R2020-045 2020-02-24RESOLUTION NO. R2020-45
A Resolution of the City Council of the City of Pearland, Texas, approving
the Pearland Prosperity Strategic Plan.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That the City Council approves the Pearland Prosperity Strategic Plan
attached hereto as Exhibit "A."
PASSED, APPROVED, AND ADOPTED this 2411 day of February, A.D., 2020.
TOM REID
MAYOR
AT ST:
C AL OAN, TRMC, CMC
CITY ECRETARY `.�, �`r•''N••.••�.. �'''�
APPROVED AS TO FORM:ft
•
DARRIN M. COKER
CITY ATTORNEY
D
PEARLAND
ECONOMIC DEVELOPMENT CORPORATION
TO:
City Staff
FROM:
Matt Buchanan
DATE:
July 14, 2020
SUBJECT:
Pearland Prosperity Strategic Plan
Memo
SUMMARY: PEDC recently facilitated a strategic planning process to develop a consensus -based blueprint
to guide the community's economic development actions in the years to come. Enclosed you will find a hard
copy of the Pearland Prosperity community strategic plan. Included you will find the strategic plan, along
with the community assessment, implementation guidelines and Pearland 20/20 implementation assessment.
The attached document is the result of months of research, public input, and the feedback and oversight
from the project Steering Committee. Throughout the process, the Committee members, including
representatives from the City Council, PEDC Board of Directors, Chamber of Commerce, school districts,
City staff, and other key leaders, have reviewed drafts and revised versions of the Strategy and made multiple
comments that have been incorporated into the Strategic Plan.
Since the plan's completion, we have developed a website for the strategic plan —
www.pearlandprosperity.com. Here, you can view or download the plan documents and we will post progress
updates to this site as we continue implementation of the plan.
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PROSPERITY
Strategic Plan
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TABLE OF CONTENTS
ExecutiveSummary and Outline........................................................................................................................................................1
ProjectOverview......................................................................................................................................................................................6
SteeringCommittee................................................................................................................................................................................7
TheStrategic Plan....................................................................................................................................................................................8
1. Business Development.......................................................................................................................................................... 12
2. Business Formation & Early -Stage Growth.................................................................................................................. 16
3. Site Development.................................................................................................................................................................... 20
4. Corridors..................................................................................................................................................................................... 23
5. Infrastructure & Mobility..................................................................................................................................................... 27
6. Quality of Life & Quality of Place..................................................................................................................................... 31
7. Workforce & Talent................................................................................................................................................................ 36
Appendix: Best Practices....................................................................................................................................................................40
To view the entire plan and updates, visit www.peariandprosperity.com.
Prepared by Market Street Services, Inc.
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EXECUTIVE SUMMARY AND OUTLINE
In 2019, the Pearland Economic Development Corporation (PEDC), along with local partners in government,
education, healthcare and business embarked on a collaborative community and economic development
strategic planning process that will make the community a more prosperous, successful, and vibrant place
to live, work, and do business. This plan would build upon the Pearland 20/20 strategy, which the community
developed through a similar process in 2013 and has helped catalyze numerous community improvements
in recent years.
The initiative began with the Competitive Assessment phase, a series of focus groups and interviews with
over 80 local business, government, education and civic leaders. Businesses and residents throughout
Pearland had an opportunity to provide feedback about the issues and opportunities facing the community
by participating in an online survey. This feedback was combined with quantitative data findings to create a
Community Assessment - a concise narrative of the region's opportunities and challenges to lay the
groundwork for future phases of the process.
The next phase of the process was an Implementation Assessment of the Pearland 20/20 strategic plan to
allow the community and steering committee to gain a firm understanding of areas where goals have been
met, areas where progress has yet to be achieved, and any barriers that have impeded effective
implementation.
The Pearland Prosperity strategic plan is the result of months of research, public input, and feedback and
oversight from the project Steering Committee. Throughout the process, Committee members, including
representatives from the City Council, PEDC Board of Directors, Chamber of Commerce, school districts, City
staff, and other key civic and business leaders, reviewed drafts and revised versions of the Strategy and made
multiple comments that were incorporated into the Strategic Plan.
At the center of the Pearland Prosperity framework are two Community Goals that broadly identify the
desired outcomes of Pearland's holistic economic development effort. These Goals are:
Economic growth and diversification
Provide opportunities for residents to prosper and enhance Pearland's fiscal sustainability through a
holistic approach to economic development
A community of choice in Greater Houston
Ensure Pearland's quality of life and quality of place continue to attract and retain diverse individuals
and families
These goals can be pursued through a number of Strategic Initiatives grouped into seven high-level Focus
Areas. Each Initiative corresponds to an action, program, effort, or investment that can help move Pearland
toward its desired future. The Focus Areas provide organizational clarity and readily communicate to a wide
variety of audiences the issues that Pearland will seek to address through collective action. These Focus
Areas are:
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1. BUSINESS DEVELOPMENT
Pearland's base of employers has grown significantly in recent years, however, Pearland's tax base
is heavily dependent on residential property taxes and retail sales taxes. This poses a potential
long-term risk as the community's housing stock ages and the national bricks -and -mortar retail
sector faces an uncertain future. The community must build upon the location and expansion
success of recent years and pursue the growth of primaryjobs within its borders through a holistic
approach to economic development.
2. BUSINESS FORMATION AND EARLY-STAGE GROWTH
Pearland must enhance its entrepreneurial ecosystem of individuals, organizations, institutions,
and programs that encourage and support the formation and growth of new businesses. By
ensuring that Pearland has an optimal business climate and support services to aid business
formation and growth, Pearland can position itself as an attractive destination for entrepreneurs
and new and growing firms in the Greater Houston region.
3. SITE DEVELOPMENT
This Focus Area involves ensuring that Pearland has a competitive, highly visible supply of shovel -
ready development sites. Part of this work involves effectively marketing prime districts and
ensuring that sites are well -served by needed infrastructure and desirable amenities. In addition,
Pearland should take a more proactive approach to increasing the supply of development -ready
sites is needed in order to ensure the community's competitiveness and "unlock" sites that may
not be activated in the near term through market forces alone.
4. CORRIDORS
The bulk of the community's available development and redevelopment sites suitable for
commercial and/or industrial development are concentrated around three primary corridors: SH
288, FM 518/Broadway, and SH 35. Additionally, many of Pearland's existing jobs are already
clustered along these corridors. Pearland must invest in its key corridors to ensure that they are
efficient, aesthetically pleasing, and well maintained in order to ensure that they are attractive
destinations for jobs and investment.
5. INFRASTRUCTURE AND MOBILITY
Pearland has made significant progress in recent years on a variety of road and highway projects
aimed at improving internal mobility within Pearland and easing commutes to keyjob centers.
This Focus Area recommends advancing high-priority road and highway projects and advocating
for and developing additional resources needed to fund them. Pearland should also seek to
advance options for expanding transit connectivity to major employment centers.
6. QUALITY OF LIFE AND QUALITY OF PLACE
A prominent theme that emerged from the public input process is that issues related to quality of
life and quality of place are important to Pearland residents, with stakeholders wanting to see
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should advance mixed-use developments and catalytic quality of place amenities that can help
Pearland maintain its status as a community of choice within Greater Houston.
7. WORKFORCE AND TALENT
Pearland is a highly educated community that boasts excellent PK -12 public schools and proximity
to numerous higher education institutions and training providers. However, there are several
opportunities to further leverage Pearland's advantages with respect to talent development and
address outstanding workforce and training needs. Public, private, and non-profit partners in
Pearland must work together to further enhance the community's workforce and, by extension, its
competitiveness forjobs and investment.
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COMMUNITY GOALS
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ECONOMIC GROWTH AND DIVERSIFICATION
Provide opportunities for residents to prosper and enhance Pearland's fiscal sustainability
through a holistic approach to economic development
A COMMUNITY OF CHOICE IN GREATER HOUSTON
Ensure Pearland's quality of life and quality of place continue to attract and retain diverse
individuals and families
FOCUS AREAS
1. BUSINESS DEVELOPMENT
1.1 Engage in a targeted approach to business and attraction marketing
1.2 Help existing businesses grow and thrive through a collaborative, action -oriented
approach to business retention and expansion (BRE)
1.3 Support a vibrant retail sector in Pearland
1.4 Proactively communicate the economic development value proposition to the
Pearland community
2. BUSINESS FORMATION AND EARLY-STAGE GROWTH
2.1 Ensure that Pearland's business climate and support services are optimized for
enterprise formation and growth
2.2 Establish a hub for entrepreneurship to concentrate local services and connect to the
regional ecosystem
2.3 Establish a revolving loan fund (RLF) to incentivize primary business formation and
growth
3. SITE DEVELOPMENT
3.1 Position the Lower Kirby District and the SH 35 Corridor as priority areas for
development
3.2 Proactively assemble and prepare sites to eliminate burdens related to acquisition
and development
3.3 Ensure that best -in -class infrastructure and amenities are in place to support site
development
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4. CORRIDORS
4.1 Implement the 288 Corridor Master Improvement Plan
4.2 Implement the SH 35 Corridor Redevelopment Plan
4.3 Develop the FM 518/Broadway Corridor Development Plan (SH 288 to SH 35)
4.4 Beautify Pearland's corridors and gateways
S. INFRASTRUCTURE AND MOBILITY
5.1 Advance the planning, design and construction of priority road and highway projects
5.2 Pursue federal, state and local funding for transportation projects
5.3 Pursue near- and long-term options to expand transit connectivity to major
employment centers
5.4 Advance infrastructure projects that improve drainage and stormwater management
in Pearland
6. QUALITY OF LIFE AND QUALITY OF PLACE
6.1 Pursue the development of dynamic, walkable mixed use districts
6.2 Advance catalytic "anchor" projects to support vibrant mixed use districts in Pearland
6.3 Develop and implement the Parks and Multi -Modal Master Plans
6.4 Diversify and maintain Pearland's housing stock
7. WORKFORCE AND TALENT
7.1 Connect and enhance Pearland's talent pipeline through a collaborative approach
7.2 Leverage Pearland's special diversity and promote a culture of inclusion in Pearland
7.3 Engage Pearland's young professionals and emerging leaders
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PROJECT OVERVIEW
Phase 1: Stakeholder and Community Engagement (July)
Qualitative feedback is a vital component that was used to identify strategic priorities for the city of Pearland
with the understanding that much has been accomplished during the implementation of Pearland 20/20.
Engagement involved as many community stakeholders as possible through an online survey, individual
interviews, and multiple focus groups in order to assess how the city has changed in recent years and identify
its emerging strengths, weaknesses, challenges, and opportunities.
Phase 2: Community Assessment (July)
The Community Assessment provided a detailed examination of the trends that have shaped Pearland's
growth in recent years as well as its competitiveness as a place to live, work, and do business. The Assessment
combined qualitative feedback from phase one with deep quantitative data findings into a set of "stories"
that provided a concise narrative of the city's opportunities and challenges. When relevant, trends in the
Greater Houston region, particularly pertaining to economic diversification, were utilized to identify potential
areas of economic opportunity.
Phase 3: Implementation Assessment (August)
The Implementation Assessment provided an evaluation of Pearland 20/20's implementation activities in
order to gain a firm understanding of those areas where progress has been made and goals have been met,
those areas where clear progress remains to be achieved, and any barriers that have historically impeded
effective implementation. The assessment also updated Pearland 20/20's performance metrics to give
perspective on the degree to which Pearland 20/20 implementation has made progress towards performance
goals.
Phase 4: Economic Development Strategic Plan (September — November)
This Strategic Plan represents the culmination of all the quantitative and qualitative research findings and
strategic implications. The Strategic Plan will guide the community's collective actions and will be geared
towards addressing challenges and capitalizing on opportunities. The plan is holistic, actionable, and
measurable. Examples of best practice programs, policies, and initiatives from communities around the
country have been included. when appropriate.
Phase S: Implementation Guidelines (December)
The Implementation Guidelines will provide an important complement to the Strategic Plan. If the Strategic
Plan represents what the city of Pearland and its partners will pursue to enhance its economic development,
the Implementation Guidelines will define how the community and its partners can achieve objectives. These
guidelines will ensure that the community's current approach to implementation is leveraged and built upon
where appropriate, and revised and adjusted where necessary.
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STEERING COMMITTEE
This process was guided by a Steering Committee comprised of representatives from the public, private, and
non-profit sectors. The following individuals generously volunteered their time to serve the community and
this process by providing strategic guidance, input, and oversight throughout the process.
INDIVIDUAL
REPRESENTING ORGANIZATION, TITLE
Brandon Dansby (Chair)
Chair, PEDC Board of Directors
Stacy Adams
Commissioner, Brazoria County
Dr. Christal Albrecht
President, Alvin Community College
Carol Artz-Bucek
President, Pearland Chamber of Commerce
Charisse Barry
Barry Insurance
Dr. Ira Blake
President, University of Houston Clear Lake
Matt Buchanan
President, PEDC
Mona Chavarria
PEDC Board of Directors
Dr. Daniel Combs
Assistant Superintendent, Alvin Independent School District
Donna Coneley
Chair, Pearland Chamber of Commerce
John Hare
Vice -President, FloWorks International
Dr. John Kelly
Superintendent, Pearland Independent School District
Ernest Lewis
President & CEO, Adult Education Center
J. David Little
Councilmember, City of Pearland
John Loessin
Ace Hardware
John Lyle
PEDC Board of Directors
John McDonald
Director of Community Development, City of Pearland
Alan Mueller
Vice President, Gromax Development
Luke Orlando
Councilmember, City of Pearland
Clay Pearson
City Manager, City of Pearland
Trent Perez
Councilmember, City of Pearland
Mark Smith
Incoming Chair, Pearland Chamber of Commerce
David Wagner
HCA Houston Healthcare Pearland
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THE STRATEGIC PLAN
Public, private, and non-profit leaders have come together around a strategic planning process to make
Pearland a more prosperous and successful place. This process has resulted in Pearland Prosperity, a new
holistic Economic Development Strategic Plan that will guide the collective actions of the Pearland Economic
Development Corporation (PEDC) and its partners in the coming years. The remainder of this section
describes how this consensus blueprint was developed and outlines the structure of its strategic framework.
HOW THE STRATEGIC PLAN WAS DEVELOPED
The strategic planning process began with the development of two foundational research documents that
directly informed the creation of Pearland Prosperity. The Community Assessment evaluates Pearland's
competitiveness as a place to live, work, and do business. It is based on in-depth data analysis covering
demographic, socioeconomic, economic, and quality of life trends as well as extensive public input gathered
through focus groups, interviews, and an online survey that received 2,390 responses from community
stakeholders. Key findings from research and input are woven together into seven key "stories" that explain
the city's current realities, key successes, and remaining challenges. Collectively, they take stock of conditions
in Pearland as they presently exist and identify initial areas that may warrant strategic attention. The seven
key stories are as follows:
1. Introduction: Embracing a New Phase of Progress
2. A Continued Destination of Choice in Greater Houston
3. Pearland's People: Educated, Young, and Diverse
4. Implications of a Local -Serving Economic Composition
5. Economic Diversification: Opportunities and Challenges
6. Traffic, Transportation, and the Jobs -Skills Mismatch
7. Enhancing a "Sense of Place" in Pearland
This Implementation Assessment offers a high-level evaluation of the implementation of Pearland 20/20. It
revealed that the overall implementation of Pearland 20/20 was successful in helping to advance work that
boosted the community's competitiveness for talent, jobs, and investment. Summaries of key findings from
the Community Assessment and Implementation Assessment can be found in the Executive Summaries of
the respective documents. Several key themes stand out, however, as having significant bearing on the
type of strategic approach that Pearland should pursue.
The public input process revealed that many stakeholders believe that Pearland is at an inflection point.
Throughout much of its recent history, Pearland has been defined by transformative population growth and
developing the infrastructure, services, and systems to accommodate it. While additional work remains, the
progress the community has made in recent years "catching up" to this growth has been commendable.
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However, stakeholders said they anticipate that Pearland's most rapid population growth is in the past, and
recent data supports the idea that the community's growth is indeed slowing.
Accordingly, the question of "what's next?" was a key theme during the public input process. With Pearland
having made significant progress toward adding needed infrastructure and services, stakeholders contacted
through the input process said that Pearland's residents are beginning to have discussions about the
community's future. These discussions can be synthesized and distilled into a key question: How will
Pearland ensure its sustainability and maintain or even improve its status as a highly desirable destination
as its era of rapid growth draws to a close and the community begins to mature?
The public input process and Steering Committee feedback revealed that Pearland has a strong value
proposition, with excellent schools, relatively affordable housing, proximity to employment hubs such as the
Texas Medical Center, and a highly diverse and educated population. Supporting these existing assets and
advantages will be an important strategic aim, as will continuing ongoing work that emerged from
Pearland 20/20 and other strategic planning processes.
That said, stakeholders understand that maintaining and enhancing Pearland's status as a community of
choice will require additional work and investment. For one, competition for jobs and talent is intense, and
Pearland is maturing. As one stakeholder put it, "in two decades, some other place will be the shiny new
suburb." Accordingly, Pearland must act with urgency to address several issues that have important long-
term competitive implications. One such issue is economic diversification. Pearland's economy is still
largely comprised of local -serving business sectors, and the community has not developed into a dynamic
job center with a base of "primary employers" that bring new wealth into a community. To raise levels of
prosperity and ensure a broad, sustainable tax base, Pearland must take actions today that can grow and
diversify its economy in the coming years.
Another key issue is the development of the type of quality of life and quality of place amenities that
talented individuals and families increasingly seek out when deciding where to live. Stakeholders said that
relative to other communities in the Greater Houston region, Pearland lacks amenities such as walkable
mixed-use built environments and entertainment options. Stakeholders said they feared that if investments
are not made in these areas, the community's competitive status could be at risk. Conversely, if investments
are made, they can help catalyze a virtuous cycle in Pearland where the community's fiscal sustainability and
attractiveness for jobs, investment, and talent increases. Accordingly, Pearland should pursue a strategic
framework that blends the need to build on the successes of recent years while also looking ahead to
ensure that the community will maintain its competitive edge far into the future.
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THE STRATEGIC FRAMEWORK
The research, public input, and Steering Committee feedback summarized on the preceding pages led to the
determination of a strategic framework that organizes the efforts that Pearland will advance in the coming
years. At the center of the Pearland Prosperity framework are two Community Goals that broadly identify
the desired outcomes of Pearland's holistic economic development effort. These Goals are:
Economic Growth & Diversification: Provide opportunities for residents to prosper and enhance
Pearland's fiscal sustainability through a holistic approach to economic development.
2. A Community of Choice in Greater Houston: Ensure Pearland's quality of life and quality of place
continue to attract and retain diverse individuals and families.
These Goals can be pursued through a number of Strategic Initiatives grouped into seven high-level Focus
Areas. Each Initiative corresponds to an action, program, effort, or investment that can help move Pearland
toward its desired future. The Focus Areas provide organizational clarity and readily communicate to a wide
variety of audiences the issues that Pearland will seek to address through collective action. The relationship
between Community Goals and Focus Areas is depicted in the graphic on the opposite page. The circular
structure and lines connecting the Focus Areas and Community Goals reflect the interdependent nature of
the strategic framework.
The remainder of this document describes this framework in greater detail. Each Focus Area begins with a
brief introduction that establishes its connection to research and input and support for the Community Goals.
Strategic Initiatives are introduced with a brief justification and description, followed by a bulleted list of
Potential Actions that can activate each program, effort, or initiative. While the Community Goals, Focus
Areas, and Initiatives are numbered for the purposes of organization, this order does not imply hierarchy or
priority. The Pearland Prosperity framework is interdependent and connected, and no single element can
in isolation advance the community toward a more prosperous and successful future.
It should be noted that a significant amount of work is already underway in Pearland related to many
elements of Pearland Prosperity. When relevant, this document references and incorporates these ongoing
efforts. This is by design, as no community can or should start completely from scratch, and in many respects,
Pearland will be jumping on a moving train" to leverage existing capacity. Yet, more can always be done
with adequate resources, committed leadership, and a spirit of cooperation. Additionally, while some
portions of this document touch on how a given program or initiative might take shape, this document is
not intended to formally establish how things will be done or who will do them. Those issues are
addressed in the accompanying Implementation Guidelines document.
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1. Business Development
Thanks to proactive efforts from the PEDC, the City of Pearland, and their partners, Pearland's base of large
private employers has grown significantly in recent years. Between 2009 and 2018, firms such as Kelsey
Seybold, Kemlon, Lonza, Dover Energy, Merit Medical, and Mitsubishi Heavy Industries have added nearly
1,900 combined jobs and provided numerous economic and fiscal benefits to the community. But data
reveals that Pearland's economy is still largely comprised of of local -serving business sectors such as
government, retail trade, and food services. Unlike some peer communities, Pearland has not developed into
a dynamic job center with a large base of "primary employers" that export goods and services to other
domestic and foreign markets, thereby increasing local prosperity. This economic composition has numerous
implications. Among them is the fact that Pearland's tax base is heavily dependent on residential property
taxes and retail sales taxes. This poses a potential long-term risk as the community's housing stock ages and
the national bricks -and -mortar retail sector faces an uncertain future.
With its rapid growth in recent years, Pearland's development pattern has largely been established as an
attractive "bedroom community" for individuals seeking proximity to other major employment centers. But,
even marginal increases in economic diversity can have a variety of positive impacts, including improved
fiscal sustainability, more demand for retail, dining, and entertainment options, the opportunity for shorter
commutes for some Pearland residents, and a strengthened local business community that can support a
stronger civic culture. Accordingly, Pearland should build upon the location and expansion success of recent
years and pursue the growth of primary jobs within its borders through a holistic approach to economic
development.
For decades, "economic development" was often synonymous with "business recruitment." But, best -practice
communities understand thatjob growth and diversification actually comes through three different avenues:
business attraction and marketing, business retention and expansion (BRE), and entrepreneurship. This Focus
Area addresses efforts to grow primaryjobs through business attraction and marketing and existing business
care; entrepreneurship is addressed in the next Focus Area. Growing primaryjobs is essential to diversifying
Pearland's economy and ensuring long-term fiscal sustainability. However, it also should be noted that retail
sales are crucial to the community's existing tax base. Accordingly, this Focus Area also encompasses support
for a thriving retail sector that can balance the local tax digest and provide desired amenities to residents
and businesses.
STRATEGIC INITIATIVES
1.1 Engage in a targeted approach to business attraction and marketing
While data suggests that existing businesses and new startups account for the bulk of job creation within
most communities, business recruitment remains an integral part of a balanced approach to economic
development. The most important factor in attracting outside jobs and investment is a community's
"product" consisting of its workforce, existing sector composition, location, infrastructure, sites and buildings,
place -based assets, and other factors. Other Focus Areas within Pearland Prosperity focus on improving and
leveraging Pearland's competitive position with regard to these factors.
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That said, best -practice communities also proactively pursue new primary jobs and capital investment
through a variety of activities including marketing, relationship building, project management, project
support, the provision of incentives, and so on. Since its formation in 1995, the Pearland Economic
Development Corporation (PEDC) has provided these services on behalf of Pearland. The PEDC and its
partners have strengthened the community's business attraction and marketing efforts in recent years and
have achieved strong outcomes. This Initiative focuses on continuing and enhancing this work.
Potential Actions:
L Through the PEDC, continue to manage economic development projects throughout their lifecycle and,
if needed, through post -project assistance
L Continue to position the PEDC as the primary point of contact for prospective businesses and work
collaboratively with the City of Pearland's Community Development team to connect businesses to local
government
L Regularly evaluate economic development incentives to ensure that they support primary job growth
and deliver a positive return on investment for Pearland; consider the potential to create targeted
incentives that support other Initiatives in the strategic framework (e.g. activation of mixed-use districts)
L Task economic development professionals with continuing to build and maintain strong relationships
with all relevant economic development partners, including but not limited to Team Texas and Texas
One, the Greater Houston Partnership, the Economic Alliance Houston Port Region, the Economic
Development Alliance for Brazoria County, industry and real estate trade groups, and brokers
L Advance recommendations related to the Targeted Communications Campaign articulated in
Pearland's brand strategy to communicate Pearland's brand and value proposition to key decision
makers and prospective businesses in the Greater Houston region and beyond
L Outreach to key contacts in target business sectors (Health & Life Sciences, Energy, Manufacturing, and
Business & Professional Services) through targeted digital communications, attendance at high-value
industry events and meetings, and other outbound marketing activities (e.g. participating in state -led
trade delegations or site selector events)
1.2 Help existing businesses grow and thrive through a collaborative, action -oriented approach to
business retention and expansion (BRE)
Communities of all types engage in business retention and expansion (BRE) programs aimed at helping
existing businesses grow and thrive. In Pearland, BRE activities are carried out through the BizConnect
program, a partnership between PEDC and the Pearland Chamber of Commerce. BRE is about more than
conducting regular visits and maintaining positive relationships with key local employers. A successful
approach requires a formal, collaborative program involving multiple organizations that can influence the
business climate and respond to employer needs. A best -practice BRE program should seek to understand
the challenges and opportunities that existing businesses face, building up a "knowledge base" of issues,
opportunities, and threats to specific firms and/or the community's overall business climate as a whole.
