for Long -
Term Progress
The Strategic Outcomes are the foundation of the City of Paris 2025 Strategic Plan. They define where
the Cityis going—the enduring priorities that will guide decisions, investments, and performance across all
departments for the next five to ten years. Each Outcome reflects one dimension of the City's mission to
"serve with professionalism and integrity, promote a safe and prosperous community for all citizens, and
provide efficient and effective services for an excellent quality of life. "
How the Strategic Outcomes Were Defined
The process to develop these Outcomes began with a City Council Strategic Planning Workshop in
April 2025. During that session, Council members reviewed the City's previous Strategic Plan, evaluated its
structure and effectiveness, and identified the areas where progress had been achieved and where focus was
still needed.
Through a combination of guided discussion, live polling, and a detailed SWOT analysis (Strengths,
Weaknesses, Opportunities, and Threats), Council established a clear consensus: the next plan should move
beyond short-term, task -based goals toward long-lasting, visionary statements of purpose. Council affirmed
that while many of the prior "goals" were meaningful, they were better suited as Key Activities—specific,
actionable tasks—rather than as overarching strategic directions.
Building from the City's existing mission statement, Council members worked collaboratively to identify
five broad areas of focus that capture the City's core responsibilities and aspirations. These became the
Strategic Outcomes—the guiding pillars that define Paris's desired future and provide a shared
framework for action across all departments and partnerships.
Strategic outcomes Framework
The Strategic Outcomes articulate whythe City does its work; the accompanying Key Activities define
how that work will be carried out.
Strategic Outcomes express the long-term
aspirations of the City—those that will endure
over the next decade.
Key Activities outline the major projects,
initiatives, and policy steps that will drive
measurable progress toward each Outcome
over the next one to five years.
This structure ensures both stability and adaptability: while the Outcomes remain consistent, the
Activities will evolve as priorities are completed, new opportunities arise, and community needs change.
The Five Strategic Outcomes
01 02 03
Serve Citizens with
Professionalism and
Integrity
Promote a Safe Community
for All Citizens
Promote a Prosperous
Community
04 05
Provide Effective Services Provide an Excellent Quality of Life
Together, these five Outcomes form a roadmap for progress—linking the City's mission, its operational
capacity, and the community's vision for the future. The following pages describe each Outcome in detail,
along with the Key Activities that will translate these aspirations into visible, measurable results for the
citizens of Paris.
Our Path Forward: Five Strategic
Outcomes
Serve Citizens with
Professionalism &
Integrity
Enhanced customer service,
transparency, internal
communication, and
organizational culture
Provide Effective Services
Promote a Safe
Community
Public safety staffing and
equipment, safe routes and
lighting, emergency
preparedness, and
community -oriented policing
Infrastructure capacity, capital improvement
planning, development code modernization,
and service delivery excellence
Promote a
Prosperous
Community
Economic development,
workforce alignment,
housing diversity, downtown
vitality, and business support
Provide an Excellent Quality of
Life
Parks and recreation, mobility and connectivity,
neighborhood investment, and cultural
programming
The Three C'so, Our Operating
Principle
Communication
Clear, proactive, and
transparent information
sharing with residents and
stakeholders
Coordination
Aligned efforts across
departments, avoiding silos
and duplication
Collaboration
Working together internally
and with external partners to
achieve shared goals
A consistent theme emerged throughout the planning process: the critical importance of Communication,
Coordination, and Collaboration—both internally among departments and externally with residents,
partners, and stakeholders. These "Three C's" are embedded throughout the plan and represent a
fundamental shift in how the City will operate.
t3- Strategic
Planning
P
The City of Paris 2025 Strategic Plan was built through a deliberate, inclusive process designed to align
the City's vision, operations, and community priorities into a single, actionable roadmap. The process
emphasized collaboration, transparency, and measurable progress—ensuring that every voice, from City
Council to frontline staff to community stakeholders, played a meaningful role in shaping the outcomes of
the plan.
A Collaborative, Phased Approach
The strategic planning process unfolded over several months and through multiple stages of engagement.
Each stage built upon the one before it, ensuring that the final plan reflected both the City's aspirations and
its operational realities.
1. City Council Strategic Workshop — Setting the Foundation
In April 2025, the City Council convened for an all -day strategic planning workshop to evaluate the
effectiveness of the existing Strategic Plan and to define the City's long-term priorities. During this
session, Council members participated in facilitated discussions, live polling, and a detailed SWOT
Analysis (Strengths, Weaknesses, Opportunities, and Threats).
Council identified key themes: the need for improved communication and coordination, the importance
of staff and leadership development, the modernization of city operations and permitting processes, and
renewed emphasis on safety, prosperity, and quality of life.
The workshop concluded with consensus around a new planning framework—organized around broad,
enduring Strategic Outcomes supported by specific, actionable Key Activities.
2. Department Director Workshops — Building the Framework
Following the Council's direction, department directors participated in a series of facilitated workshops
to identify major initiatives that would advance each Strategic Outcome. These sessions produced
dozens of actionable Key Activities, each with measurable indicators such as completion targets, service -
level improvements, and resident satisfaction metrics.
Directors also emphasized internal collaboration, technology modernization, and the need to connect
strategic goals with day-to-day performance and accountability.
Strategic Planning Process
(continued)
1. Stakeholder and Partner Engagement — Listening to the Community
To ensure that the plan reflected community experience, the process incorporated targeted interviews
and focus sessions with civic leaders, educators, business owners, developers, and institutional partners.
Their feedback identified systemic challenges and opportunities—particularly in housing, code and
permitting, infrastructure coordination, and workforce development.
This engagement confirmed that while Paris is positioned for growth, its success will depend on
improved communication, interdepartmental coordination, and strategic investment in infrastructure
and services.
2. Council—Staff Integration Workshop — Aligning the Plan for Action
A final joint workshop brought together City Council and senior staff to integrate the findings from all
prior phases. This session finalized the five Strategic Outcomes and confirmed the Key Activities that
would serve as the City's operational priorities for the next three to five years. The discussion
emphasized the importance of accountability, public transparency, and regular performance updates to
maintain momentum and public trust.
Outcome of the Process
Through this structured and collaborative process, the City established a forward-looking strategic
framework that is both ambitious and achievable. The resulting Strategic Outcomes capture the long-term
vision of City leadership, while the Key Activities ensure that each department has a clear role in delivering
tangible results for residents.
This process not only produced a plan—it strengthened the culture of collaboration within the organization,
reinforced the City's shared mission, and positioned Paris to manage growth, deliver quality services, and
enhance the daily lives of its citizens.
Strategic Planning Process
Engagement Timeline
Phase i: Council'Workshop
(April 2025)
• Full-day strategic planning workshop
• SWOT analysis and assessment of
current plan
• Vision and mission refinement
• Development of Strategic Outcomes
framework
Phase 3: Working Group
Sessions (June -July 2025)
• Five working groups met to develop
detailed ICey Activities
• Cross -departmental collaboration on
initiatives
• Identification of resource needs,
timelines, and success metrics
Phase 5: Joint Council -
Department Workshop
(September 2025)
• Presentation of Ivey Activities by
department directors
• Interactive prioritization by Strategic
Outcome
• Discussion of implementation
approach and resource allocation
2
M
Phase 2: Department Director
Workshop (June 2025)
• Review of Strategic Outcomes with
department heads
• Identification of key activities by
department
• Formation of working groups by
Strategic Outcome
• Prioritization exercises and resource
assessment
Phase 4: Stakeholder
Interviews (May -July 2025)
• 24 stakeholder interviews conducted
• Representatives from business,
education, nonprofit, and civic sectors
• Feedback on development processes,
housing, youth amenities, and
partnerships
A Collaborative Approach
This planning process intentionally brought together perspectives that don't always intersect:
Council members
Provided policy direction and community
priorities
Staff members
Shared frontline insights and implementation
considerations
Department directors
Contributed operational expertise and on -the -
ground realities
Community stakeholders
Offered external perspectives on City
performance and needs
The result is a plan that balances aspiration with practicality, acknowledging both what residents expect
and what resources realistically allow,
04• SWOT Analysis
The Council conducted a thorough Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis to
establish a foundation for strategic planning. This assessment was remarkably candid and constructive.
The Process
Facilitated by the Engage Group, the SWOT exercise combined individual reflection, small -group
discussion, and full -Council dialogue. Council members were first asked to independently identify internal
strengths and weaknesses—those factors within the City's control—and external opportunities and threats,
which represent outside forces that could help or hinder future progress.
Responses were then consolidated and ranked collectively, using interactive polling to measure areas of
consensus and to surface themes requiring deeper discussion. This structured approach encouraged open
conversation, ensuring that every Council member's perspective was reflected in the final analysis. The
resulting insights became the foundation for developing the City's new Strategic Outcomes.
From Insight to Action
The candid assessment provided by the SWOT analysis directly informed the development of the five
Strategic Outcomes. Each outcome is designed to leverage strengths, address weaknesses, capitalize on
opportunities, and mitigate threats. This rigorous internal examination ensured that the City's strategic
direction is grounded in reality while aiming for ambitious yet achievable improvements.
SWOT Analysis: Key Findings
Key Findings
Strengths
• Fiscal Health: Strong financial position
with healthy reserves and a stable tax base,
allowing for strategic investments.
• Dedicated Workforce: A highly
committed and experienced city staff,
passionate about public service.
• Engaged Community: Active and vocal
residents, businesses, and community
organizations eager to partner with the City
• Quality of Life: Desirable natural
amenities, recreational opportunities, and a
strong sense of community.
