HomeMy WebLinkAboutR-2004-12 participate in Main Street Program
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RESOLUTION NO. 2004- / ~
A RESOLUTION AUTHORIZING PARTICIPATION IN THE TEXAS MAIN
STREET PROGRAM AND DESIGNATING THE CITY MANAGER TO
COORDINATE ALL PROGRAM ACTIVITIES; FINDING COMPLIANCE
WITH THE OPEN MEETINGS LAW; AND PROVIDING AN EFFECTIVE
DATE HEREOF.
WHEREAS, The Texas Main Street Program of the Texas Historical Commission has
been created to assist small cities to develop a public/private effort to revitalize their
"Main Street" area, and up to five Texas cities of any population will be selected to
participate in the Texas Main Street Program in 2005,
NOW THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF LA PORTE:
Section 1. That the City of La Porte apply for selection to participate in the 2005
Main Street Program with the specific goal of revitalizing the central business district
within the context of the preservation and rehabilitation of its historic buildings.
Section 2. That the City of La Porte will provide an adequate budget to employ a
full-time Main Street Program manager for a minimum of three years and to provide
funds for the training of the Main Street Program manager.
Section 3.
That the City Manager be designated to coordinate the program activities.
Passed by the City Council this 14th day of June, 2004.
LA PORTE
Barry Beasley
Mayor Pro-Tern
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Martha A. Gillett
City Secretary
Knox W. Askins
City Attorney
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Main Street Program
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JIlain street
~ssociation
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Texas l\'Iain Street Program Overview
The Texas Main Street Program, part of the Texas Historical Commission's (THC)
Community Heritage Development Division, helps Texas cities revitalize their historic
downtowns and neighborhood commercial districts by utilizing preservation and
economic development strategies.
The Texas Main Street Program is among the most successful downtown revitalization
programs in the nation, and has assisted more than 130 Texas cities through the program.
The program has resulted in the private reinvestment of more than $860 million in Texas
downtowns and neighborhood commercial districts, the creation of more than 18,200 jobs
and the establishments of more than 4,600 new businesses.
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Program Benefits and Requirements
Each year the'Texas Historical Commission selects up to five Texas cities and urban
areas as official Texas Main Street cities. ' Selected communities are eligible to receive a
range of services. .
2004 Selected Cities
Grand Saline .
McKinney
Pecos
Pharr
2003 Selected Cities
Clarksville
Llano
Luting
. Van Horn
Winnsboro
Requirements
Texas cities with historic commercial buildings' in their downtowns and neighborhood
business districts may apply for Main Street designation.
Cities with population up to 50,000 must agree to hire a full-time Main Street Manager
for 3 years and provide funding for the local program.
Cities that complete the three-year program may enter the Graduate Program and
continue to participate in the Main Street network.
Redevelopment Strate!!V
Action 2:
Action 3:
Action 4:
Action 5:
Policy 3:
Action 1:
Action 2:
.t\ction 3:
Action 4:
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Implement recommendations in the Land Use Element related to
neighborhood protection requirements as part of the City's development
review. and approval process, including physical screening,' increased
setbacks, and use of open space buffers.
Work with owners of existing commercial and industrial operations near
residential areas to identify ways to reduce adverse impacts on adjacent
neighbor:-hoods.
Implement the numerous. recommendations in the Residential
Development- Element related to long-term protection of neighborhood
integrity.
Avoid zoning amendments that amount to inappropriate "spot zoning."
The City should encourage and support community and neighborhood-
based action programs. '
Promote organization of qualified neighborhood associations.
Provide technical assis.tance to neighborhoods in drafting new or reviving
lapsed deed restrictions and restrictive covenants.
,Communicate, regularly with local organizations and churches about
identified needs and planned projects and opportunities for public-private.
coordination. .'
Implement recommendations in the Residential Development Element
related to support of neighborhood initiatives. '
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Prepare and implement 'a downtown development plan.
The City should promote a unified vision for downtown through a
cooperative and unified effort with the Main Street Association.
Through.the downtown'plan. take the necessary steps to prepare ~e City to
participate in Main Street and other revitalization programs.
Review the City's zoning ordinance to ensure that downtown is zoned
appropriately to promote its long-term viability and encourage
redevelopment activities.