Partners must then work collaboratively to alleviate barriers to competitiveness, identify and support
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businesses with plans or potential to expand, prevent existing businesses from relocation elsewhere, and
respond to opportunities for business recruitment based on relationships with local firms. This Initiative
focuses on continuing this work and ensuring that Pearland is leveraging findings from BizConnect to actively
assist existing employers and enhance the overall local business climate.
Potential Actions:
L Continue to conduct regular on-site interviews with key local employers through the BizConnect
program
L Leverage BizConnect activities to build up a "knowledge base" of issues, opportunities, and threats from
interactions with employers; utilize a standard battery of questions and software to track activities as
well as assign and manage follow-up tasks for partners
L With a core collaborative team consisting of representatives from the Chamber, PEDC, the City of
Pearland, and any other key partners, meet regularly to address any competitive issues or assistance
opportunities that require supportive action; develop protocols for immediately responding to major
challenges and/or planned or suspected closings or relocations
L Complement economic development marketing and business attraction activities by seeking to identify
opportunities for business expansions and/or locations through BRE efforts; work with existing
businesses to determine whether suppliers or other connected firms could benefit from locating in
Pearland
L Develop an annual online business survey for all Pearland businesses regardless of size or business
sector to understand the needs of small businesses that cannot reasonably be contacted through in-
person interviews geared toward primary employers and other large firms
L Using relationships established through BRE activities, enlist executives and other key representatives
from existing businesses to support business attraction efforts (e.g. assistance during site visits)
BEST PRACTICE #1: Business First (Richmond, VA)
1.3 Support a vibrant retail sector in Pearland
Attracting primary employers that export goods and services to other markets is essential to growing and
diversifying Pearland's economy. But as previously discussed, it is important to note the impact that the retail
sector has in supporting the community's fiscal sustainability. In recent years, stakeholders in Pearland have
worked with retailers and retail developers to expand shopping and dining opportunities and grow the local
tax base and enhance amenities and social offerings for residents. The public input process revealed that
stakeholders in Pearland believe the time is right to take an even more proactive approach. Stakeholders
noted that the future of the national "bricks -and -mortar" retail climate is uncertain. At the same time, input
participants said they expected that Pearland's "market area" will continue to add population as new
residential developments come online in and around the community, particularly in rapidly growing areas to
the south. To help guide its actions, Pearland should conduct additional market research and pursuing
opportunities that are underrepresented or missing from the community.
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Potential Actions:
L Conduct regular assessments of the retail climate in Pearland and/or the local market area, including
demand, leakage, demographics, etc.; the assessment should include a public survey component to
solicit feedback about residents' habits and desired retail options
L Based on the assessment, identify gaps in the local retail landscape and engage relevant stakeholders
(e.g. corporate real estate professionals and brokers) to explore options for locations and expansions
L Ensure that the initial retail climate assessment examines how an entertainment district could support
and be supported by catalytic "anchor" amenities, namely an indoor sports facility and hotel/conference
center (see Initiatives 6.1 and 6.2); ensure that the City of Pearland's Convention & Visitor's Bureau
(CVB) is engaged as a key partner in this research
L Leverage findings from the assessment to support creating an optimal climate for local small businesses
(see Initiative 2.1)
L Ensure that Pearland is well -networked within regional and national organizations focused on retail
trade and commercial real estate
1.4 Proactively communicate the economic development value proposition to the Pearland community
In Market Street's experience, successful communities view economic development as a "team sport" where
individuals and organizations from the public, private, and non-profit sectors work together to advance a
common agenda. A critical aspect of this work is ensuring that all key partners and the general public
understand the importance of the various programs, initiatives, and investments outlined in an economic
development strategy and how these actions will have a positive impact on the community's success,
prosperity, and quality of life. Stakeholders in Pearland understand the importance of a collaborative,
coordinated approach to economic development. That said, stakeholders also said the community would
benefit from an increased emphasis on communicating specific goals, initiatives, and metrics to internal
audiences. This Initiative focuses on taking a proactive approach to communicating the importance of
economic development activities and their return on investment (through job growth, fiscal impact, etc.) to
key community partners and the community's residents.
Potential Actions:
L Maintain regular dialogues with elected and appointed officials from the City of Pearland and other
relevant public entities on economic development and strategy implementation activities
L Prepare monthly or quarterly one- or two-page summaries of highlights related to economic
development activities and strategy implementation for distribution to key partners in the public,
private, and non-profit sectors; when relevant, highlight progress on key metrics that will be provided
in the Implementation Guidelines phase of the strategic planning process
L Communicate progress to the general public through quarterly updates, annual reports, regular social
media posts, earned media (e.g. story placements in Community Impact and other local sources), etc.
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2. Business Formation & Early -Stage Growth
The preceding Focus Area in this strategic framework includes recommendations related to business
attraction and business retention and expansion (BRE). These activities constitute two-thirds of the "three-
legged stool" of economic development. The third component of a holistic approach to economic
development is the "entrepreneurial ecosystem." An entrepreneurial ecosystem consists of the individuals,
organizations, institutions, and programs that encourage and support the formation and growth of new
businesses. During the public input process, stakeholders said they would like to see an increased emphasis
on supporting startup activity and growth in Pearland. Stakeholders noted that Pearland has several
advantages that could be supportive of such activity, namely a highly educated and diverse resident
population and a nascent group of businesses engaged in research and development and innovation
activities. This Focus Area offers a realistic approach for enhancing the local entrepreneurial ecosystem.
Before proceeding, it is necessary to note three important considerations that influence the proposed
strategic direction of this Focus Area. First, there are many different types of entrepreneurs, startups, and
small businesses. Because of these differences, one new venture might have very different needs than
another. For instance, a small firm that has developed a new piece of technology with high growth potential
will likely require executive expertise and access to significant amounts of capital in order to grow and thrive.
On the other hand, a sole proprietor running a boutique store or lawn care business might instead require
assistance with crafting an initial business plan or navigating local business licensing requirements.
Second, while Pearland has significant resources to invest in various economic development activities
through the PEDC, by law these funds must be used to grow primary employment and supportive amenities.
Accordingly, the PEDC is not the appropriate entity to directly assist non -primary employers. The PEDC can
support these non -primary employers indirectly, however, by bringing new jobs and wealth into the
community that can in turn lead to increased sales and new customers for local -serving businesses.
Third, encouraging the formation and development of high-growth firms works best at scale and with the
backing of significant intellectual capital and investment. The Greater Houston region already boasts a well-
developed entrepreneurial and innovation ecosystem consisting of dozens of incubators, accelerators,
university research centers, venture funds, seed and angel investors, and related organizations. When
considering how to support new business formation in Pearland, stakeholders should seek to connect to and
complement this system rather than attempt to duplicate existing resources or offerings.
Given these factors, the following strategic approach is proposed as a realistic yet impactful way for Pearland
to promote business formation and growth in the context of Greater Houston's entrepreneurial ecosystem.
It involves ensuring that Pearland has an optimal business climate and support services to aid business
formation and growth. Such optimization would also benefit all types of business regardless of size, longevity,
or primary/non-primary status. It also entails creating a physical "hub" to serve as a focal point for
entrepreneurship in Pearland, expanding programing to help businesses scale locally, and enhancing
incentives and capital availability. Through such actions, Pearland can position itself as an attractive
destination for entrepreneurs and new and growing firms in the Greater Houston region.
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STRATEGIC INITIATIVES
2.1 Ensure that Pearland's business climate and support services are optimized for enterprise formation
and growth
All businesses regardless of size, type, or longevity must comply with the regulations of the jurisdiction or
jurisdictions in which they operate. But for entrepreneurs, startups, and small businesses, navigating
regulatory processes related to business licensure, permitting, and so on can represent a significant
challenge. This Initiative is premised on making Pearland an optimal place to start and grow a business. This
entails continuing work to make the permitting and regulatory processes as easy to navigate as possible and
promoting existing resources for entrepreneurs and small businesses.
Potential Actions:
L Regularly review regulations and permitting processes to ensure they are easy to understand and
conducive to business formation; leverage the City's Development Services Manager to assist
entrepreneurs and small businesses in this process
L Conduct pre -development meetings for prospective developments and redevelopments
L Promote existing resources for entrepreneurs and small businesses, including the San Jacinto College
Small Business Development Center (SBDC) and support services offered through the Adult Education
Center
L Develop a "one-stop" website with excellent mobile functionality to serve as a "virtual front door" for
starting or expanding a business in Pearland; promote the website through social media and search
engine optimization and devote staff resources to ensure that it is regularly updated with relevant
information
L Develop a targeted online marketing campaign highlighting the ease of doing business in Pearland;
utilize social media, paid social media, and earned media to reach entrepreneurs and small business
owners in Greater Houston and connect individuals to the appropriate points of contact
2.2 Establish a hub for entrepreneurship to concentrate local services and connect to the regional
ecosystem
Greater Houston is home to a robust entrepreneurship and innovation ecosystem. Houston Exponential (HX),
a non-profit organization created to accelerate the growth of the region's innovation ecosystem, identified
dozens of organizations, entities, and assets that support the formation and development of high-growth
businesses. Many (but certainly not all) are clustered in the "Innovation Corridor," a branded geographic area
that encompasses Downtown and Midtown Houston and the campuses of Rice University and the Texas
Medical Center. While competition exists within the region's ecosystem, collectively, its many components
offer a supportive environment for innovation and entrepreneurship.
Input participants suggested, however, that there is untapped potential for startup activity in Pearland. The
community has a highly educated and diverse population, is located within relative proximity to major
research centers, and has a growing number of businesses engaged in research and development and/or
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high tech activities locally. Accordingly, Pearland is likely home to numerous "prospective entrepreneurs"
with ideas for high-growth businesses. To tap into this latent potential, this Initiative proposes that partners
work collaboratively to evaluate the feasibility of a physical "hub" for entrepreneurship and small business
assistance in Pearland. Such a facility could serve as a gathering space, a focal point for services, and a conduit
to the regional entrepreneurial ecosystem. The Pearland Chamber of Commerce is currently in the process
of evaluating one potential approach to creating such a hub. The Chamber recently commissioned a
feasibility study for an entrepreneurial community in partnership with The Cannon, a Houston-based co -
working environment backed by Work America Capital.'
Potential Actions:
L Continue the Chamber -led study to evaluate the viability of an incubator or entrepreneurial community
in Pearland; evaluate the need to research additional business models or approaches
L With research complete, convene partners from the public sector, business community, and regional
ecosystem to determine options for resourcing and operating a physical hub; create a development
plan that includes a range of desired initial programming and potential opportunities for expansion, an
operation structure, an assessment of physical space and resource needs, facility branding, and an initial
budget and resource development strategy
L Design new programming so that it supports startups for a sufficient period (likely two to three years)
to maximize the chances for success; ensure that companies based at the hub have access to other
supportive services such as the new revolving loan fund (see Initiative 2.3)
L If feasible, co -locate the entrepreneurial hub with existing assets that could be supportive of business
formation and growth (e.g. the UHCL Campus)
L Create an "interim access point" for entrepreneurship utilizing existing office and meeting space;
program this interim space with offerings such as "office hours" for the SBDC and other partners,
volunteer mentoring from professionals and/or college and university faculty, and "entrepreneurial
education" classes for individuals seeking to learn business skills and principles
L Ensure that any new programs or investments are not duplicative of established services and operations
in Greater Houston; engage partners in the regional entrepreneurial ecosystem to connect Pearland
entrepreneurs to established networks
BEST PRACTICE #2: Tech Alpharetta Innovation Center (Alpharetta, GA)
t Witthaus, Jack. "$70M mixed-use project to start construction near 1-10 and the Beltway." Houston Business Journal November
3, 2017. Retrieved from: https://www.bizjournals.com/houston/news/2017/11/03/70m-mixed-use-project-to-start-construction-
near.html
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Establish a revolving loan fund (RLF) to incentivize primary business formation and growth
Competition for startup business with high growth potential is understandably intense. Additionally, these
firms often co -locate in close proximity to one another and to supportive resources such as research
universities and established entrepreneurial networks. That said, communities such as Pearland could be
attractive to startups seeking to grow their operations. By making incentives available to startups with strong
potential to growjobs in primary business sectors, Pearland could become an attractive destination for new
firms in the Greater Houston region that are "off the ground" but have yet to scale. One potential way to
assist such firms is through a revolving loan fund (RLF). Such funds are typically used to issue relatively small
loans (e.g. ranging from $25,000 to $200,000) at competitive interest rates to entrepreneurs and small
businesses to make initial capital investments, support the development of new products, and test market
viability. Loan funds can be especially helpful to businesses with established ideas and models that have yet
to generate revenue needed to secure traditional financing. While some risk is inherent in any form of
lending, RLFs are, as the name suggests, intended to be self -replenishing, with repayments from initial
recipients providing the capital for additional loans.
Potential Actions:
L Bring together economic development and entrepreneurship professionals, local financial institutions,
foundations, and other potential funding partners to identify options to evaluate the feasibility of an
revolving loan fund (RLF) to attract startups with the potential to grow primaryjobs in Pearland
L Establish criteria and loan terms, define acceptable uses of monies, and establish a loan review
committee; require companies that receive funding to seek guidance from the region's small business
and entrepreneurial assistance services
L Establish relationships with entrepreneurs and startups in the Greater Houston ecosystem to raise
awareness about the RLF and other available incentive offerings and encourage firms with high growth
potential to locate their operations in Pearland
L Base the RLF at the proposed entrepreneurial hub (see Strategic Initiative 2.2) to ensure strong
connectivity to the community's entrepreneurial community
BEST PRACTICE #3: Revolving Loan Fund program (Pharr, TX)
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3. Site Development
One important aspect of a community's economic development "product" is the availability of readily
developable land. In order to accommodate many competitive business locations and expansions,
communities must have suitable sites that are available for acquisition and development on a tight
timeframe; such sites are sometimes referred to as being "shovel ready." This Focus Area involves ensuring
that Pearland has a competitive, highly visible supply of shovel -ready development sites. Part of this work
involves effectively marketing prime districts and ensuring that sites are well -served by needed infrastructure
and desirable amenities, topics that were addressed in the Pearland 20/20 Strategic Plan.
Public input also revealed that Pearland should take a more proactive approach to increasing the supply of
development -ready sites. Pearland is by no means "built out" and there are tracts of land that could be
suitable for commercial or industrial development or redevelopment. Many of these sites are located in prime
areas for development such as the Lower Kirby District and the SH 35 corridor. However, stakeholders with
knowledge of local real estate conditions said that many of these sites face barriers to development such as
fractured ownership that would make them challenging to assemble and/or prepare for prospective end-
users working on a tight timeline. To remedy these issues and to maximize its chances of economic growth
and diversification, Pearland must adopt a proactive approach to site development. Specifically, Market
Street recommends that the PEDC acquire and prepare prime shovel -ready development sites. Because of
the inherent challenges and risks associated with site assembly and preparation, this approach will require
careful research, planning, and commitment on the part of the PEDC and community leaders. A more
proactive approach is needed in order to ensure the community's competitiveness and "unlock" sites that
may not be activated in the near term through market forces alone.
STRATEGIC INITIATIVES
3.1 Position the Lower Kirby District and the SH 35 Corridor as priority areas for development
Through extensive research and the development of the Lower Kirby Urban Center Master Plan and the SH
35 Corridor Redevelopment Plan, the PEDC and its partners have identified several prime sites for commercial
and/or industrial development in Pearland, namely the Lower Kirby District and two areas along the SH 35
commonly referred to as "North Main Business Park" and "South Main Business Park." Market Street
recommends that the PEDC and its partners continue to position these districts as priority areas for
development and redevelopment.
Potential Actions:
L Utilize all relevant channels to market the Lower Kirby District and areas along the SH 35 Corridor such
as the proposed North Main Business Park and South Main Business Park as destinations for
development in Pearland; when possible, seek opportunities for public-private partnerships to further
development in these areas
L Through the PEDC, seek opportunities to develop Class A office space in the Lower Kirby District, along
the SH 288 corridor, and other prime office development sites
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Implement recommendations in the Lower Kirby Urban Center Master Plan and the SH 35 Corridor
Redevelopment Plan that increase the competitiveness of these areas for development
L With the City of Pearland and PEDC, evaluate potential uses for the city -owned property near the UHCL
Campus
L Ensure that these areas have shovel ready sites and are served by competitive infrastructure and
amenities (see Initiatives 3.1 and 3.2, respectively)
3.2 Proactively assemble and prepare sites to eliminate burdens related to acquisition and development
Certain conditions can make sites less well-suited for time -sensitive economic development projects or
otherwise difficult for private -sector actors to develop alone. For instance, sites with fractured ownership can
be difficult to acquire in a short timeframe given the need to negotiate and coordinate with multiple parties.
Sites that lack needed infrastructure such as sufficient road or highway access, water/sewer, or utilities are
also not considered to be shovel ready. Additionally, some sites have conditions such as drainage challenges
or environmental conditions that require some form of mitigation before they are ready to accommodate
development. As previously referenced, stakeholders with knowledge of real estate dynamics in Pearland
said there are numerous sites in the community, including those in prime areas such as the Lower Kirby
District and the North and South Main Business Parks, that face such challenges. In order to more
competitively position the community for economic development projects and the fiscal benefits associated
with them, Pearland should leverage its economic development resources to take a proactive approach to
site assembly and preparation.
Potential Actions:
L Through the PEDC, convene public and private stakeholders to examine potential development sites in
Pearland and identify those that have the highest potential for development in the next 5-10 years;
prioritize sites located in the Lower Kirby District and SH 35 Business Parks (see Initiative 3.1)
L Potentially with the assistance of a neutral real estate services firm or site consultant, evaluate the
conditions at each potential development site and identify barriers such as fractured ownership and
missing infrastructure; determine whether a proactive approach is necessary and appropriate in order
to make a site viable for near-term development
L When appropriate, leverage the PEDC and/or other resources to assemble sites with fractured
ownership; leverage the PEDC and potentially other tools such as Management Districts to provide
needed infrastructure or mitigation for prime sites
L Proactively market shovel -ready sites through the PEDC
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High-quality infrastructure is an important pre -requisite for site development. As previously referenced, sites
must have sufficient road and/or highway access, water/sewer capacity, utilities, and drainage in order to be
marketable. Additionally, many businesses and prospective "end users" are increasingly evaluating a site's
quality of place and access and proximity to desirable amenities such as restaurants and retail, walkable
mixed-use centers, trails and multi -use paths, parks, and so on. Stakeholders in Pearland have recognized
this trend. For example, the PEDC and its public sector partners have been pursuing a regional stormwater
detention strategy in the Lower Kirby District in order to make the area viable for development. As part of
this approach, partners have sought to integrate parks and trails in order to leverage drainage ditches and
detention ponds as amenities rather than mere afterthoughts. Stakeholders said this approach has already
begun to pay dividends as employers in the area have cited these planned and ongoing developments as
factors that influenced their location decisions. Accordingly, Market Street recommends that Pearland
continues to promote and invest in quality of place amenities in proximity to key development sites in order
to make them more competitive.
Potential Actions:
L Continue to leverage the PEDC and other resources to ensure that development sites are well -served
by required infrastructure; continue to ensure that entrances to development sites are attractive, well-
maintained, and effectively branded
L Implement recommendations in the Lower Kirby Urban Center Master Plan and the SH 35 Corridor
Redevelopment Plan (see Initiative 4.1) related to beautification and amenity development and seek
the advancement of mixed-use districts proximate to development sites (see Initiative 6.1)
L Ensure that opportunities for park, trail, and sidewalk development in the Lower Kirby District and the
SH 35 Corridor are represented in the Parks and Multi -Modal Master Plans (see Initiative 6.3)
L Leverage the PEDC, the Lower Kirby Pearland Management District, the Pearland Municipal
Management District No. 1, and other resources to include park and trail amenities
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4. Corridors
As Pearland seeks to grow and diversify its economy and ensure a broader tax base, its primary corridors will
play a vital role. The bulk of the community's available development and redevelopment sites suitable for
commercial and/or industrial development are concentrated around three primary corridors: SH 288, FM
518/13roadway, and SH 35. Additionally, as shown in the below map, many of Pearland's existing jobs are
already clustered along these corridors. Simply put, Pearland must invest in its key corridors to ensure that
they are efficient, aesthetically pleasing, and well maintained in order to ensure that they are attractive
destinations forjobs and investment.
As part of the implementation of Pearland 20/20, the PEDC, City of Pearland, and other stakeholders have
significantly advanced efforts related to quality corridor development and redevelopment. The nearly
completed widening of SH 288 and related beautification efforts were cited by stakeholders as one of the
community's key successes in recent years. The community created the Pearland Municipal Management
District No. 2 (PMMD No. 2) to advance landscaping, maintenance, streetscaping, and "landmark" features
along the corridor. Stakeholders in Pearland have also carried out master planning activities for the SH 35
corridor and are in the process of doing the same for FM 518/13roadway. This Focus Area recommends
continuing to plan for and implement corridor improvements that increase the community's competitiveness
for jobs, talent, and investment.
Figure 1: Employment Density by Location in Pearland for All Jobs in 2017
Source: United States Census Bureau OnTheMap
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1.671-3.752 JobsiSq.Milt ------
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STRATEGIC INITIATIVES
4.1 Implement the 288 Corridor Master Improvement Plan
As part of the implementation of Pearland 20/20, stakeholders developed the 288 Corridor Master
Improvement Plan that called for long-term improvements to the corridor including hardscaping,
landscaping, and other aesthetic improvements along the corridor. In recent years, the PEDC and its
community partners have implemented numerous recommendations from this plan in conjunction with
Brazoria County and TxDOT's widening and reconstruction of the highway. As previously referenced,
stakeholders contacted through the public input process frequently cited these enhancements as major
positive additions to the community and expressed a desire to see the master plan fully implemented.
Potential Actions:
L Implement proposed enhancements along the length of the 288 corridor (see Initiative 4.4); work
with PMMD No. 2 to resource maintenance and upkeep of aesthetic enhancements in the corridor
L Coordinate with TxDOT and other relevant entities to ensure the advancement and smooth
integration of needed road upgrades (see Initiative 5.1)
4.2 Implement the SH 35 Corridor Redevelopment Plan
The Pearland 20/20 Strategic Plan identified the need for a plan to guide redevelopment efforts along SH
35, the principal north -south corridor on the community's east side and an area with significant potential for
commercial and/or industrial development. The PEDC and its partners commissioned a redevelopment
master plan for SH 35 that was completed in 2016. The plan envisions the corridor as "a high-quality and
consistently designed employment and business environment with compatible land uses and supportive
amenities." It is built around five catalysts: northern gateway streetscape improvements; Business Park North;
Business Park South; a Restaurant and Entertainment Destination including main street design elements in
southeast Old Town; and an Old Town Esplanade and a new neighborhood -oriented development on the
former Alvin Community College Campus site directly south of Zychlinski Park. This Initiative focuses on
continuing to implement these catalysts for change along the corridor. (It should be noted, however, that
leveraging the Alvin Community College campus may need to be put on hold indefinitely as it was recently
purchased by a private party that will utilize the facility as a school.)
Potential Actions:
L Continue streetscaping work at key gateways and along the length of the SH 35 corridor (see Initiative
4.4)
L Coordinate with TxDOT and other relevant entities to ensure the advancement and smooth
integration of needed road upgrades (see Initiative 5.1)
L Advance work to activate the North Main Business Park and South Main Business Park (see Initiative
3.1) and promote a restaurant and entertainment district in Southeast Old Town (see Initiative 6.1)
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Consistent with the vision of the SH 35 corridor as a "high quality and consistently designed" district,
work with the City of Pearland, the business community, and other partners to ensure that zoning
and other development controls are in place to create a welcoming and attractive gateway to
Pearland
4.3 Develop the FM 518/Broadway Corridor Development Plan (SH 288 to SH 35)
In 2019, the PEDC entered into an agreement with a planning firm to examine potential mobility,
infrastructure, and economic development improvements along the FM 518/Broadway corridor.