.wp4n��
Weaknesses
Aging Infrastructure: Roads, water
systems, and public facilities requiring
significant investment.
• Permitting & Code: Inefficient processes
and inconsistent application, creating
challenges for development and residents.
• Housing Affordability: Limited options
for diverse housing types across all income
levels.
• Interdepartmental Silos: Gaps in
communication and collaboration hindering
integrated service delivery.
• Revenue Challenges: Current debt load and
lagging property/sales tax revenues impede
ability to address infrastructure and quality
of life needs.
SWOT Analysis: Key Findings
Key Findings (continued)
0
Opportunities
• Economic Diversification: Potential to
attract new industries and businesses,
reducing reliance on existing sectors.
• Grant Funding: Availability of state and
federal grants for infrastructure,
sustainability, and community projects.
• Technological Advancement: Adaption
of new technologies to enhance city services
and citizen engagement..
• Regional Collaborations Strengthening
partnerships with neighboring jurisdictions
and regional bodies.
4
Threats
• Economic Volatility: Potential for
economic downturns impacting local
revenues and employment.
• Rapid Growth Pressures: Strain on
public services, infrastructure, and natural
resources from increasing population.
• Environmental Challenges: Impact of
climate change and extreme weather events
on city assets and resident safety.
• Talent Competition: Challenges in
attracting and retaining skilled employees in
a competitive labor market.
Strengths: What We Do Well
Strengths represent internal factors that enable performance, achievement, resilience, or harmony within
the community.These are the attributes, capabilities, and resources that position the City to deliver quality
services and sustain forward momentum. They are factors that are in the control of the City.
22 Strengths were listed by Council members largely focused on the presence of capable, hardworking staff,
a committed, positive and agreeable city council, cooperation among council and staff, strong community
leaders, engaged citizens, a giving community, a forward -thinking and inclusive city manager, committed
department heads, and experienced workers.
After grouping the responses the biggest strengths identified were staff expertise and council unity. Other
notable strengths were community engagement (including engaged citizens and a giving community) and
leadership (specifically strong community leaders willing to listen).
The discussion highlighted that the city's people, from the resident level all the way to Council, are seen as a
primary strength. This consistency was very telling. The strength of the staff is also considered crucial for
recruiting large employers, being almost the second most important factor after educational opportunities.
It was stressed that this strength needs to be fostered.
Importantly, downtown Paris is authentic and vibrant in its own right to the local community, unlike some
other downtowns in Texas that have become more of a novelty. The discussion also extended to the
surrounding neighborhoods, even those struggling, noting they have "great bones," character, old growth
trees, well-established connections, and committed people, indicating opportunity.
Each of these Strengths will be crucial for overcoming both Weaknesses from within and taking advantage
of Opportunities available while increasing resiliency against outside Threats outside of the control of the
City.
People and Leadership
• Experienced, dedicated staff across all
departments—consistently identified as the
City's greatest asset
• Council unity and cooperation among
elected officials and staff
• Forward -thinking, inclusive City Manager
• Engaged citizens and strong community
leaders willing to give time and resources
Place and Character
• Historic downtown with authentic
character—a competitive advantage for
tourism and quality of life
• Land availability and relatively affordable
cost compared to regional competitors
• Natural resources including climate, water
availability, and developable land
Weaknesses: Where We Must
Improve
Weaknesses are internal factors that inhibit effectiveness, slowprogress, or diminish public confidence
and cohesion. The discussion focused on organizational challenges that the City can influence directly
through improved systems, communication, or investment. These are factors that are in the control of the
City.
Members listed 24 various internal Weaknesses. After grouping and voting, the most significant identified
weaknesses were:
• Aging infrastructure
• Customer service.
• Revenue challenges.
• Economic division
• Revenue Challenges
other weaknesses mentioned included antiquated practices, long-term planning, street improvements, and
negative attitudes.
Ironically, while "people" were listed as one of the biggest strengths, the role of people as a potential
Weakness centered around a community being giving but also being "absolutely brutal on ourselves" and
"awful ambassadors." "Legacy challenges between people" alluding to racial and economic division was also
specifically mentioned as a weakness. that coexists with the strength of the people.
This was further explored in a discussion about an apparent lack of racial minority volunteerism for boards
and commissions. A deep dive revealed that some of this is a legacy challenge due to poor communication
in the past and likely solved over time with aggressive and authentic community engagement as Key
Activities in developing plans come to fruition. .
Housing stock was also identified as a weakness, specifically that it is "not where it needs to be for potential
growth". While direct action might be limited, indirect steps like utilizing infill development and addressing
abandoned properties were suggested as ways to improve this. Likewise, improving the City's reputation as
more development friendly in code enforcement and plan permitting is vital to overcoming this Weakness
but also achievable.
Key Weaknesses Identified
Infrastructure and Revenue
Aging infrastructure, both above and
below ground—the most frequently cited
weakness
• Revenue challenges limiting ability to
reinvest in assets and services
• Underfunded asset replacement programs
Planning and Housing
• Long-term planning gaps
• Housing stock limitations and quality
concerns
Economic and racial divisions, partly
legacy -driven
Service Delivery and
Communication
• Customer service inconsistencies across
departments
• Communication that is reactive rather
than proactive and strategic
• No single transparency hub for residents
to access information
• Inconsistent permitting communication
creating frustration for developers
Organizational Culture
• Antiquated practices and programs,
particularly related to technology
• Legacy challenges between people
contributing to internal tension
How Strengths and Weaknesses
Create Awareness and Spur Action
Strengths vs. Weaknesses
Opportunities: Favorable External
Conditions
Opportunities reflect external factors that can be
leveraged to enhance performance, expand
capacity, or elevate quality of life for residents.
They are conditions outside the organization's
immediate control that offer potential advantages
if recognized and pursued strategically. These
opportunities represent areas where proactive
planning and collaboration can translate regional
momentum into tangible local gains
Aa Regional Growth
Growth spillover from
DFW Metroplex—the
most significant
opportunity identified.
Regional highway
infrastructure
improvements by
TxDOT. Increased
interest in smaller cities
offering lower costs and
authentic character.
The most impactful external Opportunity
identified was Regional Growth. This includes
growth from the DFW Metroplex as well as within
the County and region generally. The central
question arising from this was "How do we get to
participate more in that?"
ED Partnerships and
Funding
Industry -education
alliances with Paris
Junior College and ISDs.
Grants for Safe Routes to
School and FEMA
equipment programs.
Parks & Wildlife grants
available with updated
master plans. Public
trust gains possible
through real-time
transparency
dashboards.
Assets
Historic assets providing
competitive advantage
for tourism and
development. Land
availability allowing for
strategic growth
management.
Several specific areas of opportunity were linked to or identified alongside regional growth:
• Infrastructure Improvements of highways into and around the City.
• Opportunities related to manufacturers, new development, larger business growth, and general industry
expansion were discussed as positive possibilities.
• Land: The amount, availability, and cost of land were identified as opportunities. It was noted that land
is both an internal and external factor, as land outside the city's ETJ can still be beneficial even as
unincorporated development is a Threat.
• Natural Resources: Climate, water, and land were cited as natural resource opportunities.
Opportunities: Favorable External
Conditions (continued)
• Natural Resources: Climate, water, and land were cited as natural resource opportunities.
• Housing (Indirect Opportunity): While the housing stock itself was discussed as a Weakness, the
opportunity lies in the fact that regional growth creates potential for people to live in Paris while
working elsewhere (like Sherman/Denison or DFW). There is also potential to attract developers
interested in solving the "missing middle housing" problem, provided the city communicates and finds
them.
• Historic Assets/Heritage: The city's name, heritage, and particularly its historic downtown, are seen as
having significantly attractive potential compared to other competing cities.
The key questions of Opportunities surround leveraging Strengths and mitigating Weaknesses: This was
one of the most important takeaways in the relationship between external Opportunities and internal
factors. The discussion explicitly framed the challenge as:
"How do we exploit our strengths to exploit this (regional growth)?"
g' "How do we improve our weaknesses to exploit the Opportunity?"
C
Weaknesses like permitting and customer service directly impact the city's ability to benefit from
investment dollars associated with regional growth.
The city is not only competing with other communities for this regional growth and investment but is also
"competing with zero" — the possibility that developers or investors might choose not to invest at all if faced
with internal obstacles.
Threats: External Challenges
Threats are external factors that could disrupt stability, constrain growth, or reduce the City's ability to
achieve its objectives. These include economic, regulatory, or competitive conditions that must be
anticipated and mitigated through foresight and preparation. While largely outside the City's control,
understanding these forces allows leaders to plan proactively, safeguard public resources, and maintain
resilience in a changing environment
Competition and
Economics
• Nearby cities actively
recruiting employers,
talent, and residents
• Development bypass—
projects locating just
outside city limits
• Global economic factors
including tariffs affecting
local industry
Capacity Constraints
• Workforce limitations in
both quantity and skill
alignment
• Inflation and growth
demands potentially
outpacing capacity
without reinvestment
• Staff turnover risk if
culture and
compensation lag peer
cities
Regulatory and
Perception
• Governmental
regulations creating
compliance burdens
• Negative attitudes and
development perception
—reputation as difficult
for business
• Political strife and
fractured systems
affecting education and
collaboration
Council did not identify as many Threats as they did other elements in the SWOT. However, the Threats
discussed were significant and widely shared. After grouping, the "big three" identified threats were,:
o Regional Competition - This was described in the context of money and people "dumping into the
state" and region, with the city needing to direct some of this regional growth their way. The
competition for this growth opportunity is seen as a major threat.