Evaluate the pedestrian "friendliness" of the downtown area and identify
needed improvements to pedestrian ways.
Implement recommendations in the Beautification Element related to
adoption of an urban design theme for downtqwn and establishment of
standards and guidelines for managing downtown aesthetics and creating a
"sense of place" through distinctive improvements in cooperation with
property owners and other downtown stakeholders.
Conduct an inventory of existing building conditions to identify
substandard or dilapidated structure and to set priorities for rehabilitation
efforts.
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GOAL 12.2: Revitalize the City's historic i:lowntown area~
OBJ. 12.2a:'
Policy 1:,
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
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Action 2:
Action 3:
Action 4: .
Action 5:
Action 6:
Policy 4:
Action 1:
Action 2:
Action 3:,
Action 4:
Action 5:
Redevelopment Stratef?1/
Implement recommendations in the Beautification Element related to
distinctive design features for downtown such as street and sidewalk
paving patterns and store-front awnings and canopies.
Develop street signs and directional signs that are unique and compatible
with the historic character of the downtown area.
Implement recommendations in the Beautification Element related to
corridor enhancement to improve vehicular access to downtown and to add
appropriate directional signage to guide visitors from major area roadways
into the downtown area.
Step up marketing efforts for downtown and the entire city through
coordinated advertising in community newspapers, an upgraded City Web
site, and other new and expanded efforts.
Increase the City's role in marketing and promotion by establishing a
Convention and Visitors Bureau and by dedicating a larger share of
hotel/motel ta."< revenues to local tourism and business promotion activities.
The ~ity should work with community groups to preserve, enhance and
, promote La Porte's historical assets.
Implement design standards and incentives for the preservatioIl: and
enhancement of historic structures in the downtown area.
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Explore avenues of financial support and assistance to local historic
preservation activities.
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Promote heritage tourism opportunities.
Feature historic structUres and sites in all, informational publications, .
community Internet sites, and promotional literature and events.
Implement recorrunendations in the Parks and Recreation Element related
to support of ~ctivities which promote La Porte's historic landmarks and
.features for local enjo~ent and fC?r to~ism potential.
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EXISTING CONDITIONS
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Previous Plans and Studies
Several related plans and studies have previously addressed redevelopment needs within La Porte.
City of La Porte Comorehensive Plan (J 984)
The City's 1984 Plan noted that La Porte, like other cities. had areas that, ~ere already in a.
deteriorated condition or experiencing such 'decline. While limited.' these areas 'were seen as adversely
affecting the City's overall image and detracting from nearby neighborhoods. The Comprehensive Plan
established a goal of upgrading the quality of. these areas. Those involved in preparing the 1984 Plan also
i;believed that the City could best bolster these areas by implementing the new Comprehensive Plan,
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including various actions aimed at improving future land use, thoroughfares, utilities, conununity facilities,
.~sidential development and community aesthetics. By following through on these plan proposals and
targeti;-:119cal r~s9).lrc~s ~~o~g~ ~ _c~tywil;le _Capi~a~ .Irt:1pt:ove!T1~nt .?rogrll:111,jr_\Y.~~ ~l1ol1gntJh~tJb~ ~ntir~ :__ ___ _ __ ~_
City would tii...;ve as traditional development patt~ms took ho.~d in La Porte amid the strong regional growth
situation. A later .:~date to the City's Comprehensive Plan in 1994 focused on a few key elements and did
not address rede~elopmt...t issues.
City of La Porte Bavfront Master i'l.an (1993)
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The City in 1993 retained a consu>nt team to develop a Marina Waterfront District Master Plan.
This study was intended to stimulate new ecoc'mic development, diversify .the City's economic base
through stimulation .of tourism; and encourage impro\;;.:""ent in the physical environment by taking better
advantage .0fLa Porte's waterfront a.ssets. The report pointeJ ,:,ut that while La Porte's bayfront was once
the site of grand celebrations and intense summer h"oliday activity, ~"'e area had experienced considerable
decline ,as a regional recreation destination.. The consultant recon-,l, :~ndations ranged from "safe,
immediately-achievable" physical improvements to more ambitious project prop~:"lils ~"at would 'vastly
transform La Porte. The City continues to desire the types of major waterfront devek"r nts depicted in
this plan, including a hotel and confer~nce center and a marina on Galvest.on.Bay.