Recommendations from this process are expected to advise TxDOT as it prepares to upgrade and widen FM
518 between SH 288 and SH 35. The ongoing planning process will be built around extensive stakeholder
feedback, with input gathered from workshops and interviews, meetings with TxDOT and other key agencies,
a committee meeting, and an online community survey. The final plan is expected to include a road
reconstruction and widening impact analysis, concept layouts of reuse/redevelopment target areas, a
conceptual plan to connect a reconstructed Veterans Drive north to Mykawa Road, and a corridor
development plan. The plan is also expected to evaluate the potential to increase capacity and efficiency by
utilizing "one-way pair" configuration with Walnut Street.
Potential Actions:
L Develop the FM 518/Broadway Corridor Development Plan; prepare to work with TxDOT and other
stakeholders to implement recommendations as appropriate
L Ensure that all strategic interests outlined in this and other plans are considered as part of the process;
ensure that issues related to aesthetics, pedestrian infrastructure, high-quality development standards,
and other factors that are important to Pearland's overall economic competitiveness and quality of life
are prioritized in the process
L Engage all relevant partners to ensure broad stakeholder participation in the process to generate buy -
in for concepts in the plan
4.4 Beautify Pearland's corridors and gateways
The primary transportation corridors and entry points or "gateways" into a community play an important role
in shaping internal and external perceptions of a place. Gateways and major corridors are typically the areas
that potential residents, businesses, and investors first see when they arrive in a community and are thus the
references from which they form their first impressions of a community. Accordingly, many communities
recognize that attractive gateways and corridors are integral to holistic economic development. Stakeholders
in Pearland have recognized this fact and have engaged in efforts to beautify corridors and gateways as part
of redevelopment plans and other efforts. This Initiative involves continuing this work.
Potential Actions:
L Continue beatification efforts at key gateways and corridors as outlined in various existing
redevelopment plans, including the City Gateways Strategy, Lower Kirby District Beautification Strategy:
Gateways & Corridor Enhancements document, the SH 35 Corridor Redevelopment Plan, and the 288
Corridor Master Improvement Plan
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Work with TxDOT and other relevant partners to ensure that future road and highway projects include
aesthetically pleasing elements including landscaping, wayfinding signage, high-quality lighting, art
installations, etc.
L Support Keep Pearland Beautiful, the City of Pearland, and other Partners in their upkeep and cleaning
of key corridors in Pearland
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5. Infrastructure & Mobility
During the public input process, issues related to traffic and mobility emerged as major challenges in
Pearland. This is supported by the latest data from The National Citizen Survey, which collected a
representative sample of views held by Pearland residents in 2017 and revealed that issues related to traffic
and mobility received the least positive ratings from respondents. A variety of data indicators provide insight
into why these issues figure so prominently into residents' feedback. The vast majority of Pearland residents
who are employed commute to work via car, and for many of these individuals, commutes are long and
getting longer. Issues such as traffic congestion and long commute times can be difficult to address,
particularly for a municipality that is part of a large metropolitan area. However, Pearland has made
significant progress in recent years on a variety of road and highway projects aimed at improving internal
mobility within Pearland and easing commutes to key job centers. Stakeholders said continuing this work
will be crucial to maintaining the community's attractiveness forjobs and talent.
This Focus Area recommends advancing high-priority road and highway projects and advocating for and
developing additional resources needed to fund them. It also includes an Initiative that seeks to advance
options for expanding transit connectivity to major employment centers, which could boost Pearland's
attractiveness to prospective residents. It should also be noted that enhancing walking and biking capacity
could help address mobility issues in Pearland by allowing residents to make more trips (e.g. a short journey
to a nearby restaurant or store) without accessing a car. Enhancing multimodal connectivity within Pearland
is addressed in Initiative 6.3 "Develop and implement the Parks and Multi -Modal Master Plans."
Finally, this Focus Area also includes recommendations related to infrastructure and public works projects
that address stormwater drainage. According to input participants, conversations related to natural disaster
preparedness and resiliency have been at the forefront since Hurricane Harvey and other recent rain events.
Stakeholders praised the community's recent efforts to improve drainage and stormwater management and
said they would like to see investments continue in these areas.
STRATEGIC INITIATIVES
5.1 Advance the planning, design, and construction of priority road and highway projects
Pearland has made significant progress in recent years on major road and highway projects. Stakeholders
praised the widening of SH 288 and the extension of McHard Road as significant "wins" for the community.
Since the inception of Pearland 20/20, the City of Pearland and the PEDC have worked with partners to secure
more than $180 million in county, state, and federal funding to advance projects on Bailey Road, Mykawa
Road, and the SH 288 northbound Frontage Road, among others. In addition to completing work underway
or near completion, stakeholders expressed a desire to see Pearland continue to advance projects that
enhance road and highway capacity and connectivity within the community. This Initiative identifies priority
projects that emerged through conversations with stakeholders in the community.
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Potential Actions:
L Work with TxDOT and all relevant partners to advance priority state -led projects, namely the
reconstruction of FM 518 from SH288 to the Galveston County line, SH 35 south of FM 518, and FM
1128 south of Broadway
L Advance local priority projects that enhance connectivity within Pearland, including the following in no
particular order:
o The extension of Kingsley Drive from Clear Creek to Beltway 8
o The extension of Reid Road (formerly Max Road) north to Beltway 8
o The extension of Pearland Parkway from Dixie Farm Road to the Galveston County line
o The extension of Dixie Farm Road/CR 100 from SH 35 to FM 1128
o Reconstructing Veterans Drive between Bailey Road and Broadway with a connection to
Mykawa Road to the north
L Consistent with stakeholder input and the community's overall commitment to enhancing its primary
corridors, emphasize the importance of aesthetic upgrades, pedestrian infrastructure, and high-quality
development in all transportation projects (see Initiative 4.4)
5.2 Pursue federal, state and local funding for transportation projects
Transportation infrastructure improvements are among the most resource -intensive projects a community
can pursue. Much of the work required to advance them involves identifying and securing needed funds.
This frequently entails engaging regional, state, and federal officials to pursue and advocate for available
monies. According to stakeholders, Pearland has been highly successful in recent years securing outside
funding for a variety of road and highway projects. However, stakeholders said they anticipated that state
and federal funding will not be available for all priority transportation needs in Pearland. Accordingly,
educating and informing voters about the need for infrastructure upgrades and the bond initiative(s)
required to fund them will be an important consideration. Overall, advocating for and securing local, state,
and federal funds will be essential to enhancing mobility and connectivity within Pearland and achieving
other key strategic aims including corridor redevelopment and economic diversification.
Potential Actions:
L Continue to build and maintain excellent relationships with key elected and appointed officials; engage
all relevant partners to identify and secure state and federal funds to advance priority road and highway
projects in Pearland
L Ensure that messaging among community partners with public policy and/or advocacy agendas (e.g.
the Chamber) is aligned so that Pearland "speaks with one voice" on issues of infrastructure
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Maintain ongoing dialogues with elected and appointed officials and other relevant partners in
neighboring communities and throughout the Greater Houston region to explore possibilities to
advance multi jurisdictional transportation projects
L Engage a wide variety of community partners to create a multi -faceted campaign to educate and inform
Pearland residents about the potential need to raise local funds to resource transportation projects
5.3 Pursue near- and long-term options to expand transit connectivity to major employment centers
During the public input process, stakeholders cited Pearland's proximity to job centers such as the Texas
Medical Center (TMC) as a key competitive strength. Various data sources indicate that thousands of Pearland
residents commute to TMC for work, underscoring the importance of this proximity for attracting and
retaining residents. Input participants said they further expected managed toll lanes on SH 288 to help ease
car commute times to key office markets such as TMC and Downtown Houston. Many stakeholders said they
would also like to see transit links between Pearland and these keyjob centers to provide additional options
to out -commuters and enhance the community's overall competitiveness. Accordingly, Market Street
recommends that stakeholders in Pearland engage the Metropolitan Transit Authority (METRO) and other
key partners in a dialogue about the long-term future of regional transportation in Greater Houston. Pearland
should also seek near-term opportunities to enhance transit connectivity. This includes support for a pilot
Park & Ride program that launched in 2019. The program is a partnership between the City of Pearland and
a private operator that offers weekday rush hour express bus service between the Shadow Creek Ranch
Sports Complex, TMC, and Downtown Houston.
Potential Actions:
L Work with METRO, regional partners, elected and appointed officials, and other key stakeholders to
encourage a dialogue about the future of transit in the Greater Houston region and opportunities to
expand service (e.g. express busses) to suburban communities
L Work with METRO to explore options to create express bus or other transit service linking Pearland to
the TMC and the Fannin South Transportation Center, a transit hub served by the METRORail Red Line
and several bus lines located just off SH 288 approximately six miles north of Beltway 8
L Continue to support the pilot Park & Ride program and seek opportunities to pursue federal funds to
help sustain its operations
L With all relevant stakeholders, identify strategies to maximize ridership and ensure the fiscal
sustainability of the program; develop a multi -channel marketing push to promote the Park & Ride
service to coincide with the opening of managed toll lanes on SH 288 in 2020; highlight the fact that
buses will be able to access the managed lanes thereby significantly shortening commute times
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Advance infrastructure projects that improve drainage and stormwater management in Pearland
As previously referenced, the public input process revealed that stakeholders in Pearland wish to see the
community and its partners continue to invest in drainage and stormwater management improvements in
order to ensure that the community is prepared for future rain events. Stakeholders praised recent work by
the City of Pearland and other public partners to address these issues and noted the need to continue
supporting this work. In particular, input participants expressed support for a planned U.S. Army Corps of
Engineers (USACE) project to improve Clear Creek to enhance drainage in significant portions of Pearland.
This Initiative focuses on continuing these and other efforts.
Potential Actions:
L Continue to work collaboratively with all relevant public and private partners to plan, resource, and
implement drainage improvement projects
L Continue to support the planned reconstruction of Clear Creek for drainage purposes led by the U.S.
Army Corps of Engineers (USACE) and with the involvement of the Harris County Flood Control District,
Brazoria County Drainage District No. 4, the City of Pearland, and others
L Prioritize projects in the Master Drainage Plan that can help ensure that sites are shovel -ready in priority
areas for development (see Initiatives 3.1 and 3.2)
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6. Quality of Life & Quality of Place
A prominent theme to emerge from the public input process is that issues related to quality of life and quality
of place are important to Pearland residents. Stakeholders in particular said they would like to see their
community expand and enhance its supply of mixed-use environments to complement the Pearland Town
Center. Stakeholders said they desire vibrant, walkable, environments that blend restaurants, retail,
residential, commercial uses, and potentially other amenities. Such environments can offer the kind of
entertainment options and "every day' places to gather and socialize that Pearland stakeholders value.
Expanding mixed-use environments and quality of place amenities is also important from a competitive
perspective. Research from the Urban Land Institute reveals that a generational shift is occurring when it
comes to community preferences, with younger residents increasingly desiring to live in cities or suburbs
that can offer city -like amenities such as walkability. Research from the Knight Foundation further reveals
that "social offerings" — e.g. entertainment options and places to meet people — are an important factor that
"attaches" individuals to a community. Pearland has been successful in its recent history in attracting talented
individuals and families, and the community's overall population remains relatively young. But, highly
successful suburbs around the country, including some in the Houston region, have or are creating the kind
of walkable, mixed-use activity hubs that are now needed to attract talent and, accordingly, jobs and
investment. This Focus Area includes recommendations related to advancing mixed-use developments and
catalytic quality of place amenities that can help Pearland maintain its status as a community of choice within
Greater Houston. It also covers other additional issues that emerged from the public input process related
to quality of life and quality of place.
STRATEGIC INITIATIVES
6.1 Pursue the development of dynamic, walkable mixed-use districts
As previously discussed, during the public input process, stakeholders in Pearland expressed a desire for the
community to create walkable, mixed-use districts to serve as "focal points" for gathering, socializing, and
recreating. Market forces play an important role in determining the quantity and type of social amenities
available in a given place. But many communities have successfully leveraged public-private partnerships
and developed enhanced programming to attract new private developments and business activities that help
make vibrant and attractive places. There are a variety of approaches that communities have used to create
vibrant districts. In older communities, historic downtowns serve this function. Newer suburbs without
historic downtowns have sought to create mixed-use developments that combine retail and residential
components along with other uses such as offices, hotels, government buildings, etc. Because resources are
limited, these types of investments must be targeted. Accordingly, it makes sense to focus resources on areas
with the best chance for near-term development.
Over the years, stakeholders in Pearland have identified several areas that show promise as potential mixed-
use destinations. The eastern third of the Lower Kirby District (the areas south of Bass Pro) and the Ivy District
represent prime sites for a development incorporating residential, retail, entertainment, and commercial uses.
A portion of the Old Town area was identified in the SH 35 Corridor Redevelopment Plan as a potential site
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for a "restaurant and entertainment district." Stakeholders said the intersection of FM 518/Broadway and
Cullen Boulevard could be an attractive destination for future investment. Finally, the Pearland Town Center,
already home to a mixture of uses, has additional opportunities for development and redevelopment. Given
Pearland's location, household incomes, educational attainment levels, and diversity, the community would
likely be an attractive destination for investment. By proactively pursuing investment in support of a dynamic
mixed-use district, the community can take an important step toward increasing its economic
competitiveness and enhancing quality of life for residents.
Potential Actions:
L Continue to work with the private owners of sites on the eastern third of the Lower Kirby District and
the Ivy District to advance opportunities for mixed-use developments; identify potential public-private
partnerships that could catalyze development in the area while delivering a positive return on
investment for the community
L Seek to advance projects that could catalyze development in Lower Kirby, such as transit service (see
Initiative 5.3) or a catalytic anchor amenity (see Initiative 6.2).
L Advance recommendations in the SH 35 Corridor Redevelopment Plan to activate Old Town as a center
for dining and shopping; work with all relevant partners to improve the environment for pedestrians
and pair redevelopment in Old Town with strategies to support housing (see Initiative 6.4)
L Through the development of the FM 518/Broadway Corridor Development Plan, examine options for
mixed-use developments around the intersection of FM 518 and Cullen Boulevard, including potential
uses for publicly owned sites in the area
L Continue to work with representatives from Pearland Town Center to identify high-quality development
options for remaining undeveloped parcels; evaluate long-term opportunities to deck parking to allow
for the redevelopment of surface parking lots at Pearland Town Center to create a larger walkable
environment
L Convene the business community and other stakeholders to pursue and advocate for the repeal of the
51/49 rule in Pearland to ease regulatory restrictions on alcohol sales within the Brazoria County
portions of Pearland; ensure that zoning and other regulations are in place to continue to disallow uses
and business establishment types that are incompatible with existing development in Pearland
6.2 Advance catalytic "anchor" projects to support vibrant mixed-use districts in Pearland
The desire among stakeholders in Pearland for major quality of place amenities is not new. During the public
input process for Pearland 20/20, stakeholders in Pearland expressed a strong desire to see significant
investment in cultural and lifestyle amenities in their community that could serve as gathering places, points
of community pride, and catalysts to generate "built-in market for restaurants, retail, and other
establishments" in surrounding areas. That said, there was a lack of consensus about the exact type of
amenity or amenities that Pearland should pursue. Accordingly, Pearland 20/20 proposed that the
community study options for a "multi -use events center." Since that time, the PEDC and its partners have
conducted significant research and planning activities in support of this recommendation.
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In 2017, the PEDC partnered with a consultant, CSL, to study market demand, supportable programs, and
financing options for a variety of concepts that could fit within the multi -use events center framework. The
consultant considered multiple facility types including an arena, a standalone convention/conference center,
a hotel/conference center, an expo -multipurpose venue, a performing arts/cultural arts venue, an
amphitheater, and indoor and outdoor amateur sports facilities. Through the study, stakeholders determined
that an indoor sports facility and a hotel -based conference center would be the most viable options for
Pearland to pursue.
Since that time, neither concept has advanced beyond the conceptual stage. Stakeholders in Pearland elected
to postpone issuing an RFP related to a new hotel/conference center while waiting for market conditions to
improve and pending the identification of a potential opportunity for a public-private partnership. For the
indoor sports facility, stakeholders in Pearland commissioned a follow-up study by Sports Facilities Advisory.
This study, completed in 2019, determined that an indoor sports facility would be viable in Pearland. The
study noted, however, that while the facility would generally be profitable from an operating perspective,
public funding would be required to cover the debt service on construction costs. In June 2019, the Pearland
City Council decided to postpone the consideration of an indoor amateur sports facility.
Building consensus around major investments is not always easy, especially when public subsidies are
required to make a project viable. But in many cases, these costs can be far outweighed by other economic
and quality of life benefits that such investments can bestow on a community. Additionally, if Pearland is to
remain a highly desirable community in the future, it must consider how it is appealing to a wide variety of
current and future residents. Accordingly, Market Street recommends that Pearland continue to pursue the
development of a hotel/conference center and indoor sports facility. In order to maximize their economic
impact and chances for success, these facilities would ideally be co -located with existing or proposed mixed-
use developments if feasible and economical.
Potential Actions:
L Advance the development of a hotel/conference center and an indoor sports facility; if feasible, seek to
develop these facilities in walkable proximity to existing or planned mixed-use centers and
development sites, potentially including the area immediately south of Bass Pro in the Lower Kirby
District and the Pearland Town Center
L Pursue private partners to build and operate facilities; consider leveraging economic development
resources and/or public-private partnerships to advance amenity development
L As development of "anchor" amenities proceeds, formalize master development plan(s) to ensure that
these amenities are well -integrated into dynamic, walkable mixed-use districts
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Develop and implement the Parks and Multi -Modal Master Plans
During the public input process, Pearland stakeholders praised the recent advancement of parks and trails
projects as significant positive additions in the community. In recent years, Pearland has advanced numerous
aspects of the 2015 Parks Master Plan, including renovations to Independence Park and the first phases of
Shadow Creek Ranch Park and the Hickory Slough Sports Complex. Trail improvements have included the
first phase of the JHEC Nature Trails, connectivity improvements from Centennial Park to Independence Park,
and the Shadow Creek Ranch Trail from Nature Park to Kirby Drive. Pearland is now taking the next step by
developing new Parks and Multi -Modal Master Plans that will provide a blueprint for the city's parks, trails,
and sidewalks. Preliminary plans and recommendations will be presented to the public in early 2020. The
community is also developing the Clear Creek Trail Master Plan and planning for additional upgrades to
Independence Park, among other projects. This Initiative focuses on advancing the development and
implementation of existing and forthcoming plans and ensuring that Pearland continues to make progress
on signature parks and trails.
Potential Actions:
L Develop the Parks and Multi -Modal Master Plans and prepare for implementation upon completion of
the process
L Advance the development of signature parks including the second phases of Independence Park,
Shadow Creek Ranch Park (which is being funded through a TIRZ, with design underway and
construction expected to begin in FY 2020), the Hickory Slough Sports Complex and, potentially, an
indoor sports facility (see Initiative 6.2)
L Complete the Clear Creek Trail Master Plan and begin implementation of recommendations to
incorporate existing and planned trails to ultimately create a signature continuous 21 -mile trail
connecting the east and west ends of Pearland; ensure that the project connects to Pearland's existing
trail networks, Harris County parks and trails, etc.
L Advance other key trail and bicycle/pedestrian connectivity projects identified in the updated master
plans; for all trail and bicycle/pedestrian projects, seek to promote connectivity to existing and potential
retail and entertainment districts
L Prepare to resource needed improvements to Pearland's parks and trails; work with public and private
partners to educate and inform key stakeholders and the general public on the need for recreation
amenities that are critical to attracting jobs and investment
L As park and trail improvements are realized, promote these enhancements through social media,
earned media, and other means in Pearland and the Greater Houston region
BEST PRACTICE #4: Bicycle and pedestrian infrastructure (Carmel, IN)
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Diversify and maintain Pearland's housing stock
Among the many factors that influence quality of place, housing plays an important role when it comes to
attracting and retaining residents. Communities that feature high-quality housing options that appeal to a
broad range of current and prospective residents will likely be at a competitive advantage for talent,
particularly as consumer preferences evolve over time. Pearland recently experienced a decades -long
building boom that substantially increased the community's housing supply. But as the community matures
and large residential sites dwindle, some Pearland stakeholders said the community must consider new
approaches to housing.
Input participants discussed the potential to diversify the community's housing stock by encouraging the
development of products such as townhomes and high-end condominiums and multifamily residences. It
should be noted that there was not consensus on the topic, with some residents expressing opposition to
diversifying the community's housing supply. Proponents noted, however, that a broader variety of options
could enhance the community's appeal to a wider range of prospective residents, including young
professionals. These stakeholders noted that housing products such as townhomes could make efficient use
of smaller sites that are not conducive to large-scale single-family residential development, thereby helping
to sustain the community's tax base in the long run.
Another issue raised by stakeholders during the public input process was the need to maintain the
attractiveness of Pearland's existing neighborhoods and housing stock as the community matures. Input
participants noted that in the coming years, other communities in Greater Houston will be able to boast
newer homes. To remain a community of choice and ensure that property values remain stable, Pearland
should pursue actions to support the community's existing housing supply. Accordingly, Market Street
recommends that Pearland seek to both maintain its existing housing and encourage a broader range of
high-quality housing options.
Potential Actions:
L Convene public and private partners to identify areas in Pearland that would be well-suited to
residential products such as townhomes or high-end multifamily dwellings; ensure that land use plans
and zoning allow for the desired uses and that regulations are in place to require high development
standards
L Promote high-quality residential development mixed-use development sites such as Lower Kirby
L Leverage community development and planning staff capacity to investigate and implement strategies
to ensure that Pearland's existing single-family and multifamily housing stock remains in good
condition; where applicable, utilize Community Development Block Grant (CDBG) and other state and
federal monies to assist with housing rehabilitation, neighborhood development, and other approaches
to stabilization
L Evaluate the feasibility of creating or engaging a non-profit development entity to buy, refurbish, and
sell older homes in areas that are beginning to show signs of distress
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7. Workforce & Talent
In the modern economy, access to an educated and skilled workforce is the most important factor driving
location decisions for businesses. Accordingly, it is also a key determinant of a community's success and
prosperity. Pearland is a highly educated community that boasts excellent PK -12 public schools and proximity
to numerous higher education institutions and training providers. Pearland is also a highly desirable
community within the Greater Houston region, one of the nation's premier "talent magnet" metros that is
attracting new residents from around the country and world. That said, the public input process revealed
several opportunities to further leverage Pearland's advantages with respect to talent development and
address outstanding workforce and training needs. This Focus Area encompasses actions that public, private,
and non-profit partners in Pearland can take to further enhance the community's workforce and, by
extension, its competitiveness forjobs and investment.
STRATEGIC INITIATIVES
7.1 Connect and enhance Pearland's talent pipeline through a collaborative approach
Pearland is served by excellent education and training resources. The two public PK -12 school districts that
serve a majority of the community's residents, Alvin ISD and Pearland ISD, were widely regarded as
exceptional by stakeholders during the public input process. Stakeholders viewed continued support for
these assets as vital to the community's status as a community of choice within Greater Houston. Pearland is
also served by multiple higher education institutions, including Alvin Community College, San Jacinto
Community College, and the University of Houston -Clear Lake at Pearland. Additionally, Pearland is part of
a large, dynamic regional labor market that has numerous higher education institutions and programs that
enhance the region's talent base and competitiveness forjobs and investment.
Simply put, Pearland's education and training resources stand out as significant competitive advantages,
particularly when viewed in the context of the community's strong existing talent base. But stakeholders also
identified a need to better connect aspects of the local talent pipeline and ensure that Pearland's business
community is well -networked with education and training providers in Pearland and throughout the Greater
Houston region. This can be accomplished by regularly convening representatives from education and
training providers, private businesses, non -profits, and other relevant partners to work collaboratively to
improve individual outcomes and ensure that current and prospective employers in Pearland have access to
the workforce they need to grow and thrive.
Part of this work will entail building connections between local businesses and existing talent and workforce
development efforts in Greater Houston. It will also involve enhancing partnerships among Pearland's
businesses and the education and training providers that directly serve the community. Stakeholders from
the business community said this is important because they have a far easier time attracting and retaining
workers who live in or near Pearland as opposed to other parts of the region given the shorter commute
times; accordingly, local partnerships make sense. This Strategic Initiative is focused on supporting a formal
framework aligning Pearland's talent pipeline and connecting employers to existing education and training
resources in and around Pearland.