• Economic Challenges - The discussion focused on the Global Economy with significant linkage to
trade policy. Political Issues were also discussed as influencing economic aspects with a specific
example given of a project being influenced by the political climate. It was noted that some
economic aspects are driven by what was described as largely a political choice rather than economic
reality or necessity.
o Workforce Limitations - This Threat was linked to limitations in local skills training within certain
industries and the inability to scale it out. It was also referred to as an issue of "human training" as
related to customer service, adaptability, and resiliency in the up and coming workforce.
Every SWOT Element Has a
Relationship with Other Elements
SWOT Strategic Relationships
Understanding the dynamic interactions between internal capabilities and external forces
Strategic Relationship Dynamics
Threats - Weaknesses: External threats can exploit or evolve into internal weaknesses, creating
vulnerabilities that compound organizational risk.
Strengths - Threats: Internal strengths can mitigate and defend against external threats, transforming
potential dangers into manageable challenges.
Strengths -+ opportunities: Internal strengths enable you to capitalize on external opportunities, creating
competitive advantages and growth potential.
Weaknesses a opportunities: Internal weaknesses can inhibit your ability to seize external opportunities,
resulting in missed potential and competitive gaps.
Opportunities z -t Threats: Mapping opportunities against threats reveals strategic dynamics that either
highlight your strengths or expose your weaknesses.
External Threats Exploit Internal
Weaknesses
Weakness Threat Vulnerability
Aging infrastructure Global economy / tariffs Deferred maintenance could
lead to costly failures in
inflationary environment.
Insufficient revenues General US economy Slows ability to invest in
services/infrastructure during
economic downturns.
Outdated technology Tech advancements in peer Risk of falling behind in
cities service delivery,
competitiveness, and citizen
engagement.
Economic stratification Political strife / fractured Reinforces inequality and
schools intergenerational limitations
in workforce quality.
Lack of long-term planning Competition from other cities Uncoordinated growth leaves
Paris vulnerable to being
bypassed for investment.
Undiversified / limited Large employer growth Talent drain or inability to
workforce elsewhere meet labor demands of
incoming businesses.
Negative attitudes Reputation as difficult to Fuels anti -growth sentiment,
develop deterring developers or
collaborative partners.
Fractured school systems Education challenges Limits appeal to young
statewide families and long-term talent
retention.
Under/undeveloped properties Residential construction in Missed tax base opportunities;
unincorporated areas promotes sprawl and service
inefficiencies.
Internal Strengths Position Us* to Take
Advantage of External Opportunities
& Mitigate External Threats
Strength
Forward -thinking City
Manager & Excellent
Committed Staff
Council Unity & Staff
Alignment
Engaged Residents &
Community Leaders
Excellent, committed staff
Historic Downtown & Cultural
Assets
Cultural Inclusiveness
Available land
Paired With
Threat: Technological
advancements in peer cities
Opportunity: Growth from
DFW Metroplex
Threat: Negative attitudes /
development perception
Opportunity: Industrial
growth in region
Opportunity: Texas -wide
growth & tourism
Threat: Undiversified
workforce
Threat: Development bypass
Why?
Strong leadership can enable
rapid modernization to regain
competitive ground.
Political and operational
cohesion enables decisive
action to shape inward growth.
Mobilizing civic pride to reset
narrative and attract new
investment.
Staff can plan for workforce
alignment and development
zone targeting.
Invest in placemaking to stand
out as a "destination"
community.
Inclusion efforts broaden
talent pipeline and boost
economic resilience.
With land, the City can create
incentive zones or expedited
permitting hubs to capture
growth before it leapfrogs.
Mapping the External Environment
Helps Identify Dynamics We Can Use
to Mitigate Risk & Exploit
Opportunities
Opportunity
Growth from DFW Metroplex
Regional highway widening
Industrial growth in the region
General Texas growth
Availability of land
Business -friendly climate
Threat
Development outside City
limits
Competition from other cities
Limited / undiversified
workforce
Political strife / fractured
education
Reputation as hard to develop
Global economy / tariffs
Dynamic
Risk of leapfrog development if
not guided inward through
policy/ infrastructure.
Double-edged: easier access
but also raises regional
competition stakes.
Demand may outpace Paris's
labor capacity without
workforce development.
Rising growth may intensify
political challenges and
demand better school
performance.
Having land is moot if
developers are discouraged.
Risk of being bypassed.
Potential advantage if costs
escalate elsewhere, but volatile
if dependent on global supply
chains.
Strategic Implications of SWOT
Relationship Mapping
The Strategic Plan's Key Activities are specifically designed to leverage strengths, mitigate weaknesses,
exploit opportunities, and counter threats. For example:
IsCustomer service training addresses the weakness of inconsistent service while leveraging
the strength of dedicated staff
ii platform and transparency dashboard counter communication weaknesses and
R
jjj%%jMissing-middle housing reforms address housing stock weakness while positioning the
City to capture •regional •growth opportunity
Strategic Outcomes Overview
Strategic Outcomes
Promote a Safe Community for All Citizens
• Modernize fire, EMS, and police equipment and staffing plans
• Expand lighting, sidewalks, and Safe Routes programs
• Enhance coordination on blight removal and emergency response
Promote a Prosperous Community
• Streamline development through Unified Development Code modernization
• Expand infill housing and "5 -in -5" redevelopment programs
• Strengthen partnerships with the PEDC, workforce entities, and educational institutions
to align local talent with job creation
Provide Effective Services
• Modernize utilities, infrastructure, and internal systems
• Establish an annualized Capital Improvement Plan (CIP) tied to budget priorities
• Launch GIS -based dashboards to improve transparency and service delivery
Provide an Excellent Quality of Life
• Invest in parks, public spaces, and downtown activation
• Support festivals, cultural events, and inclusive community programs
• Advance housing affordability and neighborhood revitalization efforts
o5.
The
Strategic
Plan
Strategic
Why This Matters
Stakeholder feedback consistently identified customer service inconsistencies and reactive communication
as areas needing improvement. At the same time, Council and stakeholders alike praised staff expertise and
dedication. This Strategic Outcome focuses on translating that expertise into consistently excellent service
through training, better tools, and cultural transformation.
d "Communication, Coordination, and Collaboration" account for "SO% of a lot of the challenges
that exist," making this Outcome foundational to all others.
Serve Citizens with Professionalism and Integrity reflects the City's commitment to building public
trust through consistent, transparent, and ethical service. This Outcome focuses on strengthening the
internal systems, culture, and communication practices that define how residents experience their local
government.
During both the City Council and Department Director workshops, participants emphasized that Paris's
greatest strength lies in its people—the professionalism, care, and sense of duty shared across all
departments. Yet they also recognized that to sustain excellence, the City must continuously invest in its
workforce, modernize how it communicates, and improve responsiveness to community needs.
Key Activities under this Outcome are designed to ensure that every interaction between the City and its
citizens reflects quality, accountability, and respect. These initiatives include enhanced customer service
training, leadership and succession planning, employee engagement and onboarding programs, and
deployment of new communication tools such as the 31.1 -style service and transparency dashboard.
Together, these actions strengthen the connection between City Hall and the community—ensuring that
professionalism and integrity are not just organizational values, but daily practices visible in every service
delivered to the people of Paris
Key Activity m: Mandatory Customer
Service Training
What it is:
Citywide front-line staff training with refreshers integrated
into onboarding, creating a concise core curriculum with
department -specific examples.
Why now:
Service quality varies today, with staff needing tools and
training to improve interactions despite being good and
hardworking.
What we'll do:
• Work with 3rd party providers and collaborate to deliver
department -specific customer service training
• Train supervisors as coaches to sustain learning beyond
formal training
• Integrate into onboarding and provide annual refreshers
• Track completion rates and service satisfaction metrics
Timeline
Years
Est. Cost
Success Metrics:
* Training completion rates by
department
• Improvement in resident
satisfaction scores
* Reduction in escalated complaints
Key Activity 1.2: Civic Transparency
Dashboard (Expanded)
What it is:
A mobile -friendly public hub publishing service updates,
project status, KPIs, and weekly city news with QR code
promotion.
Why now:
Information is scattered with no central transparency site,
while stakeholders want a clear place to check what's
happening.
What we'll do:
• Publish a simple dashboard embedding key KPIs and
update schedules
• Cross-link with 311, CIP, and development updates
• Promote through newsletters, social media, and QR codes
in public facilities
• Establish regular update cadence with designated data
owners
i
Timeline
Years
Est. Cost
Success Metrics:
• Regular update cadence met
(quarterly minimum)
• Traffic to dashboard pages
• Improved public understanding in
surveys
Key Activity 1.3: 311 -Style Reporting
Platform & Service Hub
What it is:
Centralized issue reporting via web, app, and phone with
ticket numbers, service time targets, GIS integration, and
public dashboard.