Historic Downtown Area
A Central Business District (CBD) is traditionally the .commercial center of a city. This is
characterized in most cities as an area of higher land values; a concentration of retail busines3e~, . -lces,
governmental functions, fmancial institutions, and service businesses; and, cultural, and entertainment
activities. A vital component to the CBD is its retail patrons. However, patrons and visito~s will not come
to the CBD without adequate parking, pedestrian amenities, a variety and balance of retail and service
stores, pleasant aesthetics, sufficient street lighting to create a secure and safe environment, and ease of
access. The photograph shown i~ Figure 12.1 - Historic Downtown La Porte, illustrates the existing
conditions in downtown.
As in many cities, La Porte's historic d~wntown area along Main Street is no longer the City's
primary commercial center. H;owever, it is an area that clearly is still valued by La Porte residents; as
indicated during the current comprehensive planning process. Improvements can be made to the physical
appearance and functionality of the downtown area that will have a significant impact. Currently. there
may be a perception of architectural discontinuity, a lack of .identity, and aging or deteriorating buildings
and infrastructure that define the image of the old downtown. .Nonetheless, existing building and vacant
parcels may present opportunities for fulfilling special needs or uses in the downtown area such as parks
and open space, parking and other locally identified retail, entertainment and service needs. The City's
1984 Comprehensive Plan pointed out the need for more retail development in La Porte, and this ne~
continues. In the City's current marketing brochure, ULa Porte, Texas: Ready for Business," La Porte's
City Manager notes the City's desire to attract new retail businesse~, including supermarkets, shopping
centers and new full serVice franchise restaurants. Some of these uses could be attracted to downtown or
the vicinity to bolster this area.
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FIGURE 12.1
HISTORlC DOWNTOWN LA PORTE
La Porte Comprehensive Plan Update _~_~_.__._____.____,~._.___...__.
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An initial step that the City can take in the downtown area is to conduct an inventory of existing
building conditions. Each building would be classified as standard, substandard, or dilapidated. A standard
condition is defined as a building with few or no visual defects, and any defects that do exist are considered
minor. A building with a substandard condition requires repair that is typically not within the regular
course of maintenance and upkeep, such as rotted awnings, cracked foundations and deteriorating mortar.
These repairs are of an intermediate nature. The final condition category is dilapidated, which is defined as
a building with major structural defects. Once this infonnation is assembled, City staff can then detennine
which blocks have a disproportionate share of deteriorated buildings and where rehabilitation needs are
greatest.
It is also important to document those buildings that have been renovated, are well maintained,
have unusual architecture, or otherwise add to the appearance of the downtown area. Some structures might
fall into this category if renovations \\'ere made.
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"-'.. ,. ..... ,'" ... '... -in "the Norlhside area .
A significant industrial and retail business community frames and encapsulates the residential
area of the Northside. One cannot enter the Northside neighborhood without crossing the natural
geographic boundaries created by Main Street businesses on the south, Broad way commercial
areas on the west, tbe Port of Houston industrial complexes and truck traffic from Barbour's Cut
on the north, and the light industries and small businesses on the SH 149 feeder and 8111 Street on
the east. These border areas are permanent, immutable parts of the Northside neighborhood, as
intricately intertwined in the future of the residential community as the residents themselves.
Without doubt, they are part of the neighborhood's problems and will be part of their solution.
Since a major factor driving the entire planning process 'is the community's desire to attract new
families to the Northside, it is important to understand that prospective bome buyers seek more
than just a house. They also want to live in areas that show strong si gns of social and economic
vitali ty . For better or worse, the bordering commercial zones create a visitor's firs t impression of
the Northside. And, like the neighborhood they surround, the business areas show evidence of
decline. While there are a nwnber of well-kept, apparently thriving retail businesses on Main
Street, there are also numerous vacant, boarded-up storefronts. Along Broadway and alii Street
some poorly maintained industrial and light commercial properties need to be cleaned up. Lastly,
overgrown vacant lots that front on Slll Street, Barbour's Cut and Broadway attract illegal '
dumping, harbor vermin and detract from the overall appearance of the Northside area. Strategies
and action recommendations described in the Beautification and Urban Design section will help
increase the Northside's overall appeal.