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Potential Actions:
L Bring together representatives from the business community, education and training providers, relevant
non -profits, and other key partners in a formal framework dedicated to strengthening Pearland's talent
pipeline and ensuring that employers have access to a competitive workforce; leverage the Pearland
Chamber of Commerce's existing Workforce Council to support collaboration'
L Ensure that the Workforce Council is action -oriented and provides strong value to businesses by
identifying near- and long-term strategies to address workforce needs; further leverage findings from
the community's business retention and expansion (BRE) program (see Strategic Initiative 1.2)to further
inform these discussions
L Identify opportunities to assist adults without high school diplomas and/or college degrees to further
their education and acquire new skills; work with employers to offer assistance such as flexible work
hours around class schedules, guaranteed raises upon employment, etc. and leverage non-profit
organizations to identify grants and other monies to support "upskilling"
L Work with Turner College and Career High School, the JB Hensler College and Career Academy, Alvin
Community College, San Jacinto Community College, and the University of Houston -Clear Lake at
Pearland to identify opportunities for expansion or enhanced promotion of degree and certificate
programs
L Sustain support for high-quality public PK -12 education in Pearland; when applicable, convene public,
private, and non-profit stakeholders to educate and inform the public about the importance of
continued investment in schools and school facilities
L Reach out to the Greater Houston Partnership and any other relevant entities to engage the Pearland
community in regional workforce and talent initiatives such as UpSkill Houston; seek opportunities to
connect local businesses to internship programs, college fairs, ambassador initiatives, etc. and extend
relevant programming to Pearland
BEST PRACTICE #S: Greater Wichita Partnership Business Education Alliance (Wichita, KS)
7.2 Leverage Pearland's special diversity and promote a culture of inclusion in Pearland
As previously discussed, a talented workforce is the most important factor driving the location decisions of
businesses. Additionally, many businesses are seeking to grow diverse workforces to expand viewpoints and
perspectives within their company and to better reflect and serve a diversifying customer base. Accordingly,
Pearland's highly educated, highly diverse population stands out as a competitive advantage for jobs and
investment that few communities in the country can match. As noted in the Community Assessment, of the
more than 300 cities in the United States with at least 100,000 people as of 2017, Pearland is just one of 17
where Asian, black, Hispanic, and white non -Hispanic categories each make up least 10 percent of the total
population. During the public input process, stakeholders said they viewed Pearland's diversity as a major
z Note: while the Chamber's Workforce Council would serve as the venue through which partners could come together for
alignment, the Chamber itself would not necessarily provide any workforce or training services.
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community strength. That said, stakeholders said that they would like to see both public and private sector
institutions and businesses be more intentional in their efforts related to diversity and inclusion. Additionally,
research from the Knight Foundation suggests that "openness" or the ability for all types of people to build
networks and thrive is an important factor for "attaching" residents to a community. This Initiative focuses
on promoting a culture of inclusion in Pearland and its business community through the creation of a
Diversity Business Council.
Potential Actions:
L Work with major employers, PEDC, the Pearland Chamber of Commerce, and other public and private
partners to form a Diversity Business Council; could be modeled after successful initiatives such as the
Greater Des Moines Partnership Inclusion Council
L Seek broad participation in the program; establish connections to existing employee resource groups
(ERGs) and encourage firms without ERG programs to start them (ERGs are affinity groups for
employees to join together in a workplace based on shared characteristics or experiences)
L Task the Council with promoting diversity on local boards of directors and establishing an annual
workplace inclusivity survey for Pearland employers to identify and measure local diversity and inclusion
efforts; publish findings in an annual report
L Establish an annual diversity summit to raise the profile of the community's commitment to creating
opportunities and increasing prosperity for all residents
BEST PRACTICE #6: Greater Des Moines Partnership Inclusion Council (Des Moines, IA)
BEST PRACTICE #7: Madison Region Economic Development & Diversity Summit (Madison, WI)
7.3 Engage Pearland's young professionals and emerging leaders
Pearland is home to a large population of relatively young individuals. According to Census data, there were
nearly 29,000 individuals in Pearland between the ages of 25 and 40 as of 2017, accounting for roughly 23
percent of the community's population. Ensuring that these individuals are engaged in and attached to their
community will be vital to Pearland's future success. Stakeholders contacted through the public input process
also said that they would like to see new arrivals become more involved in Pearland's civic life and culture.
Many communities seek to strengthen ties with future leaders and volunteers through "leadership programs"
that introduce these individuals to community institutions and peer networks. Some best -practice programs
go even further, emphasizing community initiatives and service projects and helping program participants
build lasting connections with local organizations and efforts. Partners in Pearland can emulate such a
program in order to help attach talented young residents to their community. This emerging leadership
program would be differentiated from other leadership programs in its focus on preparing participants for
community involvement and service on local non-profit boards. It would also complement an existing
leadership program at the Pearland Chamber of Commerce that is geared toward more established
professionals. While exact enrollment parameters could vary, the program would ideally be geared toward
emerging leaders in their late 20s and 30s who are established in the workforce but have not yet advanced
to senior leadership positions in business or the community.
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Potential Actions:
L With the Pearland Chamber of Commerce and other partners in the public, private, and non-profit
sectors,. develop an emerging leadership program framework; could be based off of successful
programs such as Northwest Arkansas Emerging Leaders
L Develop a board service certification program and events that educate and engage members and make
a positive impact on the community
L Work with businesses and non-profit organizations in Pearland to identify promising emerging leaders
for enrollment in the program; work loosely with non -profits in and around Pearland to connect
participants with near-term opportunities for board service upon "graduation" from the program
L Ensure that participating non -profits reflect Pearland's diversity in terms of geography, race/ethnicity,
and so on
BEST PRACTICE #8: Northwest Arkansas Emerging Leaders (Rogers -Lowell, AR)
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APPENDIX: BEST PRACTICES
#1: BUSINESS FIRST (RICHMOND, VA)
businessfirstrichmond. com
Launched in 2006, Business First is a collaborative, regional, existing business retention and expansion (BRE)
program of the Greater Richmond Regional Partnership (GRP) and its local government partners. Professional
economic development staff and trained volunteers from the business community interview CEOs and other
top company officials to fully understand the company's competitiveness and its long-term prospects for
growth. Interviews cover a wide range of topics and findings, including hiring prospects for the next year,
perceptions of the regional workforce and specific skill shortages, projected sales, and business climate
issues. The data allows the GRP to gauge the health of the regional economy, develop an early warning
system to foretell potential future layoffs, and provide targeted solutions to existing businesses. Typical
services offered through Business First visits include the following:
L Expansion support
L Connection to state and local incentive programs
L Workforce recruiting and training
L Financing
L Business planning
L Coordination of municipal services
L Downsizing prevention and management
#2: TECH ALPHARETTA INNOVATION CENTER (ALPHARETTA, GA)
www. techalpharetta.com/startups/
Alpharetta, Georgia is a suburban community located roughly 25 miles north of downtown Atlanta on
Georgia 400, a key highway transportation corridor. The community has long been home to a thriving
technology sector, with more than 700 tech companies located within its relatively small footprint. Leaders
in the community recognized, however, that Alpharetta had relatively limited capacity to support startups
and entrepreneurs in comparison to the "intown" areas of the Atlanta region. In 2012, the City of Alpharetta
responded by creating the Alpharetta Technology Commission, a strategic advisory board of local tech
executives charged with identifying and pursuing key investment opportunities and policy decisions for local
technology companies. Soon after, the organization transformed into a 501(c)(6) and launched an incubator
in 2015. (The organization rebranded as Tech Alpharetta in 2017 to reflect its broader focus.) The Tech
Alpharetta Innovation Center is a startup incubator located in a city -owned building in downtown Alpharetta;
the center is also located in close proximity to Avalon, a new walkable mixed-use development. Tech
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Alpharetta is supported by membership fees and an annual $100,000 operating subsidy from the City of
Alpharetta. According to published reports, the center is home to 50 startups. Since its founding, it has
graduated nine technology companies that have created 350 job in the city.'
#3: REVOLVING LOAN FUND PROGRAM (PHARR, TX)
pharr-tx.gov/business/revolving-loan- fund -program/
Communities across the country have successfully utilized revolving loan funds (RLFs) to further a variety of
aims such as downtown redevelopment and small businesses growth. According to the Council of
Development Finance Agencies (CDFA), an RLF is, "a gap financing measure primarily used for development
and expansion of small businesses. It is a self -replenishing pool of money, utilizing interest and principal
payments on old loans to issue new ones." RLFs represent flexible tools that can be used in combination with
more conventional tools such as loans that can be obtained on the private market. (Some RLFs, however, are
designed specifically to support individuals who cannot access traditional sources of capital.) Typical uses for
RLF loans include operating capital, acquisition of land and buildings, machinery and equipment, startup
costs, and so on.4 An example of a revolving loan fund in Texas may be found in the City of Pharr, where the
Pharr Economic Development Corporation operates an RLF designed to assist small and emerging firms with
gross revenues of less than $1 million and that employ 50 or fewer employees.
#4: BICYCLE AND PEDESTRIAN INFRASTRUCTURE (CARMEL, IN)
carmel. in.gov/living/fun-things-to-do/bike-carmel
Carmel, Indiana is a city of approximately 91,000 located just north of Indianapolis. A highly desirable suburb,
the community boasts educational attainment rates that are well above the national average and offices of
corporations such as Geico and CNO Financial Group (formerly Conseco). It has been recognized as the #1
best place to live in America by CNNMoney and Niche. The community has long placed an emphasis on
alternative transportation and walkable mixed-use developments. It employs an alternative transportation
director in its Planning & Zoning department and operates programs such as a bike share and bike safety
classes. But the most significant investment the community has made has come in the form of infrastructure
such as multi -use paths. In 2008, the city designated Carmel Access Bikeways, a network of bike routes and
loops that connect various amenities and neighborhoods throughout the community. The community is
recognized as a Bronze Level Bicycle Friendly City by the League of American Bicyclists. In addition to bicycle
infrastructure, Carmel has also implemented infrastructure that promotes walking while making conditions
safer for both pedestrians and motorists. As an example, in 2017 it approved a $13.4 million upgrade that
reduced the number of automotive travel lanes and added roundabouts to a key road through its downtown.
It also added multi -use paths, protected bike lanes, and highly visible pedestrian crosswalks.
3 Ibata, Dvaid. "Alpharetta Oks $200K for city's technology incubator." Atlanta Journal -Constitution. August 30, 2019. Retrieved
from: https://www.ajc.com/news/local/alpharetta-oks-200k-for-city-technology-incubator/DF2M1 FriStnwJ8K2gPOItN/
4 For additional information from the CDFA, see: https://www.cdfa.net/cdfa/cdfaweb.nsf/pages/revolving-loan-funds.htmI
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#5: GREATER WICHITA PARTNERSHIP BUSINESS EDUCATION ALLIANCE
(WICHITA, KS)
greaterwichitapartnership.org/about us/business-education-alliance
The Business Education Alliance was created in 2012 and brings together businesses, public school districts,
nonprofits, and local colleges and universities to align education and business "to cultivate a globally
competitive workforce for the region." The program's mission is "aligning education and business
communities to ensure a productive workforce needed for sustained economic growth for the region." The
organization's 2016 Action Plan is directed at the focus areas of Literacy; Workforce Development; Workforce
Readiness; Certificate and Degree Attainment; and Policy.
#6: GREATER DES MOINES PARTNERSHIP INCLUSION COUNCIL (DES
MOINES, IA)
dsmpartnership.com/growing-business-here/business-resources) nclusion
The Greater Des Moines Partnership is the economic and community development organization serving the
Greater Des Moines, Iowa region. One of the Partnership's many initiatives is an Inclusion Council that seeks
to promote a diverse and inclusive community. The Council is comprised of representatives from the region's
businesses, non-profit organizations, and educational institutions. It seeks to act as a "catalyst to mobilize
the business community toward a broad economic development vision that incorporates all people as valued
contributors and valuable customers." Its program of work includes quarterly multicultural receptions,
webinars, an inclusion -focused magazine, and support for an international talent strategy.
#7: MADISON REGION ECONOMIC DEVELOPMENT & DIVERSITY
SUMMIT (MADISON, WI)
In 2013, the Madison Region's Economic Partnership (MadREP) and the Urban League of Greater Madison
(ULGM) partnered to host a joint event on diversity and economic development for Madison Region
businesses and community leaders. Now in its third year, the annual Summit focuses on the community's
collective commitment to advancing talent, opportunity, and prosperity for all of its residents. Participants
include hundreds of representatives from the eight -county Madison region and range from HR professionals
and hiring managers to educators, entrepreneurs, elected officials, and emerging leaders. Recognizing the
link between diversity and economic growth and that thriving communities embody, embrace, and
encourage diversity, Summit participants are committed to tackling economic, workforce, and community
development issues in the Madison region. Each year, conversations held at the Summit focus on diversity
and economic development, with the goal of molding the region to become a model for economic inclusion.
Recent breakout session topics included "Building Business through Supplier Diversity," "Combating Implicit
Bias in the Workplace," "Entrepreneurship in Communities of Color," and "Immigration and the Madison
Region Workforce & Economy."
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#8: NORTHWEST ARKANSAS EMERGING LEADERS (ROGERS-LOWELL,
AR)
nwoemergingleaders.com
Realizing the need to connect to the young professionals and future leaders of the community, the Chamber
developed the Northwest Arkansas Emerging Leaders (NWAEL) in 2008. Membership and participation in the
program is open to anyone in the area that is looking to get involved in the community and strengthen their
leadership skills. Membership has increased significantly since the formation of the program, with the
number of members growing from approximately 100 in 2009 to nearly 450 in 2013.
One of the strengths of the program is that rather than simply teaching leadership principles through
educational sessions, as some traditional leadership programs do, NAEL Leaders aims to develop leadership
skills through experience by actively engaging the members in workgroups, projects, and programs. There
are five workgroups — legacy, political and government affairs, sustainability, greenways and trails, and
community enrichment — that members can be a part of based on their individual interest. Each workgroup
meets monthly and is charged with developing programs that will benefit the community.
Over the past several years, the organization has hosted dozens of events and programs aimed at educating
and engaging the members and making a positive impact on the community. Such projects include Lunch
with a Leader, a Board Service Certification Program, the Bike to School Initiative, a Voter Registration Drive,
and the creation of a Recycling Alliance. The Greenways and Trails Workgroup also helped to develop a
Community Bike Program, which provides free bikes for the public to use on the city's network of trails. The
program provides valuable opportunities to its members and as a result, is helping the members to
strengthen their leadership skills and knowledge, grow their careers, and expand their networks. The
education and support provided to these members is invaluable in helping to build a stronger future
generation of leaders in the Northwest Arkansas region.
STRATEGIC PLAN PEAR! j ,1:1
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PROSPERITY
February 2020
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Community
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TABLE OF CONTENTS
ProjectOverview......................................................................................................................................................................................1
SteeringCommittee................................................................................................................................................................................2
ExecutiveSummary.................................................................................................................................................................................3
Key Findings and Strategic Implications.......................................................................................................................4
CommunityAssessment........................................................................................................................................................................7
1. Introduction: Embracing a New Phase of Progress.............................................................................................8
2. A Continued Destination of Choice in Greater Houston................................................................................ 11
3. Pearland's People: Educated, YOung, and Diverse........................................................................................... 16
4. Implications of a Local -Serving Economic Composition................................................................................ 22
5. Economic Diversification: Opportunities and Challenges..............................................................................27
6. Traffic, Transportation, and the Jobs -Skills Mismatch.................................................................................... 35
7. Enhancing a "Sense of Place" in Pearland............................................................................................................42
8. Conclusion.........................................................................................................................................................................49
Appendix: Census Tract Map........................................................................................................................................................... 50
To view the entire plan and updates, visit www.peariandprosperity.com.
Prepared by Market Street Services, Inc.
COMMUNITY ASSESSMENT PEAR
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PROJECT OVERVIEW
Phase 1: Stakeholder and Community Engagement (July)
Qualitative feedback is a vital component that will be used to identify strategic priorities for the city of
Pearland with the understanding that much has been accomplished during the implementation of Pearland
20/20. Engagement will involve as many community stakeholders as possible through an online survey,
individual interviews, and multiple focus groups in order to assess how the city has changed in recent years
and identify its emerging strengths, weaknesses, challenges, and opportunities.
Phase 2: Community Assessment (July)
The Community Assessment will provide a detailed examination of the trends that have shaped Pearland's
growth in recent years as well as its competitiveness as a place to live, work, and do business. The Assessment
will weave qualitative feedback from phase one with deep quantitative data findings into a set of "stories"
that provide a concise narrative of the city's opportunities and challenges. When relevant, trends in the
Greater Houston region, particularly pertaining to economic diversification, will be utilized to identify
potential areas of economic opportunity.
Phase 3: Implementation Assessment (August)
The Implementation Assessment will provide an evaluation of Pearland 20/20's implementation activities in
order to gain a firm understanding of those areas where progress has been made and goals have been met,
those areas where clear progress remains to be achieved, and any barriers that have historically impeded
effective implementation. The assessment will also update Pearland 2020 performance metrics to give
perspective on the degree to which Pearland 20/20 implementation has made progress towards performance
goals.
Phase 4: Economic Development Strategic Plan (September — October)
The Strategic Plan represents the culmination of all the quantitative and qualitative research findings and
strategic implications. The Strategic Plan will guide the community's collective actions and will be geared
towards addressing challenges and capitalizing on opportunities. The plan will be holistic, actionable, and
measurable. Examples of best practice programs, policies, and initiatives from communities around the
country will be included when appropriate.
Phase 5: Implementation Guidelines (December)
The Implementation Guidelines will provide an important complement to the Strategic Plan. If the Strategic
Plan represents what the city of Pearland and its partners will pursue to enhance its economic development,
the Implementation Guidelines will define how the community and its partners can achieve objectives. These
guidelines will ensure that the community's current approach to implementation is leveraged and built upon
where appropriate, and revised and adjusted where necessary.
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STEERING COMMITTEE
This process will be guided by a Steering Committee comprised of representatives from the public, private,
and non-profit sectors. The following individuals have generously volunteered their time to serve the
community and this process by providing strategic guidance, input, and oversight throughout the process.
INDIVIDUAL
REPRESENTING ORGANIZATION, TITLE
Brandon Dansby (Chair)
Chair, PEDC Board of Directors
Stacy Adams
Commissioner, Brazoria County
Dr. Christal Albrecht
President, Alvin Community College
Carol Artz-Bucek
President, Pearland Chamber of Commerce
Charisse Barry
Barry Insurance
Dr. Ira Blake
President, University of Houston Clear Lake
Matt Buchanan
President, PEDC
Mona Chavarria
PEDC Board of Directors
Dr. Daniel Combs
Assistant Superintendent, Alvin Independent School District
Donna Coneley
Chair, Pearland Chamber of Commerce
John Hare
Vice -President, FloWorks International
Dr. John Kelly
Superintendent, Pearland Independent School District
Ernest Lewis
President & CEO, Adult Education Center
J. David Little
Councilmember, City of Pearland
John Loessin
Ace Hardware
John Lyle
PEDC Board of Directors
John McDonald
Director of Community Development, City of Pearland
Alan Mueller
Vice President, Gromax Development
Luke Orlando
Councilmember, City of Pearland
Clay Pearson
City Manager, City of Pearland
Trent Perez
Councilmember, City of Pearland
Mark Smith
Incoming Chair, Pearland Chamber of Commerce
David Wagner
HCA Houston Healthcare Pearland
0)
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EXECUTIVE SUMMARY
The Community Assessment evaluates Pearland's competitiveness as a place to live, work, and do business.
The Assessment is derived from a quantitative analysis of demographic, economic, socioeconomic, and
quality of life data as well as qualitative input from people who live and/or work in Pearland. Key findings
from research and input are woven together into seven key "stories" that explain the city's current realities,
key successes, and remaining challenges. Collectively, they take stock of conditions in Pearland as they
presently exist and identify initial areas that may warrant strategic attention. The seven key stories are:
1. Introduction: Embracing a New Phase of Progress
2. A Continued Destination of Choice in Greater Houston
3. Pearland's People: Educated, Young, and Diverse
4. Implications of a Local -Serving Economic Composition
5. Economic Diversification: Opportunities and Challenges
6. Traffic, Transportation, and the Jobs -Skills Mismatch
7. Enhancing a "Sense of Place" in Pearland
This Executive Summary provides an overview of key findings and strategic implications from the
Community Assessment. As will be discussed in this summary and in the full report, a key theme from
stakeholder input is that many Pearland residents feel the community is at an inflection point. Pearland has
in many ways "caught up" to the rapid population growth it has experienced in recent decades and
stakeholders are now beginning to ask what comes next. The Community Assessment serves as a starting
point for leaders in Pearland as they consider this question and begin developing their next Economic
Development Strategic Plan.
Before proceeding to the key findings, however, it is useful to briefly reflect on what such a strategic plan
can accomplish. At its core, economic development is about raising levels of prosperity and improving quality
of life for residents. Best -practice communities take a holistic approach to this work and consider the many
factors that influence community competitiveness and resident well-being. Doing so can convey a variety of
benefits to a community's residents and create a "virtuous cycle." As one example, a diversified, expanding
economy can translate into more local job opportunities, greater economic mobility, and a more sustainable,
balanced tax digest. A broader and deeper tax base can in turn fund additional investments and services
such as parks and trail infrastructure or public safety. Enhanced amenities and services can in turn help a
community remain attractive to existing and prospective new residents, which can serve to make the
community even more attractive to businesses. By continuing to embrace a proactive and holistic approach
to economic development, leaders in Pearland can make their community a more prosperous, successful,
desirable, and sustainable place.
COMMUNITY ASSESSMENT
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KEY FINDINGS AND STRATEGIC IMPLICATIONS
L Stakeholders believe Pearland's growth surge is slowing. According to input participants, while
there is still developable land in Pearland, the "low hanging fruit" that drove the community's rapid
population growth in recent decades is largely gone. Stakeholders also said that changes to state
annexation laws mean that the city's borders are unlikely to significantly expand in the near future.
Accordingly, stakeholders believe that the community's most rapid population growth is in the past,
a view that is supported to an extent by data. Between 2000 and 2010, Pearland's population
increased from fewer than 40,000 people to more than 91,000, a remarkable 142 percent growth
rate. From 2010 to 2018, Pearland grew at about 30 percent. To achieve the last decade's growth
rate, the city of Pearland would need to add another 105,000 people in the next two years.
L A significant focus in recent years has been "catching up" to rapid growth. According to
stakeholders, the community has expanded road infrastructure and connectivity, upgraded water
and sewer infrastructure, modernized local government service delivery and systems, built a fire
department from the ground up, and enhanced amenities such as parks and trails.
L "What's next?" is now a key question on the minds of many stakeholders. With Pearland having
made significant progress toward adding needed infrastructure and services, stakeholders contacted
through the input process said that Pearland's residents are beginning to have discussions about
the community's future. These discussions can be synthesized and distilled into a key question: How
will Pearland ensure its sustainability and maintain or even improve its status as a highly desirable
destination as its era of rapid growth draws to a close and the community begins to mature?
L Pearland remains a suburb of choice in Greater Houston. Excellent schools, relatively affordable
housing, proximity to employment hubs (especially the Texas Medical Center), and the community's
diversity remain attractive lures for new residents.
L Pearland has an especially strong value proposition for families with children. Around 88.0 percent
of online survey respondents either agreed or strongly agreed with the statement "Pearland is an
attractive and desirable place to live for families with children." Similar statements relating to young
professionals (65.7 percent agree or strongly agree), prospective young professionals (61.8 percent),
and retirees (52.8 percent) garnered less positive responses.
L Pearland's population dynamics are tied to the success of Greater Houston, and intra -regional
competition is intense. Brazoria County draws the vast majority of its new residents from Greater
Houston's core — Harris County. From 2011 to 2016, Brazoria County gained around 10,000 net new
migrants from Harris County. No other county contributed more than 342 net migrants during this
time period. That said, Brazoria County also experienced a net loss of residents to other counties in
the Greater Houston area. Stakeholders said they want to see Pearland continue to seek a
competitive edge as a destination of choice within the region.
COMMUNITY ASSESSMENT PEAR
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L Stakeholders said maintaining the community's attractiveness to new residents is critical to fiscal
sustainability. Residential and retail sales taxes represent a sizable share of city revenues. With the
community's most rapid growth likely in the past, stakeholders said they feared these revenues could
dip if the community does not take proactive steps to shore up its competitive position. As one
stakeholder put it, "in two decades, some other place will be the shiny new suburb." As Pearland
matures, many input participants noted that Pearland must continue to find ways to be attractive to
talented individuals with choices about where to live.
L New migrants moving into the city of Pearland have helped elevate educational attainment
levels. Between 2008 and 2012,just 45.6 percent of adults aged 25 and over who moved to Pearland
had obtained at least a bachelor's degree. But in the period between 2013 and 2017, this figure rose
to 60.1 percent. The result is that Pearland is becoming a more highly educated place. Rising levels
of educational attainment send a positive signal to prospective employers. Even though businesses
in Pearland draw from a larger labor shed, rising attainment levels often speak to a community's
capacity to sustain their long-term operations.