Why now:
Requests are handled inconsistently across departments with
information living in silos, frustrating residents who make
repeated calls.What we'll do:
• Launch 311 intake with clear categories routing to the right
team, setting and posting service level targets
• Integrate with internal workflows so departments see and
act on requests
• Publish simple dashboard and place QR codes in facilities
and parks
• Train staff on system and establish SOPS for response
Timeline
Years (first release Year 1)
Est. Cost
(platform) + training
Success Metrics:
• >_90% of requests acknowledged
within 24 hours
• Reduction in repeat calls on same
issue
• Increase in resident satisfaction
with service requests
Additional ICey Activities: Strategic
Outcome i
1.4 Compensation Study & Engagement/Exit-Feedback System
Market comparison of pay and benefits with clear career ladders, plus quarterly pulse
surveys, exit interviews, and actionable feedback loops. Timeline: 0-2 years { Cost: Study <
$5o,000; implementation phased
1.5 SharePoint / Internal Communications Hub
organized channels, document libraries, and workflows integrated with Microsoft 365 for
efficient collaboration. Timeline: 0-2 years I Cost: $14,000 + training time
1.6 Development Roadmap & SOP Library
Plain -language guides, checklists, and aligned internal SOPS for applicants and staff,
reviewed twice yearly. Timeline: 0-2 years I Cost: < $50,000
1.7 Succession & SOP Plan
Identification of critical roles with named backups and clear procedures to maintain services
through turnover. Timeline: 3-5 years I Cost: $50,000—$100,000
1.8 Leadership & Culture Initiative
Supervisor training, coaching, shared norms, and peer forums to improve internal
communication and teamwork. Timeline: 3-5 years j Cost: $50,000—$100,000
Strategic
o
Promote
".Every person should feel—and be --safe at
home, at school, at work, and on the way
between."
Why This Matters
Safety encompasses more than emergency response. Stakeholders emphasized the need for safe routes to
schools, better lighting in neighborhoods, and youth spaces. While the City benefits from highly respected
first -responder teams, equipment and staffing must keep pace with growth, and physical infrastructure like
sidewalks and lighting directly impacts public safety.
Promote a Safe Community for All Citizens affirms the City of Paris's commitment to protecting the
well-being of residents, visitors, and businesses through proactive public safety, prevention, and
preparedness. This Outcome recognizes that safety extends beyond emergency response—it includes the
design of streets and neighborhoods, the quality of public infrastructure, and the coordination that allows
every department to contribute to a secure environment.
In the City Council's first strategic workshop, safety was repeatedly identified as a defining expectation of
city government and a central measure of public trust. Council members and staff emphasized that while
Paris benefits from highly respected first -responder teams and strong departmental collaboration, the City
must plan deliberately for future needs in equipment, staffing, and community risk reduction. The
Department Director workshops built on that foundation, identifying opportunities to strengthen readiness,
expand interagency partnerships, and address environmental and infrastructure conditions that affect daily
safety.
Key Activities under this Outcome focus on maintaining high -performing police, fire, and EMS services;
modernizing apparatus and facilities; improving lighting, sidewalks, and Safe Routes to School; and
reducing hazards through targeted demolition and neighborhood stabilization. Together, these initiatives
reflect a holistic approach to public safety—linking emergency services, planning, engineering, and
community engagement to ensure that every person in Paris can feel, and be, safe at home, at work, and
throughout the community
Key Activity 2.1: EMS Staffing &
Training Growth Model
What it is:
Data -driven staffing and training plan with performance
triggers for adding personnel and units, including quarterly
performance reports.
Why now:
Without a model, staffing decisions are reactive, with staff
facing growing call volumes and uneven response times.
0-2
Plan Timeline
Years
3-5
Implementation
Years
Success Metrics:
• Share of shifts meeting response
benchmarks
• Training completion rates
• Improved survival for high -acuity
cases
40
Key Activity 2.5: Safe Routes &
Lighting Upgrades
What it is:
Quick -build safety packages including LED lighting,
crosswalks, signage, and traffic calming along high -need
walking routes near schools and apartments.
Why now:
Stakeholders report under -lit routes and unsafe crossings,
particularly near schools, with parents wanting visible
improvements.
What we'll do:
• Select 3-5 priority corridors based on crash data and
school walksheds
• Install LED lighting, crosswalks, signals, and traffic -
calming treatments
• Coordinate timing with ISDs and set maintenance
schedules
• Track issues through 311 system
Timeline
Years
Est. Cost
with grant leverage
Success Metrics:
• Number of upgrades completed and
repair time
• Reduction in pedestrian/bike
incidents
• Increase in perceived safety
(surveys)
Additional Key Activities: Strategic
Outcome 2
2.2 Apparatus &
Equipment
Replacement Plan
Long-term plan for replacing
vehicles and equipment
based on condition, usage,
and safety standards with
annual Council reporting.
Timeline: Plan 0-2 years;
Phased replacements 3-10
years
2.6 Targeted Blight
Mitigation (School
Radius)
Focused clean -and -green
and code efforts within
walking areas around
schools, coordinating
cleanups with partners.
Timeline: 3-5 years I Cost:
$50,000—$250,000
2.3 EMS Funding
Options Study
Evaluation of sustainable
funding tools for EMS with
legal review, best practices
research, and stakeholder
engagement. Timeline: 3-5
years for implementation
Cost: Study < $50,000
2.7 School -Zone
Safety Coordination
Quarterly coordination
meetings with ISDs on
signals, crossings, and curb
management at pick-
up/drop-off times. Timeline:
0-2 years I Cost: < $50,000
2.4 Hazmat &
Industrial Safety
Training Expansion
Joint training and drills with
local industries, cost -
recovery agreements, and
annual shared training
calendar. Timeline: 0-2
years I Cost: < $50,000
2.8 Community
Policing &
Homelessness
Response
Team approach pairing
officers with service
navigators using joint
response protocols, grant
applications, and outcome
tracking. Timeline: 0-2
years I Cost: < $50,000 to
start
Strategic Outcome 3
"Create quality jobs, responsive and relevant
housing, and strong partnerships so Paris
t
families can thrive and businesses can
groW.
rr
Why This Matters
Regional growth from DFW presents tremendous opportunity, but stakeholders expressed frustration with
permitting hurdles, workforce misalignment, and housing gaps. Downtown momentum is praised but risks
becoming the sole geographic beneficiary of investment. This Outcome focuses on creating broadly shared
prosperity through workforce development, housing diversity, business support, and strategic
infrastructure.
Promote a Prosperous Community focuses on building the conditions that allow Paris's residents,
businesses, and institutions to thrive. This Outcome emphasizes economic vitality, housing opportunity,
workforce alignment, and collaboration with regional partners to expand prosperity throughout the
community. It recognizes that economic development is not limited to recruitment—it includes the
everyday work of supporting local entrepreneurs, strengthening infrastructure, and creating pathways for
residents to participate fully in the city's growth.
During the City Council's strategic planning workshop, economic development emerged as both a
continuing strength and a future priority. Council members highlighted the city's strong downtown
momentum, available land for growth, and an improving business climate, while also noting barriers such
as housing shortages, workforce skill gaps, and complexity in the development process. Subsequent
Department Director sessions reinforced these findings, calling for modernization of the City's development
code, improved communication with developers, and greater use of partnerships to attract and retain
investment.
Key Activities under this Outcome focus on advancing Paris's economic competitiveness through targeted
programs and policy updates. These include expanding the "5 -in -5" infill housing program, implementing
Chapter 380/381 incentive policies, strengthening small business and micro -enterprise support, and
coordinating city -managed data to more nimbly respond to PEDC needs on a proactive basis. Downtown
traffic -calming, marketing, and branding efforts further tie economic opportunity to quality -of -place
investments.
Together, these initiatives create a comprehensive approach to prosperity—one that balances business
growth with livability, fosters innovation, and ensures that the benefits of progress are shared across all
parts of the community
Key ActIVIsty 3.l: Missing -Middle
Housing Zoning Reforms
What it is:
Standards allowing duplexes, four-plexes, and cottage courts
where appropriate with clear design guidance and
neighborhood engagement.
Why now:
Limited housing formats and aging stock restrict choice, with
residents and employers wanting more attainable options.
Timeline
Years
Est. Cost
for studies and outreach
Success Metrics:
• Number of new small-scale infill
homes
• Share of permits using new formats
Change in attainable price points
Key Activity 3.2: 5 -in -5 Infill Housing
Program
What it is:
Bundle of infill homes annually using standard templates,
predictable timelines, site/house templates, and simple gap -
closing incentives.
Why now:
Vacant lots and financing friction slow infill, with neighbors
wanting visible improvements.
0-2
Timeline
Years to pilot
Success Metrics:
• Number of infill homes completed
per year
• Average permit -to -CO days on
program homes
• Stabilization of surrounding
property values
Key Activity 3.3: Site Selection EDC
Interface
What it is:
A coordinated initiative to create a GIS -based, data -driven site selection
and business development platform that integrates the City's planning,
utilities, and permitting information with the Paris Economic Development
Corporation's (PEDC) property inventory. This platform will serve as a shared
tool to streamline communication, attract new investment, and support
expansion opportunities for existing businesses.
The interface will centralize data such as available parcels, zoning,
infrastructure readiness, utility capacity, and transportation access. It will
also connect directly to PEDC's prospecting activities—providing accurate,
real-time information that reduces duplication, improves responsiveness, and
strengthens Paris's competitive position for business recruitment.
Why now:
Paris is poised for regional growth as economic activity continues to expand
outward from the Dallas—Fort Worth Metroplex. However, limited
coordination and inconsistent data between City departments and
PEDC can slow development opportunities or lead to missed prospects.
Multiple workshop sessions and stakeholder interviews identified a strong
need for predictable, transparent development information—both for
internal coordination and for external marketing. By linking GIS data,
planning systems, and PEDC outreach, Paris can present a unified,
professional front to site selectors, real estate brokers, and industry leaders
considering the region.