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Besides the improvement of the commercial zones' physical condition, there perhaps are more
important opportunities available to benefit both present and potential Northside citizens. lJt ese
opportunities lie in building up the business community and attracting new commerce. A major
concern of North side citizens expressed in the September community meeting, by the Steering
Committee, and by respondents to the neighborhood survey is the ne ed for j~bs and j ob training.
Two factors offer hope that these needs may be met. First is the fact that the state of the national
and regional economy is strong, and the outlook for the future looks bright. Texans have more
disposable income, the job market is tight, and opportunities for new business andjob creation
abound. The second factor is the Port of Houston's plans to build a new container tencinal at
Bayport. With funding approved by Harris County voters, this project will produce an estima ted
2S,580 jobs for the area and S633.3 million in revenues. By taking certain proactive steps now,
the Northside area has an excellent opportunity to capture a portion of these strong economic
trends and new developments for itself. .
Strategy: Develop a visionary, community-based system to direct actions toward building
a strong economic base for new businesses and Jobs together with affordable housIng
initiatives
To seize the opportunities for renewal that now seem apparent requires consideration of a method
for organizing and implementing a variety ofprograms and initiatives that will help the Northside
reach its potential. This is a task that requires the development of a common vision among all .
those who would stand to gain by the revitalization of the Northside area - its present and future '
neighborhood residents, property owners, church leaders, school administrators and teachers,
business owners, government officials and, by extension, aU those who live and worle in La Porte.
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This e?Chibit summarizes the site and base data analysis and identifies specific
opportunities for development/redevelopment and beautification. These include
properties both within the study area and immediately outside it but logically
linked to the strategic development of the Marina Waterfront District. The latter
description applies to the Main Street corridor, to the Fairmont Parkway corridor
from Highway 146 to. Broadway, to the significant area of undeveloped land
immediately west of the golf course, and to the residential district,north of the
study area between E and Main Streets.
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Since a primary goal in conducting the Marina Waterfront District Master ~lan
. study is the stimulation of tourist visitation of La Porte's historic waterfront, the
Consultant team's plan recommendations are perhaps best presented a,s they
would be experienced by a visitor to the District. A logical starting point in
describing the waterfront improvement plans is at the intersection of Hig~way 146
and Main Street. This intersection, the northern-most entrance to the District from
Houston, is a na~ra1 gateway ,for the visitor to the City of La Porte:
1. The western area of Main Street is characterized by a significant number of
vacant lots with some interspersed historic structures. At approximately
Sixth Street, the frequency of historic structures increases, and between
Fourth Street and Broadway, Main Street has,a succession of resic;:lual historic
,structures. This area (from Sixth Street to Broadway) has been recently.'. ." .
. resurfaced and offers the visitor an image of La Porte's historic commercial
Main Street. Opportunities ~thin this corridorinclude: further road ',' :.. .
improvements; signage and architectural controls; streetscape, planting and
hardscape improvements to create a more pedestri~n-friendly environment;
and improvements in street furniture and environmental graphics.. "
Additionally, the City could focus financial assistance here in the form of a . ',:
historic overlay district which might promote investment within this area..' .' .
The City should encourage the relocation of its endangered historic bui~dings .
to Main Street to further enhance its visual and spatial character. ' .
'.:'. .
---- .
2. A second area of potential redevelopment is the intersection of Main Street
and Broadway, the Five Comers of La Porte. This intersection, the meeting
point of two orthogonal grids, results in a series of triangular intersections. '
Considered by contemporary traffic engineers to be a hazard, all turning'
movements at this. intersection have to be controlled to avoid line-of-sight
problems and traffic conflicts. An alternate solution to this intersection that
would greatly enhance the visual character of Main Street while addressing
the traffic issue would be the construction of a large rotary, or roundabout, ,
with a significant landscape feature in the center. This feature could be
comprised of planting and/or fountains and/or statuary, perhaps
celebrating some important part of La Porte's history. The rotary would also
naturally guide traffic toward Sylvan Beach by way of San Jacinto Boulevard.
"'. ._~ .
~~.:~
3.
A third potential project is the restoration of San Jacinto Boulevard as an .
important vehicular access to Sylvan Beach. The existing right-of-way will
allow a boulevard road section which would accommodate an esplanade for
planting and other beautification purposes. The west side of San Jacinto
Boulevard is largely publicly-owned land, and as such, the street is a logical
~ -
.~.I' .