L Pearland's population is becoming more diverse. One key finding of the Pearland 20/20 process
was that the city's population had become "majority minority" between 2000 and 2010. Since that
time, the community has become even more diverse. Of more than 300 cities nationally with at least
100,000 people as of 2017, Pearland is one of just 17 where Asian, black, Hispanic, and white non -
Hispanic residents make up at least 10 percent of the total population. Pearland's highly educated,
highly diverse population could be seen as a significant strength by businesses that seek out diverse
communities for their viewpoints and perspectives. In some respects, Pearland today resembles what
the nation might look like in 30 years. As such, it allows prospective businesses to anticipate these
trends and adapt locally before broadening programs and strategies nationally.
L Despite its talent advantage, Pearland's economy still resembles that of a "bedroom community."
Pearland's employment base expanded in recent years, but much of this growth was concentrated
in sectors that serve the local population. In contrast to some peer suburbs, Pearland has not
developed as dynamic job center. As of 2018, roughly half (47.8 percent) of Pearland's employment
were in either the retail trade, government, accommodation and food services, or health care and
social assistance sectors. Combined they represent roughly 20,000 jobs.
L Stakeholders expressed differing views on whether Pearland should aspire to be a "job center."
Some input participants said they wanted to see Pearland remain a bedroom community. Others
said that not diversifying the local economy could come with a long-term fiscal risk. Declining
Millennial net worth, falling birth rates, and an uncertain future for bricks -and -mortar retail could
have implications for communities whose tax digest is tailored toward housing and retail and food
sales.
L Attracting primary employers (such as a manufacturer or corporate headquarters) expands
opportunities available to residents while also helping to sustain retailers and restaurants within
the community. For instance, it is not uncommon that a single manufacturing job supports two to
three other jobs locally through supplier relationships and employee spending on local goods and
services.
COMMUNITY ASSESSMENT PEAR ■
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L Economic diversification will require an intentional approach. Economic development is an
ongoing process, and stakeholders identified several areas in which Pearland must continue to
improve it is to be competitive. For instance, input participants said the community has land that
could be well-suited to commercial and industrial uses, but many of these sites are hampered by
having multiple owners and/or other issues that require mitigation. Stakeholders said making these
sites truly "shovel ready" will require a proactive approach from the Pearland Economic
Development Corporation (PEDC) and its partners. Stakeholders also said Pearland must
continuously improve its local business climate, expand infrastructure capacity, and enhance its
small business and entrepreneurship ecosystems if it is to meaningfully "move the needle."
L Traffic and long commute times are front -of -mind for many stakeholders. When asked to provide
an open-ended response to the question "What do you believe to be the biggest challenge facing
Pearland as it seeks to grow quality jobs that elevate standards of living for its residents?" 22.9
percent of all responses included the word "traffic." For comparison, 10.9 percent of all responses
included the word "Pearland." Stakeholder concerns are supported by data — a greater share of
Pearland residents are experiencing longer commutes. Approximately 60.7 percent of Pearland's
residents experienced a commute to work of at least 30 minutes — the next highest percentage
among a peer city was Sugar land (53.1 percent).
L Pearland 20/20 has made extensive progress in advancing Pearland's community aesthetics.
Pearland 20/20 has made extensive progress in advancing community aesthetics. Although many of
Pearland 20/20's more transformative components will soon be implemented, the Pearland
Economic Development Corporation, the City of Pearland, Keep Pearland Beautiful, and the
Convention and Visitors Bureau along with other partners have laid the groundwork that will further
beautify the city's commercial corridors. For instance, intersections along 288 will soon experience
change including landscaping, water features, and landmark sculptures that enhance and reinforce
the community's brand.
L Quality of life and quality of place amenities will be critical to maintaining Pearland's status as a
destination of choice. Stakeholders contacted through the public input process said they wished to
see more amenities and gathering locations that promote social capital and social cohesion. Input
participants said they wanted more entertainment options and "every day" places to meet with
friends.
COMMUNITY ASSESSMENT PEAR 9,.
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COMMUNITY ASSESSMENT
This Assessment examines how the city of Pearland has changed within the last five years and the competitive
issues it now faces through the lens of what Market Street believes to be three critical aspects of a community:
its people, their prosperity, and the quality of the place. Findings related to these key attributes are
incorporated into seven key stories that explain the city's current realities, key successes, and remaining
challenges. These stories emerged from public input provided by city of Pearland stakeholders as well as in-
depth analysis of data covering demographic, socioeconomic, economic, and quality of life trends in the
community. Collectively, they take stock of conditions in Pearland as they presently exist and identify initial
areas that may warrant strategic attention.
FOCUS GROUPS AND INTERVIEWS: A thorough assessment of a community's strengths, weaknesses,
opportunities, and challenges must be informed by input from the people that live and work in the city.
Accordingly, a series of focus groups and interviews with individuals from the community's public, private,
and non-profit sectors was conducted in July 2019.
Public input — including that which was received via focus groups, interviews, and an online survey — is
differentiated throughout the report and presented in blue text.
ONLINE SURVEY: In addition to in-person input solicited via focus groups and interviews, an online
community survey was open to the public for roughly three weeks in June and July 2019. A total of 2,390
residents, workers, and business leaders responded to the survey. This valuable input will serve as a
foundation for the process and ensure that the Assessment and forthcoming Strategic Plan are informed of
the needs, wants, and opinions of residents, workers, and businesses in the city of Pearland.
DATA SOURCES: A variety of public and private data sources are used throughout this Assessment. A great
deal of information is drawn from the Census Bureau and other public sources including the Bureau of Labor
Statistics (BLS), the Bureau of Economic Analysis (BEA), the National Center for Education Statistics (NCES),
and the Internal Revenue Service (IRS) among others. Proprietary data covering employment, wages, exports,
and other economic data is provided by Economic Modeling Specialists, Inc. (EMSI). In all cases, Market
Street utilized five-year American Community Survey (ACS) estimates in order to minimize sampling error
and ensure precision in the analysis. The Census Bureau develops five-year estimates by aggregating survey
results from a community over the course of a five-year period. This assessment utilizes 2012 data, collected
beginning in 2008 and ending in 2012, and 2017 data, collected beginning in 2013 and ending in 2017.
COMPARISON GEOGRAPHIES: Throughout this Assessment, the city of Pearland is utilized as the primary
geographic unit of analysis, and is typically referred to as "the city of Pearland" or "Pearland" in the body of
the report as well as in tables, charts, and other figures. Where data was unavailable at the city -level, Market
Street utilized three zip codes (77584, 77581, and 77588) to approximate the city of Pearland. All data
from Economic Modeling Specialists, Inc. (EMSI) uses this zip code approximation.' In addition to state
and national averages, the city's performance is benchmarked against the following cities: Cary, NC;
McKinney, TX; and Sugar Land, TX. Like Pearland, these are highly educated, diverse, and growing suburbs
' Zip code 77588 is a P.O. Box -only address in the city of Pearland.
COMMUNITY ASSESSMENT PEAR
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within some of the nation's most dynamic regional economies. Additionally, McKinney and Sugar Land were
utilized as benchmarks during the Pearland 20/20 process.
1. INTRODUCTION: EMBRACING A NEW PHASE OF PROGRESS
Among the many complex and interconnected forces that shape our communities, none is more impactful
than intentional effort — cultivated first in the mind, transformed into will, and translating into action. Best -
practice communities understand that they must commit time, resources, and resolve in order to
meaningfully improve their attractiveness as a place to live, work, and do business. Because these investments
can be immense, it is common to focus first on immediate needs. Periods of rapid change can further shorten,
if not eliminate altogether, time for reflection and anticipation. But there are occasions in the lifecycle of a
community that afford citizens and stakeholders the opportunity to reflect on past accomplishments and
look ahead to what their community can become. It is a time when "what's next?" is at the top of the
mind. According to its stakeholders, Pearland has reached such a point.
Throughout much of its recent history, Pearland has been defined by rapid population growth and
developing the infrastructure, services, and systems to accommodate it. Unlike communities that have grown
steadily over generations, Pearland has experienced transformative growth packed into a few decades. The
work that the community has done to accommodate this growth in a short amount of time is commendable.
It has expanded road infrastructure and connectivity, upgraded water and sewer infrastructure, modernized
local government service delivery and systems, built a fire department from the ground up, and enhanced
amenities such as parks and trails. One outcome of these responses is a community with high resident
satisfaction. Every other year, Pearland participates in the National Citizen Survey, a nationwide assessment
of local government services, policies and management. According to 2017 data from the NCS, 9 out of 10
Pearland residents describe the city as a good or excellent place to live.
Pearland has also been purposeful and forward -thinking in its approach to community and economic
development. In recent years, it has advanced Pearland 20/20, a holistic community and economic
development strategic plan convened by the Pearland Economic Development Corporation (PEDC) in
partnership with the City of Pearland, its elected officials and departments, and numerous other public,
private, and non-profit organizations and volunteers. This effort continues to positively shape the
community's future by ensuring that it maintains and advances its attractiveness to business and the talent
they need to compete. Although the next phase of this process, the Implementation Assessment, will provide
a more comprehensive overview of the implementation of Pearland 20/20, it is appropriate to highlight some
of the high-level accomplishments here. Among other things, the Pearland 20/20 initiative has accomplished
the following:
L Aggressively expanded economic development marketing capacity to position Pearland as a
destination for business particularly those operating in the health care and life sciences sectors
L Successfully attracted and retained multiple employers in the city of Pearland
L Began the transformation of the Lower Kirby District into a destination for headquarters, life
sciences, and other professional and technical service operations
a)
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�.,
L Continued to support planning, designing, and construction of priority road and highway projects
activated Municipal Management Districts to improve the SH 288 corridor and developed a strategy
to encourage development and revitalization along SH 35
L Implemented beautification strategies including the SH 288 Master Plan, gateway features, and SH
35 entryway and corridor enhancements with partners including the City of Pearland, Keep Pearland
Beautiful, and the Convention and Visitors Bureau among other organizations
Pearland 20/20 is not the only example of intentional effort shaping the city — the Clear Creek Master Plan,
the 2040 Regional Transportation Plan, the five-year, $676 million Capital Improvement Plan, and the recently
approved Multi -Modal Plan that will include a Trails Master Plan and Sidewalk Gap Analysis for the City of
Pearland will meaningfully transform the city and make it a more dynamic place to live. These initiatives are
at various planning and implementation stages, and some results will be realized over a period of time
measured in decades rather than years. But taken together, they are further evidence of a community focused
on continued improvement.
Input participants said that there have clearly been "growing pains" associated with Pearland's population
and development boom. But while some challenges remain, stakeholders lauded the community's progress
in responding to its growth. Said one input participant, "It feels like the last five years have almost been fine-
tuning the initial surge of people that were here." However, many input participants also said they believed
that the community's biggest growth surges may be in the past. When discussing the community's supply
of developable land, stakeholders said most of the "low -hanging fruit" that drove Pearland's development
boom has been utilized. Remaining sites tend to be smaller and/or have barriers to development.
Additionally, some areas — particularly those on the east end of the community that were developed earlier
— could benefit from redevelopment.
In short, a key theme from the public input process is that there is an emerging consensus that Pearland
is on the cusp of a new era. The community's recent history has been typified by rapid growth. Stakeholders
said they feel that the community is "catching up" to this growth in many ways and have much to be proud
of in recent years. However, stakeholders contacted through the input process also said that Pearland's
residents are beginning to have discussions about what comes next for the community. These discussions
can be synthesized and distilled into a single key question: How will Pearland ensure its sustainability and
maintain or even improve its status as a highly desirable destination as its era of rapid growth draws to a
close and the community begins to mature?
Now is an opportune time to ask this question. Suburban communities around the United States are facing
a new paradigm that will bring both challenges and opportunities. Sun Belt suburbs such as Pearland remain
among the fastest growing communities in the country. However, trends such as e-commerce and peer-to-
peer technologies could alter sectors such as retail, food service, and accommodation that are critical to the
tax base of many localities. Additionally, shifts in generational preferences and financial hurdles faced by
younger generations could have a variety of implications. Communities that address these issues will
unquestionably chart a more sustainable course for their community and economic development.
Many of the themes discussed in this Community Assessment will be familiar to engaged stakeholders in
Pearland. Some are similar to findings in the Pearland 20/20 Assessment and some have even been defining
COMMUNITY ASSESSMENT PEAS ■
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issues in the community for decades. But it is important to begin this latest strategic planning process with
an updated look at the community's overall competitive position. Additionally, the Assessment discusses
what has changed in Pearland in the past five years while comparing themes to national trends with an eye
toward their strategic implications for the future. These discussions will be complemented by broader
generational and industry trends that may provide guidance on how Pearland can enter a new phase of
development sustainably while, at the same time, continuing to improve its quality of life, boost social capital,
and ensure access to economic opportunity for all residents.
m)
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2. A CONTINUED DESTINATION OF CHOICE IN GREATER HOUSTON
In the "Competitive Assessment" conducted as part of the Pearland 20/20 process in 2012, Pearland was
described as a "suburb -of -choice" in metropolitan Houston which benefitted from "Texas -centric" migration
into Brazoria County. These observations largely remain relevant today, though with a few key differences or
updates. As previously referenced in this Assessment, Pearland has experienced a sustained period of rapid
population growth and new development. This is by now a familiar story to the community's residents. Not
surprisingly, growth and how it has shaped and transformed the community was one of the most common
themes discussed by stakeholders during the public input process. But it is nevertheless useful to put the
scale of Pearland's growth into context. Between 2000 and 2010, Pearland's population increased from fewer
than 40,000 people to more than 91,000, a remarkable 142 percent growth rate. Growth since that time has
continued to be strong. As shown in Figure 1, among all cities in Texas with a population of at least 100,000
as of 2018, Pearland had the third-highest population growth rate between 2010 and 2018. Only Frisco and
McKinney grew faster.
Figure 1: Population Index for Texas Cities with 100,000 Population or Greater, 2010-2018
Source: United States Census Bureau, Population Estimates (Released May 23, 2019)
160.0
150.0
140.0
130.0
120.0
110.0
100.0
90.0 —
2010 2011 2012 2013 2014 2015 2016 2017 2018
Frisco, TX McKinney, TX Pearland
COMMUNITY ASSESSMENT
Sugar Land, TX
PEARJ
PROSPERITY
Note: The gray lines in the above graphic show population growth for all other Texas cities with at least 100,000 residents
between 2010 and 2018, with population for 2010 indexed to 100.
During the public input process conducted for the Pearland 20/20 process in 2012, many stakeholders
suggested that the community's growth trajectory was not sustainable. While this will likely prove to be the
case in the future, the community still grew rapidly during the most recent five-year period for which data is
available. As shown in Figure 2, between 2013 and 2018, Pearland's population grew by more than 19,000
residents, good for a growth rate of 18.6 percent. In comparison, Texas' population increased by just 8.4
percent during this time period. Only McKinney (28.4 percent) grew faster in both proportional (28.4 percent)
and absolute (42,438 new residents) terms among comparison communities.
Figure 2: Total Population, 2000-2018
Source: United States Census Bureau, Population Estimates (Released May 23, 2019)
Pearland
46,727
94,083
102,955
Cary, NC
97,012
137,021
151,257
McKinney, TX
56,219
132,943
149,207
Sugar Land, TX
65,434
108,417
113,501
Texas
20,944,499
25,242,679
26,489,464
United States 282,162,411 309,326,085 316,057,727
122,149 19,194
168,160 16,903 1111.2%
191,645 42,43828.4%
118,600 5,099 � 4.5%
28,701,845 I2,212,381 5.4%
327,167,434 11,109,707 � 3.5%
At the time of the Pearland 20/20 process, there was uncertainty about whether the kind of robust suburban
growth seen in the preceding figure would continue. A Wall StreetJourna( article from June 2012 noted that
growth in central cities outpaced suburban growth on a year -over -year basis, something that had not
happened since the 1920s.2 But subsequent years have revealed that the rise in central city growth did not
continue, particularly in the Texas Triangle. According to a recent analysis of U.S. Census Bureau data by
Brookings' demographer William H. Frey, suburban growth remains an important component of each
metropolitan area in the Triangle — particularly in Greater Houston. As shown in Figure 3, the gap in year -
over -year growth between central cities and suburbs was relatively narrow in the 2011 to 2012 timeframe.
But between 2017 and 2018, suburban growth far outpaced central city growth.
2 Conor Dougherty and Robbie Whelan. "Cities Outpace Suburbs in Growth." Wall Street Journal. Updated June 28, 2012.
o�
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
Figure 3: Central City vs. Suburban Population Growth Rates, 2011-2012 vs. 2017-2018
Source: Brookings, U.S. Population Estimates released May 23, 2019
4.0%
3.5%
01
0
3.0%
`r
o rn
°\o
2.5%
2.0%
o
o M
0
0
o
M
o
1.5%
7 N
N
N
Oo
N
• nj
1.0%
1_
OR
810
M
0.5%
�,
o
0
0
0.0%
Dallas -Fort Worth-
Houston -The
San Antonio -New
Austin -Round
Arlington, TX
Woodlands -Sugar
Braunfels, TX
Rock, TX
Land, TX
■ Primary City Growth (2011-2012)
Suburban Growth (2011-2012)
Primary City Growth (2017-2018)
Suburban Growth (2017-2018)
That said, a key factor in Pearland's population growth has been the overall attractiveness of the Greater
Houston region and migration from Harris County to the suburbs. As the fifth largest metropolitan area
in the United States, the Greater Houston region has proven to be one of the nation's most dynamic talent
magnets as shown by recent migration data provided by the Internal Revenue Service. The IRS' Statistics
of Income program offers detailed insight into the origins and destinations of domestic migrants. This data
is compiled from anonymized tax return data. If a given return moves from one county to another between
tax years, the program categorizes that return — and all its associated exemptions — as having migrated
between counties. Examining the number of exemptions that move from county to county in a given year
can provide a rough estimate of the net flow of actual people from place to place. It is important to emphasize
that the IRS data captures only those households that file tax returns in consecutive years.'
IRS data reveals that Greater Houston (officially the Houston -The Woodlands -Sugar Land, TX Metropolitan
Statistical Area) saw strong net in -migration from many of the other top regions in the United States. Between
2011 and 2016, Greater Houston received a net inflow of more than 6,700 individuals each year from the
nation's three largest regions — New York, Los Angeles, and Chicago. That is, 6,700 more individuals moved
3 This data program has some limitations. While it provides information on the number of exemptions claimed on every return,
this metric does not have an exact one-to-one relationship with actual people in a household. Second, the program tracks only
those tax filers who submit a return in two consecutive years. As such, the program is known to undercount the elderly, college
students, immigrants, and others who may not file a tax return in consecutive years.
o)
COMMUNITY ASSESSMENT PEAR ■
PROS PE P IT',
to Greater Houston from these regions than moved in the other direction. Greater Houston also received net
in -migration (albeit in smaller numbers) from other "talent magnet" regions such as Atlanta, Dallas, and
Washington, D.C. During this time period, the only region to which Greater Houston lost a significant number
of net migrants was Austin, which attracted a net annual flow of roughly 1,100 residents per year.
Unfortunately, the IRS does not provide data below the county level, meaning we cannot isolate migration
trends to the City of Pearland. Additionally, the City of Pearland lies within multiple counties (including a
small portion of mostly commercial land in Harris County itself). However, a large majority of Pearland's
residents live in Brazoria County and between 2011 and 2016, Pearland accounted for the majority of Brazoria
County's growth (57.8 percent). Accordingly, IRS data for Brazoria County can shed some light on the
communities from which Pearland is attracting new residents. The data shows that Brazoria County receives
a majority of its in -migration from the Houston region, Harris County in particular. As shown in Figure 4,
there was a net flow of more than 9,200 residents from Harris County to Brazoria County between 2011
and 2016. The next -largest source of in -migrants to Brazoria County during this time period was Jefferson
County, TX (Beaumont and Port Arthur) with 342. Based on this data it is appropriate to amend the conclusion
from the Pearland 20/20 Assessment that Pearland is benefiting from "Texas -centric" migration. In recent
years, it is more accurate to say that the community's growth has been driven in large part by "Houston -
centric" migration, as Brazoria County is drawing only a small number of new migrants from all other counties.
Figure 4: Top Sources and Destinations (Brazoria County), 2011-2016
Source: Internal Revenue Service, Retrieved January 2019
Harris County, TX
Jefferson County, TX
Hidalgo County, TX
Los Angeles County, CA
Matagorda County, TX
Hillsborough County, FL
Cameron County, TX
East Baton Rouge Parish, LA
Cook County, IL
Miami -Dade County, FL
3,617
9,272 Galveston County, TX
(393)
(1,193)
166
342 Fort Bend County, TX
(159)
(521)
105
300 Montgomery County, TX
(137)
(507)
86
221 Comal County, TX
(89)
(177)
81
192 Hays County, TX
(70)
(133)
95
191 Victoria County, TX
(42)
(107)
66
186 Williamson County, TX
(51)
(103)
94
172 Polk County, TX
(46)
(93)
74
169 Travis County, TX
(71)
(75)
79
154 Collin County, TX
(13)
(59)
Because the Greater Houston region is one of the nation's most dynamic job markets with strong potential
to attract new talent and investments, Pearland is well positioned for future success. Its primary competition
will come from other communities in Greater Houston; differentiating from these places will be among
the most important considerations for Pearland in the years to come. Fortunately, Pearland's growth
COMMUNITY ASSESSMENT
m)
PEAR �
PROS PE R IT',
dynamics in recent years demonstrate that it has continued to be a suburb of choice within Greater
Houston. The reasons why Pearland remains such an attractive destination should be familiar to
stakeholders. Among the most common answers given during the public input process were excellent
schools, relatively affordable housing, close proximity to employment hubs (especially the Texas Medical
Center), and the community's diversity. Taken together, these factors constitute an incredibly solid
foundation for an attractive community for new residents.
Respondents to the online survey, for instance, gave schools in the Pearland area high marks. Survey
respondents were asked whether they or their children had attended a PK -12 school within the past five
years; respondents who answered yes to this question were then asked with which Independent School
District (ISD) they were most familiar. Among respondents who said they were familiar with Alvin ISD or
Pearland ISD (the two districts that serve the majority of Pearland households), 86.5 percent agreed or
strongly agreed with the statement "children in this district receive a high-quality education." (It is important
to note that stakeholders also said that some groups — especially young professionals without children — may
find Pearland to be a relatively less attractive destination. The factors that influence this dynamic are
discussed in the seventh chapter of this Assessment.)
While caution must be exercised in drawing broad conclusions from a single data point, Pearland's year -
over -year population growth rate was just 1.9 percent between 2017 and 2018, down from an annual average
of 3.5 percent between 2010 and 2017. Whether this is a temporary "blip" or the start of a larger trend is
unclear at this time. But during the public input process, many stakeholders in Pearland said they expected
the community's growth trajectory will slow in the coming years. The primary reason is spatial — while not
quite at "buildout," input participants with knowledge of the community's land use and real estate
markets said that the type of growth that propelled the community's expansion in recent years will not
be replicable in the decades to come. Stakeholders noted that "greenfield" sites suitable for residential
development within the city limits of Pearland are dwindling, and those sites that remain tend to be smaller
and/or have conditions that make development more difficult. Developing the community with more dense
uses (e.g. mid -rise multifamily buildings on smaller footprints) was a topic on which there was significant
disagreement during public input, with some participants strongly in favor and others strongly opposed.
Stakeholders also said that recent changes to annexation laws in Texas will make it more difficult for the City
of Pearland to grow its footprint in the foreseeable future.
Some input participants said they would welcome growth slowing significantly in Pearland (some
stakeholders offered a similar sentiment during the Pearland 20/20 process). Other stakeholders
expressed apprehension as to how the community would be perceived if growth significantly slowed; as
one stakeholder put it, "in two decades, some other place will be the shiny new suburb." As Pearland
matures, many input participants noted that Pearland must continue to find ways to be attractive to
talented individuals with choices about where to live. Later chapters of this assessment will discuss factors
such as job growth and diversification and quality of place that will influence this relative attractiveness. The
next chapter, however, focuses additional attention on Pearland's demographic makeup following the
community's recent boom.
o)
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
3. PEARLAND'S PEOPLE: EDUCATED, YOUNG, AND DIVERSE
The previous chapter focused on Pearland's growth largely from a numeric perspective. It is also important
to examine how the community's growth has impacted other demographic factors, including educational
attainment levels, age dynamics, and diversity.
Data suggests that Pearland is a beacon in the Greater Houston region for highly educated individuals.