This initiative also builds on the City's broader modernization efforts under
the new permitting and iii platforms.
What we'll do:
• Develop a Shared GIS Site Inventory —Create a joint database of
available properties and sites, integrating City GIS layers (zoning, utilities,
floodplain, road network) with PEDC's prospect list.
• Launch a Public -Facing Interactive Map — Provide an online
dashboard allowing businesses, brokers, and site selectors to explore
development -ready properties and key infrastructure layers.
• Formalize the City—PEDC Interface — Establish monthly
coordination meetings between Planning, Engineering, Utilities, and
PEDC to review available inventory, project updates, and prospect
activity.
• Integrate with the City's New Permitting and Development
Systems — Real-time visibility into development readiness and
Timeline
Est. Cost
Success Metrics:
• Accuracy and Completeness: >_ go% of
available commercial/ industrial sites mapped
and verified.
• Responsiveness: Reduction in average site
data turnaround time from days to hours.
• Usage: >_ 50 active external users
(developers, brokers, site selectors) per
quarter within first year.
• Economic Impact: Increase in qualified
project inquiries, prospect visits, and
successfully closed deals tracked by PEDC.
Internal Coordination: Monthly City—
PEDC data exchange meetings maintained
with consistent updates.
Additional Key Activities: Strategic
Outcome 3
3.4 Chapter 380 & P3
Policy Framework
Clear policy for incentives and
public-private partnerships with
standard agreements, thresholds,
application steps, and
transparency reports. Timeline:
0-2 years I Cost: < $50,000
3.7 City Marketing Push
3.5 Micro -
Entrepreneurship
Support
Small grant/popup program with
Chamber/SBDC, simple startup
guide, matching with available
spaces, and 12-24 month
tracking. Timeline: 3-5 years I
Cost: $50,000—$150,000 (Pilot)
3.6 Downtown Traffic
Calming & 1st Street
Revitalization
Near-term calming and crossing
upgrades coordinated with
lighting and sidewalk fixes,
measuring speed and foot traffic
changes. Timeline: 0-2 years for
quick wins I Cost: $5o,000—
$250,000 seed
Coordinated campaigns for talent, tourism, and investment with consistent city brand, content calendar,
and regional partner coordination. Timeline: 0-2 years I Cost: < $50,000
Strategic
i
Effective d r (t„i'Provide
"Keep the water running, the streets
drivable, and development predictable --
today and as we grove. ”
Why This Matters
Aging infrastructure is the most cited -weakness, with stakeholders and Council agreeing that underfunded
asset replacement threatens service delivery. Without reinvestment, inflation and growth demands could
outpace capacity. This Outcome focuses on transparent infrastructure planning, development process
improvements, and long-term sustainability.
Provide Effective Services centers on the City's responsibility to deliver reliable, high-quality
infrastructure, utilities, and operations that meet the daily needs of residents and support long-term
community growth. This Outcome reflects the essential backbone of city government—maintaining the
systems that sustain public health, mobility, and quality of life while ensuring that every dollar invested
produces visible and lasting value.
In the first City Council workshop, participants emphasized that the City's effectiveness is rooted in the
strength of its infrastructure and its ability to manage resources efficiently. The Council recognized Paris's
substantial progress in recent years but also acknowledged that aging systems, limited capital capacity, and
fragmented processes continue to strain service delivery. Department Directors echoed this assessment in
their workshops, identifying the need for stronger coordination among departments, modernization of
development and permitting systems, and a renewed focus on proactive planning through an annualized
Capital Improvement Plan (CIP).
Key Activities under this Outcome include completing the City's Development Code modernization,
implementing GIS -based asset mapping and dashboards to improve coordination, adopting a rolling CIP
integrated with the budget process, and enhancing utility and public works programs that prepare land for
housing and commercial development. Other initiatives—such as short-term rental registration, impact fee
analysis, and expanded technology integration—ensure that Paris's service delivery remains efficient,
transparent, and financially sustainable.
Together, these actions strengthen the operational foundation of city government, enabling Paris to plan
strategically, manage growth responsibly, and deliver, dependable services that residents can see, trust, and
rely on every day.
Key ActIVI*ty 4. 1: Capital Improvement
Dashboard + Asset Lifecycle Map
What it is:
Public map of projects with status timelines plus internal
inventory of assets with condition and lifecycle stage, using
standardized fields and quarterly updates.
Why now:
Project data is siloed making communication and decisions
harder, with residents wanting to know what's happening and
Council needing clearer capital planning.
What we'll do:
• Inventory assets and projects, standardizing key fields
• Publish simple public dashboard of active projects
• Create staff view for pipeline, risks, and budget links
• Set quarterly update cadence with named data owners
Timeline
Years; first release Year 1
r
Est. Cost
using existing GIS tools
Success Metrics:
• Share of projects with current
status data
• On-time quarterly updates
• Reduced budget variance on capital
projects
Key Activity y..2: Permit Streamlining
Toolkit +Public Status Tracker
What it is: Clear start -to -finish permit process with required pre -application meetings, published
Development Manual with checklists, fixed software workflows, and public permit status page with
email/text updates.
Why now: Unclear requirements, late fee changes, and inspection delays slow projects and hurt
confidence, with builders wanting no surprises and visibility into permit status.
What we'll do:
Set clear roles: Building Official is final code authority; Fire reviews coordinated early
Permit Streamlining: Timeline &
Metrics
Success Metrics:
0-2 $50 • >_8o% of first reviews completed within to
business days
Timeline Est. Cost
• >_90% of applications complete at submission
Years; start in 6 months (software, templates, . >_85% of inspections scheduled within 48 hours
training) . 25% reduction in median permit turnaround
time
• +20 points in builder satisfaction
Additional Key Activities: Strategic
Outcome 4
4.3 Development Code Modernization (UDC)
Complete and implement zoning and development code reforms consolidating and clarifying
standards, aligning processes with SOPS, and providing staff/applicant training. Timeline: o-
2 years for adoption; ongoing maintenance
4.4 Monthly Development Roundtable
Recurring meeting with building community sharing monthly metrics, fixes, and upcoming
changes with published notes and timelines. Timeline: 0-2 years ( Cost: < $50,000
4.5 Utility Capacity & Water Model Update
Update plant and line capacity models with field data verification, publishing capacity map
for planning use and tying to development review. Timeline: 3-5 years j Cost: > $250,000
4.6 Stormwater Fee Study
Evaluation of fee to maintain drainage systems and fund priority projects, assessing needs by
basin, modeling fee options with credits, and engaging public/businesses. Timeline: 0-2
years I Cost: < $50,000
4.7 Impact Fee Study
Analysis of growth -related impact fees to fairly share infrastructure costs, modeling fee
levels/ exemptions and coordinating with zoning/ capacity plans. Timeline: 3-5 years I Cost: <
$50,000 (study)
More ICey Activities: Strategic
Outcome 4
4.8 Short -Term Rental (STR) Registry & Enforcement
Simple registration and inspection program ensuring tax remittance and compliance with
clear resident reporting path. Timeline: 0-2 years I Cost: < $50,000
4.9 Water -Line Redundancy Project
Add redundancy to critical water lines in western Paris, phasing construction to minimize
disruption and coordinating with roadway projects. Timeline: 3-5 years ( Cost: > $250,000
4.10 Developer Communications Platform
Regular updates through monthly roundtables, myth -vs -facts webpage, quarterly newsletter,
and project tracker linked to Development Manual. Timeline: 0-2 years I Cost: < $50,000
Outcome
Strategic
Provide an f
ent
Quality of Life
c,
"Ensure every neighborhood has access to
recreation, culture, and safe ,mobility so
residents of all ages love living here. "
Why This Matters
Stakeholders consistently emphasized that "youth and family amenities are lacking," particularly outside
downtown. While downtown revitalization is praised, other areas feel neglected. Council identified "sparse
amenities for youth" and "condition of some park assets" as weaknesses. This Outcome ensures quality -of -
life investments reach all neighborhoods equitably.
Provide an Excellent Quality of Life captures the City of Paris's commitment to creating a livable,
inclusive, and vibrant community where every resident has access to safe neighborhoods, recreational
opportunities, cultural experiences, and a sense of belonging. This Outcome reflects the understanding that
a city's success is measured not only by its infrastructure and economy, but by how it enhances the daily
lives of its people.
In the City Council's first strategic planning workshop, quality of life was identified as one of the defining
measures of Paris's identity and future appeal. Council members emphasized that strong parks, walkable
streets, arts and cultural programming, and well-maintained public spaces are essential to retaining
residents and attracting new ones. Department Directors echoed these priorities, linking quality -of -life
improvements to broader goals such as economic vitality, youth engagement, tourism, and neighborhood
reinvestment.
Key Activities under this Outcome focus on enhancing community amenities and ensuring that all residents
benefit from the city's progress. These include updating the Parks and Recreation Master Plan, supporting
downtown activation and festivals, implementing mobility and lighting improvements for safety and
accessibility, and advancing neighborhood revitalization through housing and blight -reduction programs.
Partnerships with schools, nonprofits, and civic groups will expand the reach of these initiatives and
promote a unified community vision.
Together, these efforts affirm that quality of life is not a single project or policy—it is the cumulative result
of daily decisions that make Paris a great place to live, work, and visit. By investing in its people, public
spaces, and shared experiences, the City is shaping a more connected, welcoming, and resilient community
for generations to come.