: ~::: 01 '.
.... '.':.
.
.-
'.
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested:
6/14/04
ADDroDriation
Source of Funds: nla
Requested By: Debra D. Dye
Account Number:
Department: Administration
Amount Budgeted:
Report:
Resolution: X Ordinance:
Amount Requested:
Exhibits:
. Resolution
. Main Street Program Overview
. Excerpts from:
Comprehensive Plan
Bayfront Masterplan
Northside Plan
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
City Council approved a proposal to pursue inclusion in the Texas Main Street Program at the meeting on
December 8, 2003. We are noW in the process of applying for the program. The Texas Historical
Commission (THe) selects five communities to participate in their program each year.
It is imperative that we exemplify a wide base of support throughout the community for the Main Street
program. There are several avenues lined out by the THC that we must adhere to in portraying how the
community feels about the program; one is to collect letters of support from entities throughout La Porte
and the region, another is for the City Council to pass a Resolution undeniably stating your support of the
program.
This resolution incorporates three basic items. The City of La Porte:
1. chooses to apply for Main Street status in an effort to revitalize downtown "within the context of
the preservation and rehabilitation of its historic buildings."
2. will commit to employing a full-time person to oversee the Main Street program for at least three
years and an appropriate budget will be set aside for salary, training, etc.
3. will have the City Manager "coordinate the program activities."
Staff recommends City Council approve the attached Resolution supporting La Porte's participation in the
Main Street Program.
Action Required bv Council:
Consider approval or other action authorizing participation in the Texas Main Street program and
designating the City Manager to coordinate aU program activities.
(p -- g ~iJl
Date
RECEIVED •
y�p,g Op AA TEXAS FEB 13 2009 RICK FERRY,GOVERNOR
HISTORICAL CITY MANAGERSNL.NAU.In.CHAIRMAN
COMMISSION OFFIQFM/NCE OAKS,FXECImVE DIRECTOR
The State Agency forr/dstortt Preservation
This 2009 Letter of Agreement outlines continuing participation as an official Texas Main Street sustaining
program for the city of La Porte.
I. The Texas Main Street Program(TMSP)will provide the following:
A. Training. The Main Street manager will attend two Main Street/preservation-specific trainings
in their entirety per year from the list below. Training is a scored category in the annual report(see
related section II.H,I.).
1. TMSP Basic Training(January).New managers only.
2.TMSP Annual Meeting/Winter training(February).
3.Texas Historical Commission Annual Conference(spring).
4.TMSP Summer Workshop.
5.Texas Downtown Association/Texas Main Street Annual Conference (fall).
6.National Main Street Conference(spring).
7.National Preservation Conference of the National Trust for Historic Preservation.
Relevant professional development that is not Main Street-specific can be substituted for one of
the above trainings with prior approval of the TMSP office.Approval can be based upon manager
experience, program stability under the Main Street model and past attendance at Main Street
trainings.
If a replacement manager is hired who has not previously attended Main Street training, the
manager will be required to attend Basic Training and the Annual Meeting (1. And 2.). A stipend
of$500 will be charged to the sustaining city for this training.
To help ensure an effectively functioning local program, board and committee members are also
encouraged to attend training.No stipend is charged for their participation.
B. Brand and Network.This Letter of Agreement(LOA) constitutes recognition of your city as an
official Texas Main Street program and allows use of the National Main Street Center brand (see
"Name Use Policy" at www.mainstreet.or¢). If participation ceases, the local program may no longer
use the term 'Main Street' to describe the program.
The TMSP provides access to the Texas Main Street manager electronic listsery and the
monthly Main Street Matters publication.
C. On-site visits/technical expertise. By request, TMSP site visits address design, economic
development and organizational issues. Services may include, but are not limited to: facade
renderings, preservation and historic building expertise by licensed architects; business development
and funding advice,board training and strategic planning.
P.O. BOX 12276 • AUSTIN,TX 787112276 . 512/463-6101 • FAX 512/475-0872 • TDD 1.801/7354989
www.tttc.slate.txus
•
CONBAR FOR SRV1aS 2009
Rpl
D. Securing a Main Street Manager. Should a replacement manager be needed, the TMSP can
advise on the job description, assist with the job posting, provide resumes when available and other
services as needed during the transition.