According to data covering the five-year period ending in 2017, individuals who moved into Pearland tended
to have higher levels of educational attainment than both Pearland's existing resident population and the
national averages for all "migrants." Of the new residents who moved to Pearland from somewhere else in
the United States between 2013 and 2017, the U.S. Census Bureau estimates that 60.1 percent held a
bachelor's degree or higher. The national average for domestic migrants was 36.9 percent during this time
period. Moreover, domestic migrants to Pearland during this time period were also significantly more
educated than those individuals who arrived between 2008 and 2012. During this span, just 45.6 percent of
domestic migrants into Pearland held a bachelor's degree, far behind the rates seen in Cary, NC (62.3 percent)
and Sugar Land (51.2). Figure 5, however, shows that this gap has closed significantly. Between 2013 and
2017, domestic in -migrants into Pearland held bachelor's degrees at a rate that trails Cary and Sugar Land
byjust 5.9 and 2.1 percentage points, respectively.
Figure 5: Educational Attainment of Domestic Migrants (Aged 25 or Older), 2012-2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Data Dec 17, 2013; Dec. 6, 2018
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
45.6% 45.2% 51.2% 49.1%
62.3% 60.1% 66.0% 63.2%
.•.
28.2% 25.4% 23.3%
15.1%
22.0%
32.3%
16.3%
21.3%
mmo
Pearland Cary, NC McKinney, Sugar Pearland Cary, NC McKinney, Sugar
TX Land, TX TX Land, TX
2008-2012
■ High School Diploma or Less
Bachelor's Degree or Higher
2013-2017
■ Some College/Associate's Degree
COMMUNITY ASSESSMENT
o)
PEAR
PROSPEPITY
This influx of highly educated individuals has helped make Pearland a more educated place in 2017 than
it was five years prior. According to data collected between 2013 and 2017, approximately 47.3 percent of
Pearland residents aged 25 or older possessed a bachelor's degree education or higher — a 2.0 percentage
point rise over the five-year period ending in 2012. Four-year or advanced degrees are not the only
attainment category to increase in the city. Pearland's share of residents whose highest level of attainment
was an associate's degree (9.1 percent) increased by 1.4 percentage points overthe same period —the highest
growth rate among its peers. Only McKinney (9.6 percent) possesses a higher share of residents with
associate's degrees or higher. Two year -degrees, certificates, and other forms of postsecondary training are
an increasingly important component of a community's talent base.
Overall, while Pearland is a highly educated place relative to both the state and national averages,
educational attainment rates in some other "destination suburbs" are higher, even after accounting for
associate's degrees. Both Cary, NC (72.5 percent) and Sugar Land (65.0 percent) have higher associate's
degree attainment rates. In terms of growth, however, Pearland's 3.4 percentage point gain in the proportion
of its population with an associate's degree or higher between the five-year periods ending in 2012 and 2017
outpaced all comparison geographies with the exception of Sugar Land (5.9 percent).
Pearland's high educational attainment rates are a major strength. In an increasingly knowledge-based
economy, businesses across a variety of economic sectors are increasingly weighting access to skilled talent
as the most important factor influencing their site location decisions. The ability to locate in close proximity
to a highly educated local population offers a significant competitive advantage relative to many other areas
within a large, dynamic regional economy.
Figure 6: Median Household Income
Source: United States Census Bureau, American Community Survey 1 Yr., Released Dec. 6, 2018
$140,000 20.0%
$120,000 15.8%
7.7%
15.0%
F
10.5% 00
$100,000 o I 0)
°0°^ o 9.1% 9.8% 10.0%
O N - i
$80,000 +�Ln +n
a) M
5.0%
$60,000
0.0%
$40,000 m
Ln
$20,000 -5.0%
$0 % ■ -10.0%
Pearland Cary, NC McKinney, TX Sugar Land, TX Texas United States
_W81%
0411 WA
l 5 Yr. Pct. Change
Educational attainment is also strongly associated with an individual's earning potential. As Pearland's adult
population becomes more educated, it is therefore not surprising to see strong gains in household income.
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
But the growth in Pearland's median household income figure has been particularly remarkable. As shown
in Figure 6, between 2012 and 2017, the median household income in Pearland increased by 15.8 percent
compared to state and national gains of 9.1 and 9.8 percent, respectively. Among comparison communities,
only McKinney posted a double digit gain.
Figure 7: Percentage Point Change by Age Group
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
Cary, NC
McKinney, TX
Sugar Land, T,
Texas
United States
■ -1.8%
, -1.0% ■ -1.9% [7�%
. -2.0%
I -0.1% - -2.4% 2.3°
< -2.4%
I -0.3% E 0.8% -
-2.5%
. -1.1%
I -0.1%
I -0.1%
I -0.1%
1.3%
. -1.2%
0.0% I
-0.3% I
-0.2%
idl.7%
Another factor that firms are increasingly considering when making location decisions is age dynamics.
Companies making long-term investments want to be assured that current workforce strengths are
sustainable many years into the future. Accordingly, a community with a relatively younger talent base could
enjoy a competitive advantage. During the public input process, some stakeholders said that as Pearland has
"matured" as a more established suburb, its age dynamics have also begun to skew older. But while data
does indeed show that Pearland's demographics have skewed slightly older in recent years, the
community remains a relatively young place. As shown in Figure 7, between 2012 and 2017, the 45 -to -64
and 65 -and -over age brackets grew proportionally in Pearland while all other age bands declined as a share
of total population. It is important to note that in numeric terms, the city added population in each of the
aforementioned age categories. For instance, there were more residents aged 19 or under in Pearland in
2017 than there were in 2012. But this age bracket made up a comparatively smaller of the community's
2017 population than it did in 2012.
Compared to peer communities, however, Pearland's gains among those aged 45 to 64 and 65 and over are
less pronounced than in other communities as shown in the preceding figure. Additionally, despite the
relative growth of older age groups, the city of Pearland remains relatively young compared to its peers.
Just 10.3 percent of Pearland residents are aged 65 and over compared to the national average of 14.9
percent. Among comparison geographies, only McKinney (9.4 percent) had a smaller percentage of 65 and
over residents. Additionally, Pearland's 45 to 64 age group - those residents who will reach retirement age
within the next two decades - also represents a smaller share of the city's total population relative to the
national average as shown in Figure 8.
o�
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
Figure 8: Age Composition, 2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
100%
90% '
80% 22.9%
23.8% 0
o � ° 0 28.4/0 26.1%
70 /0 31.2%
60%
50% 30.8% 30.5% 28.1%
40%
28.9% 23.8% 26.4%
30% 5.3% 0 5.1% 7.2%
5.5% 7.0%
20%
10%
0%
Pearland Cary, NC McKinney, Sugar Land, Texas United
TX TX States
■ 0-19 ■ 20-24 25-44 45-64 ■ 65+
Another key finding from the Pearland 20/20 Assessment was the fact that Pearland had become a "majority -
minority" community. Between 2000 and 2010, the share of the community's population made up of non -
Hispanic white persons decreased by 24.6 percentage points, and as of the 2010 Census, the community's
non -Hispanic white population stood at 48.9 percent. In recent years, Pearland has become even more
racially and ethnically diverse. As shown in Figure 9, between the five-year periods ending in 2012 and 2017,
the proportion of white non -Hispanic residents in Pearland decreased by 4.7 percentage points. Meanwhile,
Pearland's Asian, black, and Hispanic populations all increased as a proportion of the community total — none
of the other three suburban comparisons saw all three of these groups grow in relative terms. Pearland's
demographic shift during this time period was similar to state and national trends but even more
pronounced. Its white non -Hispanic population decreased more sharply and its Asian, black, and Hispanic
populations grew relatively faster than those of both Texas and the United States.
o)
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
Figure 9: Percentage Point Change in Racial and Ethnic Composition, 2012-2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
Pearland
Cary, NC
McKinney, TX
Sugar Land, TX
Texas
United States
M
E1.5%
�
E
I
-4.7%
0.8%
1.4%
0.0%
-
I
E0.6°
-5.3%
1.0%
4.2 o
-0.5%
.
�
I
E0.6%
-2.4%
1.0%
1.1%
-0.3%
'
[:�4%
I
�
-1.8%
-1.1%
-0.5%
0.0%
.
�
1
J.3%
-2.4%
0.2%
0.6%
1.3%
.
-2.2%
0.1%
� 0.5%
E 1.3%
50.
%
As shown in Figure 10, Pearland remains a highly diverse community even relative to other majority -minority
geographies. For instance, while white non -Hispanic residents make up a slightly smaller percentage of the
population in Sugar Land and Texas, both of these geographies also have a second racial or ethnic group
that makes up nearly 40 percent of the population. In Sugar Land, Asians account for 39.0 percent of the
population, while 38.9 percent of Texas residents are Hispanic. In contrast, Pearland's minority groups are
relatively more balanced, with Hispanic (21.7 percent), black (17.5), and Asian (13.4) residents all
accounting for at least 10 percent of the population. This level of racial and ethnic diversity is rare among
larger cities in the United States. Of more than 300 cities nationally with at least 100,000 people as of
2017, Pearland is one of just 17 where Asian, black, Hispanic, and white non -Hispanic residents make up
at least 10 percent of the total population.
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
Figure 10: Racial and Ethnic Composition, 2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
100%
6.1%
4.5%
5.3%
90%
13.4%
16.8%
11.7%
°
11.4/0
o
12.3/0
80%
17.5%
7.7%
39.0%
70%
8.1%
18.4%
17.6%
60%
38.9%
21.7%
6.4%
50%
9.6%
40%
30%
10%
0%
Pearland
Cary, INC
McKinney,
Sugar Land,
Texas
United
TX
TX
States
■ White, Non -Hispanic Hispanic Black, Non -Hispanic Asian, Non -Hispanic ■ Other
Businesses are increasingly seeking an educated, diverse set of viewpoints to drive competitiveness.
Pearland's resident population in this regard is an immense asset that can effectively enhance the
community's attractiveness to outside companies or those seeking to expand locally. Additionally, research
suggests "openness" is a critical factor in a community's ability to attract and retain talent.' An additional
discussion of Pearland's openness and diversity will be included in the seventh chapter of this Assessment.
4 "Knight Soul of the Community 2010." John S. and James L. Knight Foundation and Gallup. 2010.
COMMUNITY ASSESSMENT
PEAR 0
PROSPERITY
4. IMPLICATIONS OF A LOCAL -SERVING ECONOMIC COMP03i i ivi\j
While rapid population growth has brought transformational change to Pearland in recent decades, the
community's economic structure still largely resembles that of a "bedroom community." That is, a
relatively large portion of the jobs based in Pearland are in sectors that primarily serve local residents
such as retail. Meanwhile, sectors that "export" goods and services to other markets (both domestic and
international) are relatively less concentrated in the local economy. Figure 11 shows Pearland's economic
composition; the sectors are sorted in descending order by number of jobs as of 2018.
Figure 11: Employment by Sector in Pearland, 2013-2018
Source: Economic Modeling Specialists International, Datarun 2019.2
Retail Trade
0
1.7
7,375
1,238
Government
0.6
1.0
6,605
311
Accommodation & Food Services
42,036
1.7
6,030
1,269
Health Care & Social Assistance
❑
0.9
4,917
1,320
Construction
❑
1.3
3,042
517
Other Services
1
1.4
2,769
438
Prof./Sci./ & Technical Svcs.
0.7
2,034
172
20.2% 4.7%
4.9%
26.7%
36.7%
20.5%
18.8%
9.2%
Manufacturing
0
0.6
1,946 638 -24.7%
Admin./Waste Mgmt./Remed. Svcs.
*
0.6
1,648
112 -6.3%
3.4%
42,036
5,059
13.7%
Finance & Insurance
Arts, Entertainment, & Recreation
Transportation & Warehousing
Educational Services
Real Estate & Rental & Leasing
All Other Sectors
Total
+ 0.5
- o
46 5.7%
155 22.1%
116 16.4%
152 25.9%
1
13
10
18
12.4
5.0
1U
1.S
7.1
15.0
1.2
854
21.2%
0.5
820
0.3 787
0.7
739
- o
46 5.7%
155 22.1%
116 16.4%
152 25.9%
1
13
10
18
12.4
5.0
1U
1.S
7.1
15.0
COMMUNITY ASSESSMENT
$27,469
$44,754
$17,956
$41,836
$72,329
$25,117
$61,400
$68,098
$40,476
$65,413
$56,509
$19,565
$56,632
$18,447
$52,264
$79,860
$40,442
PEAR
PROSPEPITY
1.0 702
123
21.2%
11.1%
+
0.3 787
310
65.0%
3.4%
42,036
5,059
13.7%
8.2%
COMMUNITY ASSESSMENT
$27,469
$44,754
$17,956
$41,836
$72,329
$25,117
$61,400
$68,098
$40,476
$65,413
$56,509
$19,565
$56,632
$18,447
$52,264
$79,860
$40,442
PEAR
PROSPEPITY
Note: Data shown is for ZIP Codes 77584, 77581, and 77588. All Other Sectors includes Agriculture, Forestry, Fishing and Hunting;
Mining, Quarrying, and Oil and Gas Extraction; Utilities, Management of Companies and Enterprises; Information; and Unclassified
Industry.
As shown above, retail trade, government, and accommodation and food services were the three largest
sectors by employment.' Combined they accounted for slightly more than 20,000 jobs, almost half (47.8
percent) of Pearland's total employment. Nationwide, these sectors contained roughly 34 percent of jobs.
Retail trade and accommodation and food services were also the most concentrated sectors within the local
economy as measured by a "location quotient. A location quotient or "LQ" is a statistic that measures how
concentrated a given sector is in a local economy relative to the national economy. A location quotient of
1.0 indicates that a sector is exactly as concentrated in the local economy as it is nationally, whereas a value
above 1.0 indicates that a sector is more concentrated locally compared to the average community
nationwide.
Both retail trade and accommodation and food service have location quotients of 1.7, meaning these sectors
are 170 percent more concentrated in Pearland than they are in the national economy. In some cases, highly
concentrated local employment within a sector signals a local competitive advantage. But retail and food
service are generally said to be sectors that "follow rooftops." That is, retailers and restaurants generally want
to locate where people live. Given Pearland's long population boom that has continued into recent years, it
is not surprising to see strong growth in these sectors. The reason that these sectors are so concentrated in
the local economy is that Pearland has relatively low concentrations of jobs in other sectors, particularly
"traded sectors" that export goods and services to other markets. This echoes a finding from the Pearland
20/20 Assessment, which noted that Pearland lacked a "significant base of high-value employers."
This is not to say there has not been progress. Proactive efforts from PEDC, the City of Pearland, and their
partners have had a significant positive impact on the community's large employer base in the past
decade. Between 2009 and 2018, major locations or expansions in Pearland have included Kelsey Seybold,
Kemlon, Lonza, Dover Energy, Third Coast Terminals, and Mitsubishi Heavy Industries.' These firms have
added nearly 1,900 direct jobs to Pearland in addition to numerous indirect economic and fiscal benefits.
Business leaders contacted during the public input process said strategic efforts such as infrastructure
improvements in the Lower Kirby district, road connectivity and capacity upgrades, and aesthetic
enhancements along commercial corridors have helped attract and retain businesses in recent years. Another
bright spot has been the growth of health care service delivery in Pearland. The community now has two
hospitals (Memorial Hermann and HCA Houston Healthcare Pearland) where previously it had none. Between
2013 and 2018, the health care and social assistance sector added more than 1,300 jobs in Pearland. The
sector's growth rate of 36.7 percent was more than three times the national rate.
But on the whole, employment growth in Pearland has not kept pace with peer communities. Between
2013 and 2018, total employment within the city increased by 13.7 percent. This exceeded both state and
national averages but lagged McKinney (25.9 percent), and Sugar Land (19.3), and Cary (17.9). Additionally,
Pearland'sjob growth in traded sectors was lower relative to peers. Traded sectors of the economy, typically
5 The government sector includes all levels of government (e.g. federal, state, and local) and includes public school employees.
6 Pearland Economic Development Corporation.
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referred to as a city's economic base, are those that export goods or services to consumers outside of the
city's borders.' In so doing, exports bring in new revenues from outside the jurisdiction which are then
recirculated through business -to -business purchasing or consumer spending. This recirculation effect is
often referred to as the "multiplier" effect whereby a single job in a traded sector supports multiple other
jobs throughout the economy. Traded sector employment in Pearland grew by 8.2 percent between 2013
and 2018. Employment in all other sectors grew by 15.9 percent. While Figure 12 shows that Pearland's
traded sector growth outpaced state and national gains, it lagged behind the three comparison
communities. Meanwhile, McKinney (28.1 percent), Cary (22.2), and Sugar Land (18.3) all experienced
double-digit traded sectorjob growth.
Figure 12: Traded Sector Employment Index (2013 = 100), 2013-2018
Source: Economic Modeling Specialists International, Datarun 2019.2
160.0
150.0
140.0
130.0
120.0
110.0
100.0
M
M
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Pearland Cary, NC McKinney, TX
Sugar Land, TX - —Texas United States
In summary, Pearland's economy is typical of a "bedroom community' with employment in sectors that serve
a local population that commutes elsewhere for work. This type of economic composition comes with
multiple implications. For one, it means that Pearland residents have relatively fewer high -paid employment
opportunities relative to other suburban submarkets, which in turn means that many local residents have
long commutes to job centers located further away. This dynamic is discussed in a subsequent chapter.
Another key implication relates to the community's long-term fiscal health. As noted in the Pearland 20/20
Assessment, "Many fast-growing suburban communities have found that an over -reliance on residential
' Nine economic sectors represent traded sector employment: Agriculture (NAICS 11); Mining and Oil and Gas Extraction
(NAICS 21); Manufacturing (NAICS 31); Wholesale Trade (NAICS 42); Transportation and Warehousing (NAICS 48);
Information (NAICS 51); Finance and Insurance (NAICS 52); Professional, Scientific, and Technical Services (NAICS 54); and
Management of Companies and Enterprises (NAICS 55). For the purpose of the analysis, Health Care and Social Assistance
(NAICS 62) employment is also classified as a traded sector.
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development has led to unbalanced tax digests. Pearland's lack of a significant base of high-value employers
will eventually limit the city's flexibility to dedicate new resources to key projects and services, especially if
residential growth and/or sales tax receipts slow to the extent that city coffers start to become depleted."
Accordingly, to many stakeholders contacted through the public input process, concerns about fiscal
sustainability remain relevant today. Said one input participant, "My biggest fear for someone moving to
Pearland is we have a lot of established older communities that need re -investment. At the same time we
have growth that is demanding new investment. And I honestly don't think we have the tax base to support
that in the next 15-20 years."
Although it is beyond the scope of this Community Assessment to analyze the City of Pearland's budget and
fiscal outlook, it is important to understand that the City generates a significant volume of its annual revenue
from property and sales taxes. In the fiscal year of 2018, both forms of taxes accounted for a majority share
of city revenues (64.2 percent).' In terms of property taxes, assessed value among residential ($8.2 billion)
and commercial ($3.2 billion) generate the bulk of property tax revenues collected by the city.' In terms of
sales tax, revenue streams are generated primarily by retail trade (61.1 percent) and accommodation and
food services (20.2 percent).
Economic development efforts by the Pearland Economic Development Corporation and its partners are
meaningfully diversifying the city's property tax digest. Relocations and expansions spurred by the
Pearland Economic Development Corporation's efforts in 2018 alone include Lonza, a cell and gene therapy
manufacturer, Endress+Hauser, an instrumentation and process automation company, Tool -Flo
Manufacturing, and Rex Supply. Past economic development wins are also proving impactful — Mitsubishi
Heavy Industries arrived in 2015 and now represents the fifth -highest assessed taxable property valuation
($42 million) in the city. The manufacturing facility contributed nearly $800,000 to Pearland ISD and Houston
ISD in FY 2018.Numerous national trends suggest an uncertain future for communities that rely on residential
property taxes and sales taxes tied to consumer spending. From a demographic standpoint, a significant
portion of community and economic development dialogue in the post -Great Recession period has focused
on uncertainties. Will Millennials act like the generation before them and settle down, start families, and look
for more space in the suburbs? How will the consumer preferences and spending habits of younger
generations differ from those of older Americans? While the answers to these questions are still subject to
debate and interpretation, it is apparent that wealth disparities, affordability, and costs will play an important
role in the life decisions of younger generations.
A recent Federal Reserve paper examining differences between net worth (assets minus liabilities) among
different generations found that "the average real net worth of Millennial households was about $92,000,
around 20 percent less than baby boomer households in 1989 and nearly 40 percent less than Generation X
households in 2001."10 Lower earnings, student loan debt, and smaller asset pools such as ownership of real
' Property taxes in Cary (59.7 percent), McKinney (52 percent), and Sugar Land (21 percent) represented a smaller share
of their respective FY18 revenues. Note that Sugar Land's figures are likely skewed as it generates a significant share of
its revenue from water, wastewater, airport, and charges for other services.
9 Because apartments are classified under "commercial" property tax, Pearland's tax base is likely more skewed toward
the residential component than the figures initially suggest.
10 Christopher Kurz, Geng Li, and Daniel J. Vine. "Are Millennials Different?" Board of Governors of the Federal Reserve
System. Washington D.C. 2018.
a)
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estate and financial stocks were viewed as contributing factors to the decline in millennial net worth
controlling for age. Financial strain along with other factors appears to also be influencing consumer
spending among Millennials. A recent poll by Gallop found that young adults' (aged 18 to 29) self-reported
daily spending only averaged $74 in 2016 — down from $93 in 2008. All other age groups reported similar
levels of spending between the two surveys." According to another survey by Deloitte, only 18 percent of
Millennials in developed countries expect the economic situations in their countries to improve in the coming
year — down from 37 percent a year prior.12 Population growth also appears have been impacted by
changing preferences in the United States, birth rates among women aged 20-24 (- 4 percent), 25-29 (- 3
percent), 30-34 (- 1 percent) fell from 2017 to 2018.13 According to the latest figures, birth rates for the nation
as a whole (1,765.5 births per 1,000 women) is currently below the replacement rate (2,100 births per 1,000
women) established by the Center for Disease Control and Prevention whereby births would maintain the
U.S. population at its current level overtime. 14
Falling generational net worth, tightened consumer spending, declining birth rates across age groups, and
an uncertain climate for international in -migration all signal that the mechanisms that drove growth and
change for much of the United States' post -World War II period could shift in ways that are difficult to fully
anticipate. Accordingly, communities with diverse economies and tax bases will be best -positioned to
navigate an uncertain future. Not all stakeholders contacted through the public input process wanted to
see Pearland seek to become a job center, however. Some input participants said they moved to Pearland
primarily because it is a bedroom community and wish to see that characteristic maintained. Other
stakeholders, while in favor of economic diversification, noted that because Pearland's built environment is
largely established, transitioning to a more diverse economy will be a long-term project. Said one input
participant, "One of our defining questions is: we're a bedroom community. Are you happy about that? Can
you do much with that? And to what degree can you move that around?" The next chapter of this Assessment
focuses on factors that will influence Pearland's competitiveness for a broader range of economic activity.
11 Sean Kashanchi and Jeffrey M. Jones. "In U.S., Young Adults Report Spending Less Than in the Past." Gallop, 2017.
12 Deloitte. "The Deloitte Global Millennial Survey 2019." Deloitte. 2019
13 Brandy E. Hamilton, Joyce A. Martin, Michelle J.K. Osterman, and Lauren M. Rossen. "Births: Provisional Data for 2018.
Center for Disease Control and Prevention: National Center for Health Statistics. May 2019.
14 T.J. Mathews, Brandy E. Hamilton. "Total Fertility Rates by State and Race and Hispanic Origin: United States, 2017.
Center for Disease Control and Prevention: National Center for Health Statistics. January 2019.
a)
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D. ECONOMIC DIVERSIFICATION: OPPORTUNITIES AND t-nHILLtiNJUt3
Communities diversify their economic base through many different mechanisms which sum to a greater
whole. While business attraction, entrepreneurship, and business retention and expansion have been the
cornerstone of successful economic development programs throughout the country, economic
development organizations are evolving to meet shifting business needs. While local business climate and
tax issues are a continued concern for many business leaders, they also recognize that they will be unable to
sustain their operations without a combination of infrastructure and talent. This is to say the ability to
successfully influence business location decisions is progressively more reliant on the quality of place and
product of a community. This chapter focuses on various factors that influence job growth in Pearland,
including infrastructure, sites and buildings, the community's overall business entrepreneurial climate, the
local "talent pipeline," and Greater Houston's economy. A subsequent chapter will examine issues of quality
of life and quality of place that are also critical factors in business competitiveness.