Key Activity 5-1: Parks Master Plan,
Update
What it is:
Refreshed plan mapping needs, equity, and project pipeline
with community input, using equity/access data for priorities.
zm=
A current plan unlocks Parks & Wildlife grants and guides
investments, with families wanting more and better parks
across the city.
What we'll do:
0 Update inventory and condition with public input
0 Set priorities using equity and access data
0 Develop realistic project pipeline with costs
0 Use plan to pursue grants
Timeline
Years
Est. Cost
Success Metrics:
• Plan adoption by Council
• Grant awards linked to plan
• Progress on priority projects
Key Activity 5.2: Sidewalk & Trail
Connectivity Projects
What it is:
Close key gaps and fix ADA issues using GIS inventory to
guide phases, bundling projects for cost-effective delivery and
coordinating with lighting/ traffic calming.
Why now:
Gaps reduce safety and access, with residents wanting
continuous, accessible routes to schools, parks, and jobs.
FVTO et:
Years
i
Est. Cost
(phased)
Success Metrics:
• Gaps closed per year
® ADA compliance improvements
• Increase in walking/rolling counts
Additional Key Activities: Strategic
Outcome 5
5.3 Neighborhood Beautification
Mini -Grants
Small resident -led projects with simple
application/ selection, small grants, city
support, and public highlighting of completed
projects. Timeline: 0-2 years I Cost: <
$50,000 (pilot)
5.5 Public -Facility Condition
Audit
Survey facilities rating condition and ADA
compliance, estimating costs/timelines for
fixes, publishing on CIP dashboard, and
refreshing every two years. Timeline: 0-2 years
Cost: < $50,000
5.7 Park -Access Equity Mapping
Maps of io-minute walks to parks identifying
gaps and priorities, linking to Parks Master
Plan pipeline. Timeline: 0-2 years I Cost: <
$50,000
5.4 Festival & Events Calendar
(Downtown + Neighborhoods)
Coordinated annual calendar with early holds,
support for neighborhood pop -ups through
simple permits, and coordinated
marketing/logistics. Timeline: 0-2 years I Cost:
< $50,000
5.6 City -ISD Liaison Office
Single point of contact for joint work with
schools on safety, facilities, and programs
through regular coordination meetings and
shared calendars. Timeline: 0-2 years I Cost: <
$50,000
5.8 Library & Youth Engagement
Programs
Expanded library programs and hours reaching
families and teens through after-
school/weekend offerings at branches or pop -
ups, partnering with schools/nonprofits.
Timeline: 0-2 years I Cost: < $50,000 (pilots)
o6. Implementation Framework
Implementation Framework
Plan Stewardship
Plan Stewardship ensures that the City of Paris 2025 Strategic Plan remains a living, actionable
document—actively managed, regularly reviewed, and continuously aligned with the community's evolving
needs.
Shared Responsibility
Plan stewardship is a shared responsibility across the organization.
• City Council provides leadership and policy direction, ensuring that priorities reflect the long-term
interests of the community.
• City Management coordinates implementation, tracks progress, and ensures that resources and staff
efforts align with the plan's outcomes.
• Departments translate Key Activities into actionable projects, using data and performance measures
to demonstrate results.
• Community Partners—including the Paris Economic Development Corporation, educational
institutions, civic organizations, and residents—remain essential collaborators in sustaining the plan's
momentum and impact.
Implementation and Tracking
Each department will integrate its assigned Key Activities into annual operational goals and budget
requests. Regular internal reviews and quarterly updates to City Council will ensure accountability and
allow for transparent public communication of progress.
Review and Renewal
Every 1-2 years, City Council and department directors will conduct a structured review workshop to
refresh Key Activities, incorporate new opportunities, and reaffirm alignment with the City's mission and
Strategic Outcomes. This cyclical process keeps the plan current, relevant, and responsive to changing
conditions.
A Culture of Continuous Improvement
Ultimately, stewardship transforms the Strategic Plan from a static document into a dynamic management
tool. It fosters a culture of continuous improvement—where success is measured not only by completed
projects, but by sustained public trust, organizational learning, and the lasting quality of life created for the
people of Paris.
Priority Phasing
Years 0-2: Quick Wins &
Foundation
Customer service training
31.1 platform launch
Transparency dashboard
a Compensation study implementation
Safe routes and lighting upgrades
Permit streamlining toolkit
Parks Master Plan
Development roundtables
Years 5+: Long -Term Investment
Major infrastructure replacements
Comprehensive housing stock
transformation
0 pull realization of equity -driven park
investments
Sustained cultural transformation
Years 3-5: Capacity Building
Succession planning
Leadership training
Apparatus replacement execution
Missing -middle housing implementation
Utility capacity studies and projects
* Sidewalk/trail connectivity expansion
Performance Monitoring
Quarterly Check -Ins
Department directors meet
with City Manager quarterly
to review progress, identify
obstacles, and adjust
timelines as needed.
Annual Strategic Plan
Report
A comprehensive annual report
to Council documents
accomplishments by Strategic
Outcome, metrics and
performance indicators, budget
expenditures vs. projections,
challenges encountered and
mitigation strategies, and
proposed updates to Key
Activities.
Biennial Key Activity
Refresh
Every 1-2 years, working
groups reconvene to assess
completion of current Key
Activities, add new initiatives
based on emerging needs,
retire or consolidate activities
no longer relevant, and ensure
the "cup is always full" of
essential major tasks.
Resource Considerations
Low -Cost, High -Impact
Priorities
Many key activities require
minimal financial investment but
significant cultural and
operational commitment. These
include customer service training,
developing roadmaps and
standard operating procedures
(SOPs), monthly development
roundtables, and setting up an
internal communications hub,
with typical costs under $50,000.
Medium -Cost: Grant &
Partnership Leverage
Multiple activities are
strategically positioned to attract
external funding and foster
partnerships. Examples include
securing Safe Routes to School
grants, Parks & Wildlife grants
(contingent on the Parks Master
Plan), FEMA equipment
programs, industry partnerships
for workforce development, and
philanthropic support, already
demonstrated for parks and
downtown areas.
High -Cost, Long -Term:
Major Capital
Commitments
Some priorities necessitate
substantial investment, often
phased over multiple years. Key
examples are the implementation
of a 311 platform (approximately
$138,000), apparatus
replacement (over $250,000
phased), utility capacity
improvements (over $250,000),
and sidewalk/trail connectivity
projects ($250,000-$500,000
phased).
Risk Management
Implementation Risks:
Overload
Phasing and prioritization prevent trying to
accomplish everything at once
Coordination
The Three C's (Communication,
Coordination, Collaboration) embedded
throughout the plan
Financial constraints
Low-cast/high-impact activities prioritized;
grant pursuit emphasized
Staff capacity
Succession planning and staffing evaluations
address this proactively
Mitigation Strategies:
In Clear assignment of
responsibility
For each Key Activity
Regular progress monitoring
� ro
adjustment
Transparent communication
about challenges
%%Celebration of
To maintain momentum
I Forward y
The City of Paris 2025 Strategic Plan represents both a roadmap and a promise—an agreement
between leadership, staff, and the community to move forward with purpose, accountability, and shared
optimism. It captures not only what the City intends to accomplish, but how it will lead—with
professionalism, integrity, and collaboration at every level.
Through months of workshops, analysis, and engagement, City Council, department directors, and
community partners have defined a unified framework for action. The five Strategic Outcomes—to Serve
Citizens with Professionalism and Integrity; Promote a Safe Community; Promote a Prosperous
Community; Provide Effective Services; and Provide an Excellent Quality of Life—together express the
vision of a city that is prepared for growth, dedicated to service, and committed to excellence.
Implementation will not occur all at once. It will unfold through focused Key Activities, regular review,
and transparent communication of results. Each completed project, training, or system improvement is a
building block toward a stronger, more connected Paris.
This plan is designed to evolve as the City evolves. Its structure ensures that priorities can adapt while
values remain constant. In that sense, it is both a guide and a living reflection of Paris's identity—a city
proud of its heritage, confident in its people, and bold in its future.
Together, these pages mark the beginning of the next chapter in the City's progress: one defined by clear
direction, measurable outcomes, and a lasting commitment to serve every resident of Paris with excellence.
What Makes This Plan Different
Broad Outcomes, Specific Actions
Unlike previous plans that were overly task -
oriented at the goal level, this plan establishes
aspirational Strategic Outcomes supported by
concrete Key Activities that can be updated as
circumstances change.
Equity and Inclusion by Design
From park -access equity mapping to
neighborhood beautification grants to missing -
middle housing reforms, this plan intentionally
seeks to ensure quality of life improvements
reach all residents, not just those in favored
areas.
Communication, Coordination, and
Collaboration are not just buzzwords but
embedded operational principles addressing
what stakeholders and staff identified as "80%
of the challenges that exist."
Staff as an Asset, Not Obstacle
This plan recognizes that the City's greatest
strength is its people. Rather than viewing staff
as needing to be managed around, it invests in
their development, provides them with better
tools, and empowers them to deliver excellence.
Item No. 9
Memorandum
TO: Mayor, Mayor Pro -Tem & City Council
FROM: Rose Beverly, City Manager
SUBJECT: PROCUREMENT POLICIES & PROCEDURES FOR FEDERAL
GRANT CONTRACTS
DATE: February 9, 2026
BACKGROUND: In order to continue to be eligible for grants through program compliance, the
City must approve and adopt a Procurement Policies and Procedures for Federal Grant Contracts.
STATUS OF ISSUE: The City has been requested by the Texas General Land Office (GLO) to
update its information (request for information) detailing and/or documentation required to make
an eligibility determination. Having procurement policies and procedures in place will establish
the framework for operating practices and procedures to execute grant programs and programs.