B. The city of La Porte agrees to adopt and commit to the national Main Street strategy consisting of the
following ten criteria:
A.Broad-based support for the downtown revitalization process.The goal is for public
and private sectors to understand,be philosophically committed to and commit the maximum
resources possible to achieve commercial district revitalization.
B.Be vision and mission driven.The vision crystallizes the organization's long-term hopes and the
mission provides purpose and direction.
C.Work plan.The program shall operate under a comprehensive work plan that provides a blueprint
for activities,reinforces accountability and measures success.
D.Historic preservation ethic.Historic preservation includes processes for rehabilitating,renovating
and restoring older commercial buildings in addition to land use and planning policies that encourage
full use of the existing commercial centers and which removes barriers to revitalizing the historic Main
Street district.Effective local programs keep abreast of potential and existing activity impacting the
physical character of the district involving historic buildings,new construction,public spaces and
infrastructure.Local programs should seek the advice of the TMSP design staff for projects in the
Main Street district.
E.Active board of directors and committees.Direct involvement of an active board and volunteers
is critical to a successful revitalization program.Board and volunteers should also understand and
abide by the Main Street organizational model that differentiates between the roles of volunteers and
the program manager.
F. Adequate operating budget. To be successful and achieve sustainability,a Main Street Program
must have the financial resources necessary to carry out its work plan.The size of a program's budget
will change as the program matures,and is likely to vary according to regional economic differences
and community size.
G.Paid,professional program manager. Coordinating a successful program requires a trained,
professional, full-time staff member. A full-time Main Street position is required for the first three
years in the program. If necessary,a sustaining small-city program may split the position after the first
three years so that the manager may also have specific economic development,tourism or other
relevant duties. The position must still remain full time.The local program should move forward in an
efficient manner to fill a manager vacancy and the state coordinator should be kept apprised of
progress in filling vacancies.
H.Ongoing training for staff and volunteers.Outlined in section I.A.
P.O.BOX 12276 • AUSIIN,TX 78711-2276 • 512/463.6100 • FAX 512/475-4872 • Too 1.800/735.2989
www.tl,cstatc"cm
CONTRACT F00.5FAVKP.4-MA
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I. Reporting.Tracking statistics such as reinvestment,job/business creation provides a tangible
measurement of program progress.MonthII reports,which track specific goal-based activities,are to
be submitted to the TMSP office by the 10 of the following month and quarterly reinvestment reports
are to be submitted the 10th of the month following the end of each calendar quarter.Even if there has
not been activity in a month or quarter,the local program must still submit a report noting such.
Submission of a Ten Criteria report is also required. A local program can be placed on probation,
which can result in the suspension of TMSP services,for any of the following reasons:
1. Failure to submit a Ten Criteria report;
2. Failure to achieve Ten Criteria objectives more than two years in a row;
3. Failure to submit monthly reports for more than four consecutive months;
4. Failure to submit reinvestment reports for more than two consecutive quarters;
5. Failure to abide by this Letter of Agreement.
The local program must work with the state coordinator or delegate to overcome these deficiencies.
Program termination via decision of a committee comprised of at least two TMSP staff and the
division director of the Texas Historical Commission's Community Heritage Development Division is
possible if a local program does not exhibit a reasonable attempt toward overcoming deficiencies.
Ldhitter
ain Street membership.To achieve National Recognition status as attained through a
n Criteria report,a local program must budget for and maintain an active membership in
ain Street Center.
(Thr of Agreement is January 1,2009 to December 31,2009.The appropriate stipend
ue February 15,2009.
Date:
Signa C ero ayor
Signer title:
Signer printed name: NIX.
Date: )
Debra arst, State Co r ator ///---
Texas Main Street Program
_ n �
Date: n
F. Lawerence Oaks,Executive Dire or
Texas Historical Commission
P.O.BOX 12276 • AUSTIN.TX 78711.2276 • 512/463.6100 • PAX 512/475-4872 • Too 1.800/735 2989
www.Nc.sruc.tx.tw
4°p TEXAS
HISTORICAL
COMMISSION
The State Agency for historic Preservation
Memo
To: City Managers in Main Street Cities R `/� \
From: Amber Nunez,Program Specialist VT' \ ' `E C E I tl e
ED
Date: February 26,2008 FEB 2 92003
CITY MANAGER'S
RE: 2008 Main Street Letters of Agreement OFFICE
Copy: Main Street Manager
Message:
Enclosed is an original signed copy of your city's Letter of Agreement for
participation in the 2008 Texas Main Street program. A copy has been sent to
your Main Street Manager.