Pearland's Business Climate
The City of Pearland's position in the Greater Houston region and the state of Texas more broadly enhances
its attractiveness to relocating or expanding businesses. As one of the most business -friendly states in the
nation, the state of Texas is often at the top or near the top of national "best places to do business" and
other tax climate rankings. The state legislature also continues to aggressively promote business friendly
policies. Electricity rates, once higher than the national average as far back as the late 2000s, have since
dropped below it as deregulation policies came into effect. The absence of state income tax as well as a
dedicated sales tax for economic development (commonly referred to as 4A and 413) frequently influence
corporate location decisions.
On the online survey conducted as part of this process, individuals who identified as a business owner,
entrepreneur, executive, vice president, or manager were asked to rate Pearland on a variety of factors that
influence the community's competitiveness as a place to do business. Their responses — along with qualitative
input gathered through focus groups, interviews, and open-ended survey responses from business leaders
— revealed a mixed picture about Pearland's competitiveness. A plurality of survey respondents gave "neutral"
ratings to a number of factors related to the community's overall business climate. These include cost of
labor (57.4 percent neutral), cost of utilities (52.8), cost of health care (52.4), local tax climate (45.3), and
provision of economic development incentives (45.1).
Views about the community's infrastructure and built environment were more pronounced. As shown in
Figure 13, some factors received high marks from survey respondents, including proximity to passenger air
service, frequency and convenience of passenger air service, availability of high-speed internet. Roadway
connectivity — both within Pearland and in the Houston region as a whole — received more negative
reactions, with a narrow majority of respondents viewing local roadway connectivity as a disadvantage or
major disadvantage. "Aesthetics and quality of commercial corridors and districts" also received a more tepid
response. In qualitative comments, however, business leaders said they believed that Pearland's roadway
capacity, connectivity, and aesthetics are improving. These input participants cited ongoing projects such
as the expansion of the SH 288, the extension of McHard Road, and aesthetic improvements to key gateways
and corridors as positive developments in recent years. In addition to seeing these projects through to
COMMUNITY ASSESSMENT PEAR
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fruition, stakeholders said they would like to see a continued focus on roadway upgrades including but not
limited to enhanced east -west connections in the community, overpasses over railroad tracks, and safety and
aesthetic upgrades on the full length of SH 35.
Figure 13: "Please rate the following elements of Pearland's infrastructure according to the degree to
which each is an advantage or disadvantage to existing and prospective new businesses."
Source: Market Street Services, Pearland Community Survey, Gathered June 6, 2019 to June 21, 2019
Roadway connectivity and capacity
within the City of Pearland only 19'9% _28'2%
Aesthetics and quality of commercial
corridors and districts GMEII41.9%
Roadway connectivity and capacity in �.. 17.8% ' 42.2%
the Houston region as a whole
Availability of quality office space MMPIW42.8%
Natural disaster preparedness . •. 37.2% 45.2%
Availability of industrial land for
development 38'2%
Availability of high-speed internet
Frequency and convenience of
passenger air service
Proximity to passenger air service
E. 25.3%
46.2%
61.4%
5%
16.5% 76.9%
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
■ Negative Neutral Positive
As discussed earlier in this Assessment, stakeholders noted that Pearland is running short on "easy' sites for
development. Many input participants discussed this reality in the context of new single-family residential
development, and as shown in the preceding figure displaying online survey results, business leaders who
COMMUNITY ASSESSMENT
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viewed the availability of industrial land for development as a positive factor outnumbered those who viewed
it as a negative factor by nearly three to one. That said, stakeholders with knowledge of local real estate
market conditions said that commercial site availability could also be a medium- to long-term challenge for
the community. According to these individuals, multiple factors could serve as barriers to development. These
include rising land prices, sites that are owned by multiple parties necessitating complicated assemblages,
and challenging site conditions (e.g. land stability issues stemming from past resource extraction activities).
Input participants noted that these barriers can be overcome but some said they would like to see the
community take a more proactive approach to site assembly and preparation, particularly in the Lower Kirby
and SH 35 Corridor areas. The development potential along 35, particularly for manufacturing or light
industrial, was indicated as an opportunity area by a few community stakeholders.
Another frequent topic of conversation during the public input process with respect to Pearland's economic
competitiveness was the community's natural disaster preparedness and long-term approach to resiliency.
According to stakeholders, these topics have been at the front of mind in the wake of Hurricane Harvey, one
of the most destructive storms in the history of the United States that had a major impact on the Greater
Houston region in 2017. Input participants were nearly unanimous in their assertion that — relative to other
parts of the region — Pearland fared relatively well during Harvey. Stakeholders said that sections of the
community that were developed more recently were largely spared from significant damage, though older
portions of the community were more susceptible to flooding. On the online survey, 45.2 percent of business
leaders held a positive view of the community's natural disaster preparedness compared to just 17.6 percent
who held a negative view. On aggregate, stakeholders praised a variety of efforts to improve drainage and
stormwater management in the area and said they would like to see these efforts continue, particularly in
the eastern portion of the community that faces relatively higher flood risks.
In terms of its small business and entrepreneurship climate, small business leaders and entrepreneurs viewed
components of the city's entrepreneurial ecosystem either neutrally or negatively. Among the more
negatively ranked components include laboratory space (63.8 percent very weak or weak), entrepreneurship
space such as incubators and accelerators (54.0), and research and development space (50.0). More neutrally
ranked components included small business development support (35.6 percent of respondents provided an
average rating) and startup or scale -up capital (45.5 percent). Networking opportunities with established
business leaders is the only component to receive an overall positive rating (39.6 percent of strong or very
strong). The majority (51.3 percent) of small business leaders and entrepreneurs rated the city of Pearland's
entrepreneurial climate as strong or very strong — a larger share of respondents appraised the entrepreneurial
climate of Greater Houston (69.9 percent) as strong or very strong.
COMMUNITY ASSESSMENT PEAR 9,.
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Figure 14: "Please rate the following components of the entrepreneurial climate in Pearland"
Source: Market Street Services, Pearland Community Survey, Gathered June 6, 2019 to June 21, 2019
Networking opportunities with
established business leaders 31.1% 39.6%
Startup or scale -up capital 45.5% 16.9%
Small business development support 35.6% 21.8%
Mentorship opportunities with 27.9% 1 26.71%/.
established business leaders
Research and development space
Entrepreneurship space (Incubators,
accelerators, co -working facilities, etc.)
Laboratory space
�'. 35.0% 15.0%
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
■ Negative ■ Neutral Positive
The Local Talent Pipeline
The availability of a skilled and educated workforce is the most important factor influencing a community's
competitiveness in the modern economy. There are two ways in which a community can become a more
talented place. The first is by attracting skilled and educated workers from other places. The second is by
producing and retaining "homegrown" talent. In both cases, Pearland's competitiveness is heavily tied to the
Greater Houston region. Simply put, Pearland is part of a large, regional labor shed and benefits greatly from
Greater Houston's overall ability to attract, retain, and develop talent. That said, Pearland and its immediate
surroundings are home to education and training assets that have the potential to provide a competitive
advantage for economic growth.
As previously discussed, the strength of the public PK -12 school districts that serve Pearland are one of the
community's key advantages. In addition to their role in attracting talented new individuals and families to
zMW -
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the community, local PK -12 schools are also producing high school graduates at exceptionally high rates.
Figure 15 shows graduation rates for Alvin ISD, Pearland ISD, and Texas broken down by various factors such
as race/ethnicity, socioeconomic status, English language learning, and so on. In every category, graduation
rates in the local ISDs exceed the state average, in many cases by wide margins.
Figure 15: Graduation Rates by Student Segment, Class of 2017
Source: Texas Education Agency, June 2018; Update September 2018
All students
93.8%
95.0%
5.3%
98.7%
9.0%
3.3% 99.0%
91.4%
7.6% 97.3%
2.9% 99.6%
12.5% 94.8%
98.7%
African American
84.6%
97.2%
11.1%
99.3%
13.2%
Asian
97.7%
1.7%
98.1%
2.1%
Hispanic
94.2%
6.5%
98.9%
11.2%
White
94.0%
0.4%
98.5%
4.9%
Economically disadvantaged
Not economically
disadvantaged
At risk
Career and technical
education
Homeless in Grades 9-12
93.8%
6.9%
97.8%
10.9%
6.4%
13.5%
95.9%
3.3% 99.0%
91.4%
7.6% 97.3%
2.9% 99.6%
12.5% 94.8%
98.7%
3.8%
84.6%
22.7%
Immigrant 100.0% 26.3% 100.0% 26.3%
English language learner
(ELL) 98.0% EWA93.5% 620.6%M
Of course, not all high school graduates remain in the community. Input participants noted that many local
graduates attend prestigious colleges in Texas and beyond and settle elsewhere upon graduation. Not all
graduates will leave the immediate area, however, and Pearland and its immediate surroundings are served
by higher education institutions that can help these individuals advance their education and training. Both
Alvin Community College and San Jacinto Community College contribute positively to Pearland's associate's
degree pipeline. In 2017, the latest data available, Alvin Community College (868) and San Jacinto Community
College (4,734) conferred a little more than 5,600 associate's degrees according to data from the National
COMMUNITY ASSESSMENT
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Center for Education Statistics. Although both community colleges serve a wider geographic area than the
city of Pearland, their presence, combined with growing career and technical education programs at Pearland
ISD and Alvin ISD, are positively impacting educational attainment rates locally. Since 2010, the community
has also been home to the University of Houston -Clear Lake at Pearland. The campus currently offers eight
bachelor's degree and six master's degree programs. According to stakeholders, the campus also has
significant physical space in which to expand in the future.
The majority of business leaders responding to the community survey conducted for this process
expressed positivity regarding both career and technical education programs and higher education
capacity in the city of Pearland. Approximately 50.7 percent of business leaders either agreed or strongly
agreed with the statement "quality certification and vocational training programs are readily available"
while 63.0 percent of leaders voiced the same agreeableness to the statement "two-year and four-year
degree programs that support the workforce needs of local employers are readily available."
Leveraging Greater Houston's Economy
Greater Houston is in the midst of a long-term project to transform its economy. Energy, long its economic
cornerstone, has undergone significant changes brought about by a mixture of fluctuating oil prices,
dwindling exploration opportunities across the world, and technologies which remotely monitor multiple
drilling sites and assets from a single, automated hub. Greater Houston's efforts to construct a sustained,
technology ecosystem in Midtown Houston's innovation district is but one initiative aimed at diversifying the
region's economic base. Prior to the district, economic development stakeholders in Greater Houston made
a significant and successful push to establish Houston as a global healthcare hub. Today, M.D. Anderson is
one of only a handful of institutions in the nation —joined by the Mayo Clinic and the Cleveland Clinic —
which can claim that its operations have transformed their surrounding community into a global destination
medical center.
Recent data provided by Economic Modeling Specialists International suggests that Greater Houston's
diversification efforts are bearing fruit. Although employment among the region's energy extraction (a loss
of 30,800 jobs from 2013 to 2018) and manufacturing (a loss of roughly 25,800 jobs) sectors displayed
substantial weakness in the last five years, total regional employment (a gain of 7.8 percent) expanded at a
similar pace relative to the nation (8.2 percent). Increasingly Greater Houston is a destination for businesses
operating in the following sectors: transportation and warehousing (approximately16,200jobs gained from
2013 to 2018); professional, scientific, and technical services (11,600 jobs); management of companies and
enterprises (20,600 jobs); and health care and social assistance (43,000jobs).
Along with diversifying its economic base, economic development organizations throughout the region
have ensured that diversification activities resulted in quality jobs. Admittedly, replacing earnings potential
afforded to employees in the energy extraction sector is a sizable task — the average annual wage for the
sector stood at $177,619 in 2019. Yet of sectors previously mentioned only health care ($50,021) paid
employees below a $70,000 per year threshold on average. With the exception of the transportation and
warehousing, a sector associated with large land consumption, the city of Pearland is competitively
positioned to benefit from regional diversification efforts more broadly as demonstrated by recent
headquarters and health care announcements made by the PEDC. Moreover, each of the emerging sectors
COMMUNITY ASSESSMENT PEAR ■
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in Greater Houston are human capital intensive — this is to say that they primarily rely on the capacity and
quality of the surrounding workforce to drive their global competitiveness.
Figure 16: Employment by Sector (Houston -The Woodlands -Sugar Land MSA — 9 County Region), 2013-
2018
Source: Economic Modeling Specialists International, Datarun 2019.2
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i
Job Growth ('13-18) Average
Jobs Annual
.-
�:
(2018)
Mining/Quarrying/Oil & Gas Extct. 0 5.6 76,895 30,792 -28.6% -18.7% $177,619
Utilities 1.5 16,792 611 3.8% 1.8% $136,665
Construction 1.4 264,794 29,995 12.8% 18.0% $66,387
Wholesale Trade 1.3 161,365 7,146 4.6% 1.9% $84,398
Real Estate & Rental & Leasing 1.3 71,236 8,771 14.0% 11.1% $61,960
Transportation & Warehousing 1.2 141,968 16,171 12.9% 20.8% $73,931
Admin./Wst. Mgmt./Remed. Svcs. 1.1 233,556 11,694 5.3% 10.7% $47,499
Prof./Sci./Technical Svcs. 1.1 242,516 11,633 5.0% 12.4% $97,270
Other Services 1.1 171,648 15,041 9.6% 6.5% $30,304
Accommodation & Food Services 1.0 292,519 44,785 18.1% 13.0% $21,207
Retail Trade 1.0 319,885 21,934 7.4% 4.7% $32,940
Mgmt. of Companies/Enterprises 0.9 44,500 20,601 86.2% 11.6% $171,481
Manufacturing 0.9 230,333 25,842 -10.1% 5.0% $88,003
Government 0.9 424,500 35,847 9.2% 1.9% $54,064
Health Care & Social Assistance 0.8 344,493 43,017 14.3% 10.7% $50,021
Finance & Insurance 0.8 107,747 8,780 8.9% 7.1% $103,911
Unclassified Industry 0.8 3,569 2,731 322% 32.6% $36,742
Educational Services 0.8 67,248 10,846 19.2% 8.9% $48,911
Arts, Entertainment, & Recreation 0.7 41,968 7,185 20.7% 15.0% $37,359
Information 0.5 32,982 1,489 -4.3% 5.0% $74,811
Ag./Forestry/Fishing/Hunting 0.1 5,735 191 3.4% 0.9% $36,405
Total 3,296,248 238,855 7.8% 8.2% $62,383
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6. TRAFFIC, TRANSPORTATION, AND THE JOBS -SKILLS MISMATCH
Input from Pearland's residents and stakeholders clearly revealed that traffic and mobility are major issues
for the community. Among all components ranked in The National Citizen Survey — which collected a
representative sample of views held among Pearland residents — those related to traffic and mobility received
the least positive responses overall. According to the survey conducted in 2017, only 24 percent of city
residents responded positively when asked to rate traffic flow within the city.15 Travel by car (38 percent
positive), travel by bike (27 percent), and ease of walking (40 percent) were also among the least positively
ranked aspects of Pearland according to city residents.16 Traffic was a major topic of conversation among
stakeholders participating during public input sessions conducted for this process. When prompted with
the question "What do you believe to be the biggest challenge facing Pearland as it seeks to grow quality
jobs that elevate standards of living for its residents?" the word "traffic" appeared in 22.9 percent of all
open-ended responses. In comparison, only 10.9 percent of responses contained the word "Pearland." The
most common words utilized in response to this question are shown in the word cloud in Figure 17.
Figure 17: "What do you believe to be the biggest challenge facing Pearland as it seeks to grow quality
jobs that elevate standards of living for its residents?"
Source: Market Street Services, Pearland Community Survey, Gathered June 6, 2019 to June 21, 2019
iJ1
0
In APARTMENTSALL TAXES
L01O Lf V E y CONSTRUCTION SPACES 0 �
ENTERTAINMENT 6L1 TOWN
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A variety of data indicators provide insight into why these issues figure so prominently into residents'
feedback. The vast majority of Pearland residents who are employed commute to work via car, and for
many of these individuals, commutes are long and getting longer. According to data from the U.S. Census
Bureau's American Community Survey collected between 2013 and 2017, nearly 90 percent of Pearland
residents who are employed drove alone to work. Approximately 7.0 percent carpooled whilejust 2.2 percent
15 National Research Center Inc. (NCR), International City/County Management Association. "The National Citizen Survey:
Pearland, TX Community Livability Report." 2017.
16 IBID
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PROS PE P ITY
35
PEAR . 0
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worked from home. As shown in Figure 18, the proportion of residents driving alone far exceeded that of
any other comparison geography, even Texas suburban peers McKinney and Sugar Land.
Between 2013 and 2017, the average commute time for Pearland residents (regardless of the mode of
transportation utilized) was 33.1 minutes compared to a national average of 26.4 minutes. During the public
input process, some stakeholders noted that for many residents, long commutes and traffic congestion are
"baked in" to everyday life in the Greater Houston region. However, the average commute time in the Greater
Houston was 29.7 minutes for the five-year period ending in 2017, 3.4 minutes shorter than Pearland.
Figure 18: Commute Mode Distribution, 2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
7.0% 10.1% 9.0% 6.2% 4.5%
6.4% 9.8 / 10.4%
8.6% �
4.7%
9.2%
Pearland Cary, NC McKinney, Sugar Land, Texas United
TX TX States
■ Drove Alone ■ Carpooled
Public Transportation (Excl. Taxicab) Worked from home
■ Other
Another theme to emerge from the public input process was the relative lack of alternative transportation
options for Pearland residents. As shown in the preceding figure, nearly nine out of 10 Pearland residents
drive alone to work. One key distinction between Pearland and its peers is that they display a far larger share
of individuals who primarily work from home. Only 2.2 percent of Pearland residents worked from home
according to the same data — McKinney (9.0 percent) and Sugar Land (6.2 percent) displayed a far higher
percentage. In fact, even the state average (4.5 percent) was more than double that of Pearland. When
prompted to identify Pearland's biggest challenge, numerous stakeholders discussed a lack of viable intra -
and inter- city transportation options. As one stakeholder stated, "The biggest challenge for Pearland for
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I- - - - - - - J -I - - - - 'J J _ __ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ - I_ _ __ _ _ _ _ _ _ _ _ _ I_ _ _ _ _ _ _ _ _ _ . _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ I_
young professionals." Commuter bus and rail were frequently identified as potential public transit options;
however, stakeholders familiar with the assessment of alternative options found that park-and-ride or
commuter bus is the only viable option given the city's physical structure and density.
As shown in Figure 19, roughly 60.7 percent of Pearland residents spent at least 30 minutes commuting to
work on average during the five-year period ending in 2017. Among comparison geographies, only Sugar
Land (53.1 percent) crossed the 50 percent threshold. In Greater Houston, roughly 51.4 percent of commuters
have a commute of at least 30 minutes. Moreover, comparing data collected over two five-year periods —
2008 to 2012 and 2013 to 2017 — reveals that the number of Pearland residents with long commutes has
risen sharply at the expense of residents making very short commutes. Between these two time periods, the
proportion of Pearland residents spending at least an hour commuting to work increased by 4.8
percentage points. Meanwhile, the proportion of residents spending less than 30 minutes commuting to
work declined by 5.3 percentage points. (A similar trend was observed in the nearby Sugar Land, but to a
smaller degree.)
Figure 19: Travel Time to Work, 2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
100%
11.9% 11.0% 8.6% 8.1% 8.9%
90%
24.1%
80%
30.0% 28.6%
70% 35.9% 44.5%
60% 48.8%
50% 50.0%
1 36.2% 36.2%
40%
32.9%
30% 29.3%
25.6%
20%
10% 1
0%
Pearland Cary, NC McKinney, Sugar Land, Texas United
TX TX States
■ 14 minutes or less ■ 15 to 29 minutes 130 to 59 minutes 60 minutes or Greater
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Traffic congestion and mobility also emerged as significant challenges in the Pearland 20/20 process and in
recent years, the community has aggressively sought to expand highway capacity and roadway connectivity.
As one example, the SH 288 Toll Project will include a five mile, 4 -lane toll road down the median of the
highway — a first for the Brazoria County Toll Road Authority. The project will ultimately connect to the Texas
Department of Transportation's SH 288 Toll Lanes Project extending into the Texas Medical Center,
downtown Houston, and the Galleria area. Stakeholders contacted through the public input process
expressed optimism about the impact that managed toll lanes could have on commute times for individuals
willing and able to pay for the added convenience.
Overall, however, issues such as traffic congestion and long commute times can be difficult to address,
particularly for a municipality that is part of a large metropolitan area. For one, decisions about transportation
infrastructure are often made at the regional and state levels and funded primarily by state and federal
sources. Additionally, when it comes to roadway capacity, the relationship between supply and demand is
complex. Research suggests that in areas where road construction has not kept up with rapid growth, "latent
demand" may exist for new road capacity. When such capacity is added, it is immediately filled up with trips
that had previously occurred at off-peak hours or did not occur at all. And while the magnitude of the effect
is a matter of some debate, most transportation researchers subscribed to the idea that new road capacity
can "induce demand" by encouraging more people to drive. The new capacity, therefore, fails to ease
congestion."
This is not to say that investments in additional road capacity are not warranted. But there are other ways in
which localities can act to help shorten commute times for residents. One such approach in Pearland could
involve addressing the "spatial mismatch" between talent and jobs. As previously discussed in this
Assessment, Pearland's economy is heavily weighted toward "local -serving" sectors such as retail and food
service. Meanwhile, its resident population is likely to work in high -skilled occupations that are found in
greater concentration and abundance elsewhere in the Greater Houston region. This phenomenon is readily
apparent when looking at daily commuting flows into and out of Pearland. According to data from the U.S.
Census Bureau's Longitudinal Employer -Household Dynamics (LEHD) program, of the primaryjobs based
in Pearland as of 2015, the most recent year for which data is available, just 16.8 percent were held by
individuals who also lived in Pearland.'$ Meanwhile, 90.2 percent of Pearland residents who were
employed as of 2015 held a primaryjob outside of the city limits.
Figure 20 helps shed light on why this is the case. The "Jobs" column shows the number of jobs in a given
occupation based in Pearland while the "Resident Workers" column shows the number of Pearland residents
who are employed in a given occupation. The "Net Commuters" column subtracts the number of jobs from
the number of resident workers. A positive number in this column indicates that there is a net outflow of
commuters in a given occupational category.
11 Schneider, Benjamin. "CityLab University: Induced Demand." CityLab. September 6, 2018. Retrieved from:
https://www.citylab.com/transportation/2018/09/citylab-u niversity-induced-demand/569455/
'$ A "primary job" refers to the highest paying job for an individual worker for the year; the count of primary jobs is
equivalent to the count of all workers in LEHD data.
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As shown in Figure 20, across every major occupational category, Pearland has more resident workers
than jobs. Particularly notable is the fact that the community has significant net outflows in a variety of
occupations that are critical to traded sectors in the "knowledge economy" including office and
administrative support, business and financial operations, management, architecture and engineering, and
computer and mathematical operations. The community also has a significant number of net commuters in
production and transportation and material moving occupations that are essential to manufacturing
processes. This concentration of talent could provide Pearland with a competitive advantage in attracting,
retaining, and growing companies that benefit from locating in close proximity to their desired workforce.
And by attracting firms that more closely match resident skillsets, Pearland could give at least some
residents the option of a shorter commute. While the volume of residents displayed below is unlikely to
lure prospective companies on its own merits, approximately 1.8 million residents live within a 45-minute
commute of Pearland according to a drive-time analysis conducted by EMSI.
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Figure 20: Comparison of Jobs and Resident Workers, 2012-2017
Source: Economic Modeling Specialist International, 2019.2
Office and Administrative Support 5,706 10,126 4,420
Healthcare Practitioners and Technical 1,895 4,266 2,371
Transportation and Material Moving
2,212
4,451
2,239
Education, Training, and Library
2,928
5,055
2,128
Production
Business and Financial Operations
Installation, Maintenance, and Repair
1,730
1,465
1,452
3,632
3,314
2,848
1,902
1,849
1,396
Construction and Extraction
2,261
3,645
1,384
Management
1,746
3,033
1,287
Architecture and Engineering
Computer and Mathematical
Food Preparation and Serving Related
571
632
5,925
1,773
1,763
4,865
1,202
1,131
1,061
Building/Grounds Cleaning/Maintenance
1,424
2,103
679
Healthcare Support
1,136
1,785
649
Life, Physical, and Social Science
187
787
600
Sales and Related
5,567
6,033
466
Protective Service
1,201
1,591
389
Personal Care and Service
2,132
2,505
373
Legal
217
529
312
Community and Social Service
516
825
309
Arts/Design/Ent./Sports/Media
767
1,072
305
Military -only
266
191
75
Farming, Fishing, and Forestry
99
97
2
Total
42,036 66,288 26,528
LEHD program data supports this mismatch. Figure 21 compares the characteristics of resident commuters
based on where they live and work. The available data is not highly detailed; for instance, the monthly
earnings data is not broken down above $3,333 a month, or roughly $40,000 per year. Additionally, the data
does not describe the specific jobs that individuals hold. That said, the available data does suggest that
individuals who live in Pearland and travel elsewhere for work end to hold higher -paying service sector jobs.