BUDGET: There is no impact to the current budget.
RECOMMENDATION: Approve a Resolution adopting Procurement Policies and Procedures
for Federal Grant Contracts.
�JTMM
FEDERALFUNDS
THE CITY WILL USE DOCUMENTED PROCUREMENT PROCEDURES IN ACCORDANCE WITH ALL APPLICABLE FEDERAL,
STATE, AND LOCAL GOVERNMENT STATUTES AND REGULATIONS, INCLUDING THE UNIFORM ADMINISTRATIVE
REQUIREMENTS, COST PRINCIPLES, AND AUDIT REQUIREMENTS FOR FEDERAL AWARDS, PER 2 CFR 200.318
THROUGH 2 CFR 200.327.
transactions. These or similar procurement arrangements using strategic sourcing may foster
greater economy and efficiency. Documented procurement actions of this type (using strategic
sourcing, shared services, and other similar procurement arrangements) will meet the competition
requirements of this part.
(f) Use of excess and surplus Federal property. The city is encouraged to use excess and surplus Federal
property instead of purchasing new equipment and property when it is feasible and reduces project
costs.
(g) Use of value engineering clauses. When practical, the city is encouraged to use value engineering
clauses in contracts for construction projects of sufficient size to offer reasonable opportunities for
cost reductions. Value engineering means analyzing each contract item or task to ensure its
essential function is provided at the lowest overall cost.
(h) Responsible contractors. The city must award contracts only to responsible contractors that possess
the ability to perform successfully under the terms and conditions of a proposed contract. The city
must consider contractor integrity, public policy compliance, proper classification of employees
(see the Fair Labor Standards Act, 29 U.S.C. 201, chapter 8), past performance record, and financial
and technical resources when conducting a procurement transaction. See also § 200.214.
(i) Procurement records. The city must maintain records sufficient to detail the history of each
procurement transaction. These records must include the rationale for the procurement method,
contract type selection, contractor selection or rejection, and the basis for the contract price.
(j) Time -and -materials type contracts.
1. The city may use a time -and -materials type contract only after a determination that no other
contract is suitable and if the contract includes a ceiling price that the contractor exceeds at
its own risk. Time -and -materials type contract means a contract whose cost to a city is the
sum of:
i. The actual cost of materials; and
ii. Direct labor hours charged at fixed hourly rates that reflect wages, general and
administrative expenses, and profit.
2. Because this formula generates an open-ended contract price, a time -and -materials contract
provides no positive profit incentive to the contractor for cost control or labor efficiency.
Therefore, each contract must set a ceiling price that the contractor exceeds at its own risk.
Further, the city awarding such a contract must assert a high degree of oversight to obtain
reasonable assurance that the contractor is using efficient methods and effective cost
controls.
(k) Settlement of contractual and administrative issues. The city is responsible for the settlement of all
contractual and administrative issues arising out of its procurement transactions. These issues
include, but are not limited to, source evaluation, protests, disputes, and claims. These standards do
not relieve the city of any contractual responsibilities under its contracts. The Federal agency will
not substitute its judgment for that of the city unless the matter is primarily a federal concern. The
city must report violations of law to the Federal, State, or local authority with proper jurisdiction.
(1) Examples of labor and employment practices.
1. The procurement standards in this subpart do not prohibit recipients or subrecipients
from:
i. Using Project Labor Agreements (PLAs) or similar forms of pre -hire collective
bargaining agreements;
ii. Requiring construction contractors to use hiring preferences or goals for people
residing in high -poverty areas, disadvantaged communities as defined by the
Justice40 Initiative (see OMB Memorandum M-21-28), or high -unemployment census
tracts within a region no smaller than the county where a federally funded
construction project is located. The hiring preferences or goals should be consistent
with the policies and procedures of the city, and must not prohibit interstate hiring;
iii. Requiring a contractor to use hiring preferences or goals for individuals with barriers
to employment (as defined in section 3 of the Workforce Innovation and Opportunity
Act (29 U.S.C. 3102(24)), including women and people from underserved
communities as defined by Executive Order 14091;
iv. Using agreements intended to ensure uninterrupted delivery of services; using
agreements intended to ensure community benefits; or
V. Offering employees of a predecessor contractor rights of first refusal under a
new contract.
2. Recipients and subrecipients may use the practices listed in paragraph (1) if consistent with
the U.S. Constitution, applicable Federal statutes and regulations, the objectives and
purposes of the applicable Federal financial assistance program, and other requirements of
this part.
§ 200.319 Competition.
11 h Federal award must be conducted in a manner
9 W V
employees making work products or providing services on a contract, and other worker
protections. This subpart also does not prohibit recipients and subrecipients from making inquiries
of bidders about these subjects and assessing the responses, Any scoring mechanism must be
consistent with the U.S. Constitution, applicable Federal statutes and regulations, and the terms and
conditions of the Federal award.
(g) Noncompetitive procurements can only be awarded in accordance with § 200.320(c).
§ 200.320 Procurement methods.
There are three types of procurement methods described in this section: informal procurement methods
(for micro- purchases and simplified acquisitions); formal procurement methods (through sealed bids or
proposals); and noncompetitive procurement methods. For any of these methods, the city must maintain
and use documented procurement procedures, consistent with the standards of this section and §§
200.317, 200.318, and 200.319.
§ 20 0.321 Contracting with small businesses, minority businesses, women's business
enterprises, veteran -owned businesses, and labor surplus area firms.
A. When possible, the city should ensure that small businesses, minority businesses, women's business
enterprises, veteran -owned businesses, and labor surplus area firms (See U.S. Department of
Labor's list) are considered as set forth below.
B. Such consideration means:
1. These business types are included on solicitation lists;
2. These business types are solicited whenever they are deemed eligible as potential sources;
3. Dividing procurement transactions into separate procurements to permit maximum
participation by these business types;
4. Establishing delivery schedules (for example, the percentage of an order to be delivered by
a given date of each month) that encourage participation by these business types;
5. Utilizing organizations such as the Small Business Administration and the Minority Business
Development Agency of the Department of Commerce; and
6. Requiring a contractor under a Federal award to apply this section to subcontracts wherever
possible.
§ 200.322 Domestic preferences for procurements.
I nt racti aw rovide a preference for
Ai ii W able and consistent with I
MIN III IN111"111111
requirements of this section must be included in all subawards, contracts, and purchase orders
under Federal awards.
(b) For purposes of this section:
1. "Produced in the United States" means, for iron and steel products, that all manufacturing
processes, from the initial melting stage through the application of coatings, occurred in the
United States.
2. "Manufactured products" means items and construction materials composed in whole or in
part of non-ferrous metals such as aluminum; plastics and polymer -based products such as
polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and
lumber.
(c) Federal agencies providing Federal financial assistance for infrastructure projects must implement
the Buy America preferences set forth in 2 CFR part 184.
§ 200.323 Procurement of recovered materials.
(a) A city that is a State agency or agency of a political subdivision of a State and its contractors must
comply with section 6002 of the Solid Waste Disposal Act, as amended by the Resource
Conservation and Recovery Act of 1976 as amended, 42 U.S.C. 6962. The requirements of Section
6002 include procuring only items designated in the guidelines of the Environmental Protection
Agency (EPA) at 40 CFR part 247 that contain the highest percentage of recovered materials
practicable, consistent with maintaining a satisfactory level of competition, where the purchase
price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal
year exceeded $10,000; procuring solid waste management services in a manner that maximizes
energy and resource recovery; and establishing an affirmative procurement program for
procurement of recovered materials identified in the EPA guidelines.
(b) The city should, to the greatest extent practicable and consistent with law, purchase, acquire, or use
products and services that can be reused, refurbished, or recycled; contain recycled content, are
biobased, or are energy and water efficient; and are sustainable. This may include purchasing
compostable items and other products and services that reduce the use of single -use plastic
products.
See Executive Order 14057, section 101, Policy.
§ 200.324 Contract cost and price.
(a) The Federal agency or pass-through entity may review the technical specifications of proposed
procurements under the Federal award if the Federal agency or pass-through entity believes the
review is needed to ensure that the item or service specified is the one being proposed for
acquisition. The city must submit the technical specifications of proposed procurements when
requested by the Federal agency or pass-through entity. This review should take place prior to the
time the specifications are incorporated into a solicitation document. When the city desires to
accomplish the review after a solicitation has been developed, the Federal agency or pass-through
entity may still review the specifications. In those cases, the review should be limited to the
technical aspects of the proposed purchase.
(b) When requested, the city must provide procurement documents (such as requests for proposals,
invitations for bids, or independent cost estimates) to the Federal agency or pass-through entity for
pre- procurement review. The Federal agency or pass-through entity may conduct a pre -
procurement review when:
1. The recipient's or subrecipient's procurement procedures or operation fails to comply with
the procurement standards in this part;
2. The procurement is expected to exceed the simplified acquisition threshold and is to be
awarded without competition, or only one bid is expected to be received in response to a
solicitation;
3. The procurement is expected to exceed the simplified acquisition threshold and specifies a
"brand name" product;
4. The procurement is expected to exceed the simplified acquisition threshold, and a sealed b*
procurement is to be awarded to an entity other than the apparent low bidder; or
S. A proposed contract modification changes the scope of a contract or increases the contra
amount by more than the simplified acquisition threshold.