We look forward to working with you in the upcoming year.
Please contact me by phone at 512/4636006 or email at amber.nunez@thc.state.tx.us
with any questions.
�u a TEXAS FEB 011008 UU
m RICK PERRY.f.OVER R
HISTORICAL IOHN LNAU.m.Cxu
'kas Hlsiorical Commission
COMMISSION f.IAWERF.NCE OAKS.EXEC CTOR
The State Agency for fasrork flerenatlon
LETTER OF AGREEMENT
The city of La Porte is invited to participate in the Texas Main Street Program(TMSP)at the sustaining
level.This Letter of Agreement(LOA)represents you commitment to continue as an official Main Street
city at the sustaining level for 2008.
1. The following is a list of services you community will receive as a Main Street city at the sustaining
level:
A. Program Manager Training
The TMSP provides or sanctions several training opportunities throughout the year.Trainings are
also a scored category in the annual report(See section II.A.8,9).As an official Main Street city
at the sustaining level you agree to send you Main Street manager to at least two of these
training sessions each year:
1. Basic Training and Continuing Education and Development or Continuing Education
and Development(January/February);
2. Texas Historical Commission Annual Conference in the spring;
3. Main Street Summer Workshop;
4. Texas Downtown Association/Main Street Annual Conference(fall).
5. National Main Streets Conference in the spring;
6. National Preservation Conference of the National Trust for Historic Preservation.
If a replacement manager who has not attended Main Street training is hired in a sustaining Main
Street City,the Main Street manager will be required to attend the Texas Main Street Basic
Training and Continuing Education and Development in January and February.A stipend
for this[mining will be charged to the sustaining city.Volunteers,including board and committee
members,are also encouraged to attend training.
B. Main Street Program Network and use of the Main Street brand
As the recognized coordinating program for Texas(see"Name Use Policy",www.mainstreet.ore
and last page of this LOA),this signed Letter of Agreement constitutes recognition of you city as
an official Main Street program.As part of the network,you Main Street manager receives Main
Street Matters,the monthly Main Street electronic newsletter;and is subscribed to the Main
Street listserv,an email network available only to Texas Main Street cities.
C. Service/On-site visits
TMSP shall provide staff visits to assist with the following on a request basis:schematic
computer or hand-generated facade sketches,site consultations,technical information or
emergency assistance based on the recommendations of the THC Main Street Program design
staff.Staff visits are also made for economic development assistance and consultation,along with
board training and work plan development/strategic planning.
D. Securing a Main Street Manager
Should a replacement manager be needed,the state office will assist the local program upon
request by providing sample job descriptions,resumes on file(if available),posting of the job on
P.O.BOX 12276• AUSTIN.TX 78711.2276. 5 12/4636100• FAX 512/4754.872•TOO 100075-2989
www.cRcemle.rs.us
•
IsM ofA®nna,—zoos
La Porte—P,ge2
the Main Street listsery and can help the local Main Street Advisory Board and city in
maintaining the program during the transition.
II. Responsibilities of the city of La Porte:
A. The city of La Porte is,in turn,expected to commit to and adopt the Main Street strategy,as
developed by the Texas Main Street Center of the THC and the National Main Street Center,
which consists of the following ten criteria:
1. Broad-based public support for the commercial district revitalization process,with
strong support from both public and private sectors.By involving a broad range of
interests and perspectives in the revitalization process,the Main Street Program leverages the
community's collective skills and resources to maximum advantage.The goal is for all
sectors to understand and be philosophically committed to the revitalization process and
commit maximum resources possible to achieve commercial district revitalization.
2. Vision and mission statements relevant to community conditions and to the local Main
Street program's organizational stage.A mission statement crystallizes the program's
sense of purpose and overall direction.A vision statement communicates the organization's
long-term hopes and intentions for the commercial district.
3. Comprehensive Main Street work plan.Provides detailed blueprint for activities,
reinforcing program's accountability and providing measurable objectives by which program
can track progress.