(c) The city is exempt from the pre -procurement review in paragraph (b) of this section if the Feder
agency or pass-through entity determines that its procurement systems comply with the standar
of this part.
1. The city may request that the Federal agency or pass-through entity review its procureme
system to determine whether it meets these standards for its system to be certifie
Generally, these reviews must occur where there is continuous high -dollar funding a
third -party contracts are awarded regularly.
2. The city may self -certify its procurement system. However, self- certification does not lim
the Federal agency's or pass-through entity's right to review the system. Under a sel
certification procedure, the Federal agency or pass-through entity may rely on writt
assurances from the city that it is complying with the standards of this part. The city mu
cite specific policies, procedures, regulations, or standards as complying with the
requirements and have its system available for review.
2. The city may self -certify its procurement system. However, self -certification does not limit
the Federal agency's or pass-through entity's right to review the system. Under a self -
certification procedure, the Federal agency or pass-through entity may rely on written
assurances from the city that it is complying with the standards of this part. The city must
cite specific policies, procedures, regulations, or standards as complying with these
requirements and have its system available for review.
§200.326 Bonding requirements.
The Federal agency or pass-through entity may accept the recipient's or subrecipient's
bonding policy and requirements for construction or facility improvement contracts or
subcontracts exceeding the simplified acquisition threshold. Before doing so, the Federal
agency or pass-through entity must determine that the Federal interest is adequately
protected. If such a determination has not been made, the minimum requirements must be
as follows:
(a) A bid guarantee from each bidder equivalent to five percent of the bid price. The bid guarantee must
consist of a firm commitment such as a bid bond, certified check, or other negotiable instrument
accompanying a bid as assurance that the bidder will, upon acceptance of the bid, execute any
required contractual documents within the specified timeframe.
(b) A performance bond on the contractor's part for 100 percent of the contract price. A performance
bond is a bond executed in connection with a contract to secure the fulfillment of all the contractor's
requirements under a contract.
(c) A payment bond on the contractor's part for 100 percent of the contract price. A payment bond is a
bond executed in connection with a contract to assure payment as required by the law of all persons
supplying labor and material in the execution of the work provided for under a contract.
§ 200.327 Contract provisions.
The recipient's or subrecipient's contracts must contain the applicable provisions
described in Appendix.lI of this part.
Appendix II to Part 200—Contract Provisions for Non -Federal Entity Contracts Under
Federal Awards
In addition to other provisions required by the Federal agency or non -Federal entity, all contracts
made by the non -Federal entity under the Federal award must contain provisions covering the
following, as applicable.
A. Contracts for more than the simplified acquisition threshold, which is the inflation adjusted
amount determined by the Civilian Agency Acquisition Council and the Defense Acquisition
Regulations Council (Councils) as authorized by 41 U.S.C. 1908, must address
administrative, contractual, or legal remedies in instances where contractors violate or
breach contract terms, and provide for such sanctions and penalties as appropriate.
B. All contracts in excess of $10,000 must address termination for cause and for convenience
by the non -Federal entity including the manner by which it will be affected and the basis
for settlement.
C. Equal Employment Opportunity. Except as otherwise provided under 41 CFR Part 60, all
contracts that meet the definition of "federally assisted construction contract" in 41 CFR
Part 60-1.3 must include the equal opportunity clause provided under 41 CFR 60-1.4(b), in
accordance with Executive Order 11246, "Equal Employment Opportunity" (30 FR 12319,
12935, 3 CFR Part, 1964-1965 Comp., p. 339), as amended by Executive Order 11375,
"Amending Executive Order 11246 Relating to Equal Employment Opportunity," and
Agreements," and any implementing regulations issued by the awarding agency.
G. Clean Air Act (42 U.S.C. 7401-7671q.) and the Federal Water Pollution Control Act (33 U.S.C.
1251-1387), as amend ed—Co ntracts and subgrants of amounts in excess of $150,000 must
contain a provision that requires the non -Federal award to agree to comply with all
applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C.
7401-7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. 1251-
1387). Violations must be reported to the Federal awarding agency and the Regional Office
of the Environmental Protection Agency (EPA).
H. Debarment and Suspension (Executive Orders 12549 and 12689)—A contract award (see
2 CFR 180.220) must not be made to parties listed on the governmentwide exclusions in
the System for Award Management (SAM), in accordance with the OM B guidelines at 2 CFR
180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689
(3 CFR part 1989 Comp., p. 235), "Debarment and Suspension." SAM Exclusions contains
the names of parties debarred, suspended, or otherwise excluded by agencies, as well as
parties declared ineligible under statutory or regulatory authority other than Executive
Order 12549.
1. Byrd Anti -Lobbying Amendment (31 U&C. 13 5 2) —Contractors that apply or bid for an
award exceeding $100,000 must file the required certification. Each tier certifies to the tier
above that it will not and has not used Federal appropriated funds to pay any person or
organization for influencing or attempting to influence an officer or employee of any
agency, a member of Congress, officer or employee of Congress, or an employee of a
member of Congress in connection with obtaining any Federal contract, grant or any other
award covered by 31 U.S.C. 1352, Each tier must also disclose any lobbying with non -
Federal funds that takes place in connection with obtaining any Federal award. Such
disclosures are forwarded from tier to tier up to the non -Federal award.
J. See § 200.323.
K. See § 200.216.
a) Recipients and subrecipients are prohibited from obligating or expending loan or grant funds
to:
1. Procure oro tain covered telecommunications equipment or services;
2. Extend or renew a contract to procure or obtain covered telecommunications equipment or
services; or
3. Enter into a contract (or extend or renew a contract) to procure or obtain covered
telecommunications equipment or services.
b) As described in section 889 of Public Law 115-232, "covered telecommunications equipment or
services" means any of the following:
1. Telecommunications equipment produced by Huawei Technologies Company or ZTE
Corporation (or any subsidiary or affiliate of such entities);
2. For the purpose of public safety, security of government facilities, physical security
surveillance of critical infrastructure, and other national security purposes, video
surveillance and telecommunications equipment produced by Hytera Communications
Corporation, Hangzhou Hikvision Digital Technology Company, or Dahua Technology
Company (or any subsidiary or affiliate of such entities);
3. Telecommunications or video surveillance services provided by such entities or using such
equipment;
4. Telecommunications or video surveillance equipment or services produced or provided by
an entity that the Secretary of Defense, in consultation with the Director of the National
Intelligence or the Director of the Federal Bureau of Investigation, reasonably believes to be
an entity owned or controlled by, or otherwise connected to, the government of a covered
foreign country;
c) For the purposes of this section, "covered telecommunications equipment or services" also
include systems that use covered telecommunications equipment or services as a substantial or
essential component of any system, or as critical technology as part of any system.
d) In implementing the prohibition under section 889 of Public Law 115-232, heads of executive
agencies administering loan, grant, or subsidy programs must prioritize available funding and
technical support to assist affected businesses, institutions, and organizations as is reasonably
necessary for those affected entities to transition from covered telecommunications equipment
or services, to procure replacement equipment or services, and to ensure that communications
service to users and customers is sustained.
e) When the city accepts a loan or grant, it is certifying that it will comply with the prohibition on
covered telecommunications equipment and services in this section. The city is not required to
certify that funds will not be expended on covered telecommunications equipment or services
beyond the certification provided upon accepting the loan or grant and those provided upon
submitting payment requests and financial reports.
f) For additional information, see section 889 of Public Law 115-232 and § 200.471.
L. See § 200.322.
Passed and Adopted by the City of Paris, Texas this 9th day of February 2026.
Mihir Pankaj, Mayor
ATTEST:
Janice Ellis, City Clerk
APPROVED AS TO FORM:
Stephanie H. Harris, City Attorney
RESOLUTION NO.
A RESOLUTION OF THE CITY OF PARIS, TEXAS, ADOPTING
PROCUREMENT POLICIES AND PROCEDURES FOR FEDERAL
GRANT CONTRACTS; PROVIDING FOR SEVERABILITY;
PROVIDING PUBLICATION; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City of Paris needs to adopt formal policies and procedures for the
application and receipt of grant funds; and
WHEREAS, the updated Procurement Policies and Procedures for Federal Grant
Contracts will establish the framework for operating practices and procedures to execute
grant programs and projects; and
WHEREAS, the City Council deems it is in the public's best interest to continue to be
eligible for grants through program compliance and to formally approve and adopt the
Procurement Policies and Procedures for Federal Grant Contracts.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
PARIS, TEXAS, THAT:
SECTION 1. The findings set out in the preamble to this resolution are hereby in all
things approved and are incorporated herein for all purposes.
SECTION 2. The foregoing recitals are incorporated into this Resolution by reference
as findings of fact as if expressly set forth herein.
SECTION 3. The Procurement Policies and Procedures for Federal Grant Contracts
of the City of Paris is attached hereto as "Exhibit A" and is hereby adopted as the formal
policy of the City.
SECTION 4. Should any section, paragraph, sentence, clause, phrase or word of this
Resolution be declared unconstitutional or invalid for any purpose, the remainder of this
Resolution shall not be affected thereby.
SECTION 5. This Resolution shall take effect immediately upon its passage and
publication.
SECTION 6. It is found and determined that the meeting at which this Resolution
was passed was open to the public as required by law.
PASSED, APPROVED, and ADOPTED by the City Council of the City of Paris,
Texas, on this the 9th day of February 2026.
Mihir Pankaj, Mayor
ATTEST:
Janice Ellis, City Clerk
APPROVED AS TO FORM:
Stephanie H. Harris, City Attorney