4. Historic preservation ethic.Historic preservation involves not only the process of
rehabilitating,restoring or renovating older commercial buildings,but also the process of
adopting planning and land use policies which encourage full use of existing commercial
centers before new development takes place,and removing the regulatory and other barriers
which sometimes make it difficult to attract investment to historic commercial districts.
5. Active board of directors and committees.The direct involvement of an active board of
directors and committees is key to changing the community's attitude about its commercial
district.The Main Street manager is responsible for facilitating volunteers,not for single-
handedly revitalizing the commercial district.
6. Adequate operating budget.To be successful and achieve sustainability,a Main Street
Program must have the financial resources necessary to carry out its work plan.The size of a
program's budget will change as the program matures,and is likely to vary according to
regional economic differences and community size.
7. Paid,professional program manager.Coordinating a successful program requires a trained,
professional full-time staff person.The most successful program managers are those who are
good communicators,good volunteer motivators and possess good organizational and
management skills,which keep the program's many activities moving forward on schedule
and within budget.The local program should move forward in a reasonable amount of time
to fill a manager vacancy so the program does not lose momentum. Should there be any
significant change in the program(manager vacancy,split of job etc.),the state coordinator
should be notified as soon as possible.
8. Program of ongoing training for staff and volunteers.Training requirements are outlined
in section I.A.
9. Reporting of key statistics.Tracking statistics,such as reinvestment,job and business
creation,provides a tangible measurement of the local Main Street program's progress and is
crucial to garnering financial and programmatic support for the effort. Statistics must be
collected on a regular,ongoing basis.The Main Street manager for the city of La Porte will
submit monthly reports by the 10th of the following month.Quarterly reinvestment figures
will be submitted by the 10'"of the month following the end of each quarter.A Ten Criteria
report submitted to the Texas Main Street Center will also be required annually.The report is
evaluated by the TMSP to measure success of the local program on an annual basis.An
official Main Street community can be placed on probation for any of the following reasons:
•AgrecmiLeiw of
rte—Page3M—Np3f-2C
La Po
• Program consistently(two years or more)does not achieve objectives as outlined in the
Ten Criteria report.
• Program does not turn in a Ten Criteria report(immediate probation until receipt of
report).
• Does not abide by this Letter of Agreement
The local program must work with the state office to overcome these deficiencies.Probation
can lead to termination in any of the above-mentioned instances.A community not achieving
the objectives of the program as outlined in the Ten Criteria report will work to overcome or
lessen those deficiencies during the next year prior to the next Ten Criteria deadline.A
program that does not turn in a Ten Criteria report for two or more subsequent years or is on
probation without making efforts to abide by this Letter of Agreement will be considered for
termination.A community that either voluntarily opts out of official Main Street status or is
terminated at the state level must go through a formal recertification application process in
order to gain re-admittance to official status.
10. Current member of the National Main Street Network.Participation in the National Main
Street Network connects local programs to their counterparts throughout the nation,providing
them with valuable information resources.Membership in the National Main Street Network
is required in order to receive national recognition through the National Main Center,which
is achieved through a successful Ten Criteria report
B. Design Information.The most effective local programs keep continually abreast of activity and
potential activity impacting the physical character of the Main Street district involving historic
buildings,new construction,public spaces and infrastructure.For all projects,the local program
should consult with and keep the THC Main Street Design staff involved during the process.
The National Trust for Historic Preservation owns the trademark for the phrase"Main Street"as it applies
to programs involved in the revitalization of older,traditional and historic commercial districts(refer to
section LB.of this Letter of Agreement).The Trust allows local,regional,state and some national
organizations involved in the revitalization of these commercial districts to use the name"Main Street"to
describe their programs.If participation ceases,use of the term"Main Street"to describe the program
may no longer be utilized.
The city of La Porte is accepting status as a Texas Main Street City at the sustaining level with the
understanding and agreement the Main Street approach will be applied in the local downtown
re lization program for the period,January 1,2008 through December 31,2008.
The a propriate stipend is due by February 15,2008.
JthM
s relationship described above is hereby agreed to
de i ed: a6
ager Date
City of La Porte
Debra Fars Date
State Coordinator
Texas Mai Street P e gi m
1-31 -08
F.Lawerence Oaks Date
Executive Director
Texas Historical Commission