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Individuals who live elsewhere and commute in to Pearland for work are more likely to hold lower -paying
service sector jobs.
Figure 21: Commuter Characteristics
Source: U.S. Census Bureau Longitudinal Employer -Household Dynamics (LEND), Accessed July 25, 2019
Live in Pearland, work elsewhere
Ll 12.4%
L21.3%66.3%
Live elsewhere, work in Pearland
D4.7%
M7%
E34.6%
Live and work in Pearland
42.4%
[IF.6%
Setor
E45.)%
Trade,Industry
All Other
Goods.. . Transportation,
Live in Pearland, work elsewhere
F1 19.0%
[119.5%
61.5 0
Live elsewhere, work in Pearland
[117.0%
D5.3%
57. %
Live and work in Pearland
F 12.8%
0 11.5%
When looking at the direction of outflowing commuters, the bulk of resident commuters (32,434 net outflow,
68.4 percent of all outflow commuters) travel to Harris County for work, primarily to the City of Houston. A
lesser but still significant share of Pearland's residents either remain in Brazoria County (6,969) or travel to
Fort Bend (2,017) or Galveston (1,800) for work. Incoming workers, in contrast, largely come from Harris
(11,332 net inflow), Brazoria (7,852), Fort Bend (2,104), or Galveston (1,929) counties.
Overall, there is no quick fix or silver bullet when it comes to addressing issues of transportation and mobility.
But a collection of interventions on both the supply and demand side could help provide Pearland residents
with additional options to lengthy commutes.
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7. ENHANCING A "SENSE OF PLACE" IN PEARLAND
Quality of life and quality of place matter a great deal in community and economic development. Quality of
life generally refers to the well-being and happiness of a community's residents while quality of place is a
product of a community's built and natural environment, its vibrancy, and other physical characteristics.
Talented people increasingly seek out communities that cater to an ever -widening variety of needs and
cultures, and businesses are following suit. In doing so, they are showing that they recognize the influence —
and importance — that quality of place has on a region's future opportunities. This chapter focuses on issues
related to quality of life and quality of place in Pearland, particularly as they relate to the community's
competitiveness for talent and jobs. Many of the topics addressed herein relate to a central theme from the
stakeholder engagement process. In general, Pearland residents contacted through the public input
process like where they live and believe their community has a strong value proposition, especially for
families with children. But when asked to describe ways in which Pearland could improve, many input
participants focused on issues related to the community's quality of place and how that impacts the
community's cohesion and "social capital." Some stakeholders viewed this as among the community's top
competitive issues in both the near- and long-term.
Recent Quality of Place Improvements
Insightful research from the John S. and James L. Knight Foundation and Gallup identified the factors that
are most likely to "attach" a resident to a community. Through nearly 43,000 interviews in 26 communities
the three-year study allowed researchers to determine what factors attached residents to their community
and the degree to which community attachment impacts economic growth and well-being. The report
defines community attachment as "an emotional connection to place that transcends satisfaction, loyalty,
and even passion. A community's most attached residents have strong pride in it, a positive outlook on the
community's future, and a sense that it is the perfect place for them. They are less likely to want to leave than
residents without this emotional connection. They feel a bond to their community that is stronger than just
being happy about where they live." The report further found that communities with high levels of
attachment were more economically successful than those with low levels.
According to the report, the following factors are the most important drivers of community attachment:
✓ Social offerings (such as entertainment infrastructure, community events, places to meet people)
✓ Aesthetics (physical beauty, green spaces, etc.)
✓ Openness (how welcoming a place is to different types of people)
Viewed through this lens, the implementation of Pearland 20/20 has led to numerous improvements in
community aesthetics. In terms of beautification, the city, Pearland Economic Development Corporation,
Keep Pearland Beautiful, the Convention and Visitors Bureau, and other organizations have forged strong,
collaborative partnerships to improve Pearland's built environment, particularly along its key commercial
corridors including state highways 288 and 35. For improvements not yet implemented, the "blocking and
tackling" have largely been completed — the necessary ground work has been laid for greater landscaping
and place -branding improvements along critical corridors. For instance, the 288 corridor will soon see
significant upgrades at the intersections of Magnolia Parkway, FM 288, McHard Road, and Beltway 8
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including landscaping, water features, and landmark sculptures. Among community residents familiar with
the Pearland 20/20 strategic plan, beautification, corridor and roadway improvements, and the Lower Kirby
District were frequently cited as the strategic plan's top successes when prompted with the question "What
do you consider to be the TOP SUCCESSES of Pearland 20/20 implementation? Said one input participant,
"Some of our friends have taken notice of the beautification — the signs, the gateway stuff on Kirby and 35
and Cullen. Those kinds of things are huge ... it's more inviting."
Along with corridor enhancements, Pearland has also greatly expanded its park and trail infrastructure during
Pearland's 20/20 implementation period. Added park infrastructure include Hickory Slough Sports Complex,
Shadow Creek Ranch Park Phase I, Centennial Park and Independence Park improvements, and the Delores
Fenwick Nature Center. Completed or pending capital trails projects include the JHEC Nature Trails, trail
connectivity from Centennial Park to Pearland Parkway, the Shadow Creek Ranch Trail, and the Clear Creek
Trail. The Lower Kirby District will also soon see expanded park and trail infrastructure in keeping with shifting
employer preferences and desire for "amenity -dense" locations. In March 2017, the Lower Kirby Pearland
Management District developed a Parks and Open Space Master Plan in conjunction with drainage
improvements to the district.
A Critical Need for Improved Social Offerings
According to a survey conducted by the MMI Agency in connection with the Pearland Community Marketing
Campaign, 93 percent of residents were satisfied or extremely satisfied with Pearland's restaurants while 81
percent were satisfied or extremely satisfied with local retail options. But just 22 percent of respondents
were satisfied or extremely satisfied with nightlife options in the community. On the NCS survey, just 60
percent of respondents gave a positive rating to Pearland's social events and activities and just 55 percent
of respondents rated cultural, arts, and music activities positively. Both figures were far below the positive
ratings for other community characteristics. These data points are consistent with the strongest themes to
emerge from the public input process: a desire for additional nightlife, gathering places, and "everyday"
opportunities to socialize.
A lack of social offerings was one of the primary reasons interview and focus group participants cited as a
reason why Pearland is relatively less attractive for certain demographics, young professionals in particular.
Stakeholders noted that Pearland has a strong value proposition for families with children thanks to factors
such as high-quality public schools, relatively affordable housing, and amenities such as a rapidly improving
park system. As shown in Figure 22, 88 percent of online survey respondents agreed or strongly agreed that
Pearland is an attractive and desirable place to life for families with children. However, the level of positive
responses were far lower for young professionals, young new residents from outside the community, and
retirees.
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Figure 22: "Please indicate the degree to which you agree or disagree with the following statements"
Source: Market Street Services, Pearland Community Survey, Gathered June 6, 2019 to June 21, 2019
Likelihood your children (once grown)
will want to live in Pearland. 26.1% 36.2%
Likelihood you will retire (or remain 17.8% 39.0%
retired) in Pearland.
Likelihood you will raise (or continue
to raise) your children in Pearland. E. 72'5%
Likelihood you will continue to live in
Pearland. E. 75.1
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
■ Negative Neutral Positive
Stakeholders said they perceived Pearland's relative lack of social offerings as a potential competitive
disadvantage. Input participants noted that other highly competitive suburbs in the Houston area boasted
mixed-use entertainment districts that serve as major lifestyle amenities for residents and significant
assets with which those communities can attract young talent. Additionally, input participants said the lack
of central gathering places in Pearland hampers the community's ability to forge stronger ties among its
residents. During public input, stakeholders expressed concern that residents might not be as attached to
the community as they are to other parts of Greater Houston. One concerned stakeholder worried that
residents might see Pearland as only a place to sleep at night — noting that connections in their network
often schedule after work drinks or dinner in Downtown Houston before returning home for the evening.
While there was broad agreement among stakeholders that Pearland should seek to improve its social
offerings, there was not a clear consensus on how the community should go about doing so or what
investments it should seek to prioritize. Some stakeholders viewed areas such as Lower Kirby and the Ivy
District as areas that would be well-suited for walkable, mixed-use development and/or an entertainment
area with numerous restaurants and bars. Some input participants said they favored prioritizing investment
in the Old Townsite area to provide additional options to residents on the east end of Pearland, though some
suggested that the area lacks the "main street" qualities such as walkability and pre -World War II buildings
that have helped spur redevelopment in historic downtowns throughout the United States in recent decades.
Some stakeholders said new amenities should adhere strongly to Pearland's "family friendly" image while
others said they would like to see a broader range of activities for people of all ages. Stakeholders also had
differing views on how local government should support the development of quality of place amenities such
as a mixed-use entertainment district. Some felt that lowering regulatory barriers (e.g. relaxing the "51-49"
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alcohol sales rule in priority districts) and promoting local entrepreneurship was sufficient while others
advocated for a more proactive approach that would directly incentivize the development of such an amenity.
As part of the implementation of Pearland 20/20, PEDC and its partners have studied the viability and
desirability of a number of potential investments, including an indoor sports facility and a full-service hotel
with convention or meeting space attached. While this issue will be discussed in further detail in the
forthcoming Implementation Assessment, the public input process revealed differing opinions among input
participants on whether and how Pearland should seek to significantly boost its amenity offerings through a
"catalytic investment." But while approaches can vary, successful communities around the country have made
significant quality of place improvements through intentional action. Building consensus is not always easy,
especially when investing public resources is involved, but if Pearland is to remain a highly desirable
community in the future, it must consider how it is appealing to a wide variety of current and future residents.
It is also important to note that the communities around Pearland are not in stasis, and that growth and
changes in other parts of the Greater Houston can present both opportunities and threats. For instance,
stakeholders said that growth in areas south of Pearland has the potential to grow the community's "market
area" and make the development of enhanced lifestyle amenities more viable. But stakeholders also noted
that other areas in Greater Houston are enhancing their social offerings, through both "organic" growth and
proactive planning. As these trends unfold, it will be important for the community to maintain its
competitive edge for new residents by developing the kind of amenities that these individuals value.
Openness: Leveraging Pearland's Diversity
With social offerings and aesthetics, openness was the third major variable influencing community
attachment identified by the Knight Foundation and Gallup. Openness generally refers to the ability for all
types of people to build networks and thrive in a community. Open communities are those that are inclusive
and welcoming, and where residents of all backgrounds — regardless of age, gender, race, ethnicity,
socioeconomic status, longevity in the community, etc. — can get involved in the community. In terms of
engendering a welcoming environment, views of the community's openness and acceptance differed
significantly between white, non -Hispanic and non-white or Hispanic residents of Pearland according to the
National Citizen Survey. When asked to rate the community's openness and acceptance of the community
toward people of diverse backgrounds, 83 percent of white, non -Hispanic residents gave a "good" or
"excellent" rating.19 Only 65 percent of non-White or Hispanic residents provided a similar rating when asked
to rate the community's openness and acceptance. Qualitative input noted revealed that many stakeholders
view Pearland's diversity as a major community strength. That said, some stakeholders said that they would
like to see both public and private sector institutions and businesses be more intentional in their efforts to
include a wide variety of people.
Housing: Advancing Pearland's Quality of Place
A significant share of Pearland's tax base is generated by single and multi -family housing. Although the tax
base diversification was approached from the paradigm of economic diversification, diversifying Pearland's
housing stock is also another policy lever that may allow Pearland to accommodate more growth and, at the
19 National Research Center Inc. (NCR), International City/County Management Association. "The National Citizen Survey:
Pearland, TX Community Livability Report." 2017.
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same time, expand local capacity to continue to pay for public services that have made the city a great place
to live and raise a family. One concern, in particular, is that slow population growth directly impacts student
enrollment and the ability of school systems to pay for needed programs or facilities. According to
stakeholders, district budgets are heavily tied to student enrollment. But as shown in the following figure,
Pearland ISD's growth has plateaued in recent years.
Figure 23: School Enrollment by Year, 2010-2019
Source: NCES, Texas Education Agency, Data Accessed July 25, 2019
160.0
140.0
120.0
100.0
80.0
60.0
40.0
20.0
0.0
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-2018 2018-2019
ALVIN ISD
HARLAND ISD
With Pearland's supply of large "greenfield" sites dwindling, the community will not be able to grow and
develop in the same way as it had in previous decades. One potential pathway to shoring up the local tax
base, however, would be to shift the community's housing mix over time to include more relatively dense
products such as townhomes and condominiums. As of 2017, roughly 79.7 percent of Pearland's housing
stock was composed of detached single-family homes. While the community's housing stock is more diverse
than some communities, others have a more diverse mix. For instance, just 61.5 percent of housing units in
Cary, NC were detached single-family homes. Nearly 13 percent of homes in Cary were "attached single-
family" units (commonly but not always townhomes). By comparison, just 1.5 percent of housing units in
Pearland met this definition. Stakeholders expressed dramatically different views about whether the
community should pursue a more diverse housing stock. Some were adamantly opposed and some said the
community already had too much non -single-family product. These stakeholders cited increased traffic as a
primary objection. Others said denser development could help the community grow its tax base and broaden
its appeal. These stakeholders said they felt that if Pearland were to take this approach, townhomes,
condominiums, and high-end multifamily would be the most appropriate products for the community.
Ultimately, stakeholders in Pearland must determine the most appropriate path for the community, but
seeking denser residential development in key areas with appropriate infrastructure could help improve the
zMW _ -
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community's sustainability and attractiveness to talented individuals who prefer alternatives to single-family
homes.
The East/West Dynamic
Another prominent theme related to Pearland's quality of life and quality of place that emerged from public
input is Pearland's "east/west" dynamic. This is not a new topic of discussion. As noted in the Pearland 20/20
Assessment, many stakeholders viewed Pearland as "two different towns" with "civic and organizational
participation dominated by east -side residents; those on the west side are newer in -migrants who do not
share the same allegiance to or association with Pearland." Stakeholders expressed similar sentiments in the
most recent public input process. Some input participants noting that these conditions have actually
become more pronounced as the western portions of Pearland have continued to experience rapid
population growth and development and the relatively older developments in eastern portions of the
community have continued to age.
Figure 24: Year Built of Occupied Housing Units for the East and West Portions of Pearland, 2017
Source: United States Census Bureau, American Community Survey 5 Yr., Released Dec. 6, 2018
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
9.1%
38.0%
East Pearland
20.6%
48.3%
West Pearland
■ Before 2000 2000-2009 2010 or Later
There are indeed some differences between the east and west ends of Pearland. Perhaps the most notable
is the age of development. The number of housing units in the east and west ends of Pearland are roughly
COMMUNITY ASSESSMENT PEAR ■
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O)
the same — approximately 30,000 and 33,000 respectively.20 But as shown in Figure 24, more than two thirds
of the housing units (68.9 percent) in the west end of Pearland were built in 2010 or later compared to just
47.1 percent in the east end. Nearly a quarter of housing units in the east of Pearland (23.1 percent) were
built prior to 1980 compared to just 6.1 percent in the west end. Pearland's multi -family housing product is
also more concentrated in the west (18.8 percent) compared to the east (8.8 percent). While age dynamics
are similar between the east and west ends, there are differences in terms of the areas' racial and ethnic
compositions. While both areas of the community are majority -minority, white non -Hispanic residents make
up 45.8 percent of the east end of Pearland compared to just 31.2 percent of the west end. The west end
also has relatively larger Asian and Hispanic populations.
During the public input process, many stakeholders lamented that Pearland no longer felt like one
community. That said, Pearland evolved from a small town surrounded by relatively rural areas into a
booming, highly desirable suburb within a generation. This involved a massive expansion of the City's
geographic footprint. Today, newer areas on the west end of Pearland are located miles from the Old
Townsite area where Pearland began, and as previously discussed, there is often significant traffic on roads
between these areas. Given these conditions, it is not surprising that there would be differences between
different portions of the community. From a quality of place perspective, however, many input participants
expressed a strong desire to see additional investment in the east end of Pearland. Specifically, input
participants referenced continued aesthetic and safety upgrades to SH 35, redevelopment of local streets to
improve drainage, and investment in the Old Townsite area as potential investments for the near future.
20 For all comparisons between the east and west ends of Pearland, Market Street leveraged five-year ACS data at the
Census tract level. For the purpose of the analysis, Census tracts 6601, 6602, 6603, 6604, 6605, 6608.01, 6608.02, 6609,
3501, 6619 comprise east Pearland and Census tracts 3308, 6606.01, 6606.02, 6607.01, and 6607.02 comprise west
Pearland. See "Appendix" for a map of Census tracts.
COMMUNITY ASSESSMENT PEAR ■
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8. CONCLUSION
In any strategic planning process, the number of variables, voices and considerations to weigh can seem
overwhelming. This can be especially true in communities that have recently undergone rapid change or are
perceived to be on the cusp of a new paradigm. Both of these conditions apply to Pearland today. The
consensus opinion is that the community's era of rapid population growth is drawing to a close or will be
soon, and the question of what comes next remains open. But by continuing to engage in intentional
planning activities, public, private, and non-profit leaders in Pearland have demonstrated a willingness to
proactively work toward a more prosperous and successful future. This strategic planning process will seek
to provide a framework for this action. The next step in the process is the development of the Implementation
Assessment that will evaluate the activation of the Pearland 20/20 strategic plan. This assessment will help
determine (at a high level) those areas where progress has been made and goals have been met, those areas
where clear progress remains to be achieved, and any barriers that have historically impeded effective
implementation. Upon completion of the research phases, the Steering Committee and Market Street will
work together to identify the appropriate strategies to address the issues uncovered in the initial phases of
this process. These recommendations will be developed and refined during the fall of 2019. The process will
culminate in December 2019 with the development of Implementation Guidelines that will provide the
blueprint for putting these recommendations into action.
COMMUNITY ASSESSMENT PEAR
PROSPEPITY
APPENDIX: CENSUS TRACT MAP
Figure Al: Map of Census Tracts in the City of Pearland
Source: U.S. Census Bureau
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COMMUNITY ASSESSMENT PEAR
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7)
IMPLEMENTATION GUIDELINES
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TABLE OF CONTENTS
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Strategy Overview 1
Implementation Guidelines 3 ;..
1. Key Initiatives 4
2.Volunteer Leadership 5 .r
3.Organizational Capacity and Leadership 9 ,fr
4. Funding Considerations and Budget Estimate 19 AR
5. Performance Measurement 26 ^"
Conclusion 29 r�
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IMPLEMENTATION GUIDELINES PEARLAND
PROSPERITY "�
STRATEGY OVERVIEW
r + Public, private, and non-profit leaders have come together around a strategic planning process to make
Pearland a more prosperous and successful place. This process has resulted in Pearland Prosperity, a nel�
4.61
holistic Economic Development Strategic Plan that will guide the collective actions of the Pearland Economic
Development Corporation (PEDC) and its partners in the coming years. The Implementation GuidelineIs
,, provided in this document focus on how to translate this consensus blueprint into reality. But it is fir§t
necessary to review the strategic framework that these guidelines will operationalize.
k,L. The strategic planning process began with a stakeholder engagement process that included interviews,focus
groups,and an online survey that received nearly 2,400 responses from community stakeholders.This public
l.y input was synthesized with in-depth analysis of demographic, socioeconomic, economic, and quality of life
data to create the Community Assessment, a foundational research document that evaluates Pearland's
competitiveness as a place to live,work,and do business.This was followed by a second research document,
the Implementation Assessment, which provided a high-level evaluation of the implementation of the
fOlbi Pearland 20/20 strategic plan.
Public input, research, and extensive input from the process Steering Committee led to the development f
a powerful new strategic framework for stakeholders in Pearland to purse in the coming years.At the center
of this framework are two Community Goals that broadly identify the desired outcomes of Pearland's holistic
economic development effort.These Goals are as follows:
!fl', 1. Economic Growth & Diversification: Provide opportunities for residents to prosper and enhance
Pearland's fiscal sustainability through a holistic approach to economic development.
ria" 2. A Community of Choice in Greater Houston: Ensure Pearland's quality of life and quality of place
continue to attract and retain diverse individuals and families.
These Goals can be pursued through a number of Strategic Initiatives grouped into seven high-level Focus
Areas. Each Initiative corresponds to an action, program, effort, or investment that can help move Pearland
toward its desired future.The Focus Areas provide organizational clarity and readily communicate to a wide
variety of audiences the issues that Pearland will seek to address through collective action.The relationship
between Community Goals and Focus Areas is depicted in the graphic on the opposite page. The circular
structure and lines connecting the Focus Areas and Community Goals reflect the interdependent nature of
Qak
the strategic framework.
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IMPLEMENTATION GUIDELINES PEARLAND
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IMPLEMENTATION GUIDELINES PEARLAND •
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IMPLEMENTATION GUIDELINES
41 Pearland Prosperity represents what the community can do to achieve a more prosperous and successfcl
future.The Implementation Guidelines that follow describe how the community can put the plan into action.
ors
Fortunately, Pearland will not be starting from scratch. In recent years,partners in the community have made
significant progress toward implementing Pearland 20/20, a holistic economic development strategic pla i
launched in 2013. By design, many ongoing efforts from Pearland 20/20 have been incorporated into
ink Pearland Prosperity. Whenever possible, the Implementation Guidelines seek to build upon and leverage
Pearland's existing capacity to advance efforts related to holistic economic development. Beginning to
activate Pearland Prosperity can therefore be likened to jumping on a moving train." But, consistent wite
J. the desires of the Steering Committee and many other stakeholders,Pearland Prosperity also recognizes that
Pearland must take bold, proactive steps if it is to remain a community of choice going forward. Pursuing
411 new and enhanced initiatives will necessitate new capacity and an updated approach to implementation in
some instances.
Ultimately, Pearland Prosperity is an ambitious program of work that no one organization can single-
handedly advance. Instead, implementation should be collaborative.As was the case with Pearland 20/20,la
`L. range of public, private, and non-profit partners will be needed to support the implementation of the
sfokl
Pearland Prosperity by dedicating time, personnel, resources, and other forms of support. The
Implementation Guidelines describe how partners in Pearland can continue to work together to structure
and coordinate the activation of the Plan.The document is divided into five sections covering various aspects
of implementation:
oak 1. Key Initiatives
2. Volunteer Leadership
404,
3. Organizational Capacity and Leadership
dik
4. Funding Considerations and Budget Estimate
5. Performance Measurement
The first section identifies specific Strategic Initiatives within Pearland Prosperity that should be prioritized
(i' in the initial phases of implementation.The second section describes the volunteer network that can brirjg
together lead and supporting implementation partners to ensure the successful activation of the Plan. The
third section focuses on the organizational and staff capacity needed to advance programs and initiatives
within the Plan and coordinate strategic implementation activities.The fourth section discusses the resources
that will be required to support new staff and programs as well as potential funding sources and
considerations for various aspects of the Plan.The fifth section provides a brief overview of how partners in
Pearland can track their progress and measure results.
IMPLEMENTATION GUIDELINES PEARLAND C.)
PROSPERITY
1111.1111111111.11111111111114
1 . Key Initiatives
Successful communities never stop planning, but they also do not allow the conversations that take place
around a strategic planning process, as important as they are, to impede the process of doing. Pearland ern
Prosperity is an ambitious program of work for partners in Pearland to execute in the next five years. Not all
of its Strategic Initiatives can or should be completed within this five-year timeframe, but all can and should
be started or continued. Several components of the Plan stand out as being especially important to
Pearland's future success.These Key Initiatives—derived from Steering Committee feedback and Market
Street's recommendations—should be advanced as soon as the necessary financial and staff resources
are available. Market Street recommends that Pearland prioritize these Key Initiatives in the first year of ,. ,
implementation and beyond as necessary.All of the following Initiatives are important and are not prioritized L
relative to one another. In the order that they appear in the Plan,the Key Initiatives are as follows:
1.1 Engage in a targeted approach to business attraction and marketing
1.2 Help existing businesses grow and thrive through a collaborative, action-oriented
approach to business retention and expansion (BRE)
2.2 Establish a hub for entrepreneurship to concentrate local services and connect to the
regional ecosystem
I
3.2 Proactively assemble and prepare sites to eliminate burdens related to acquisition and ^7
development ,„
4.3 Develop the FM 518/Broadway Corridor Development Plan (SH 288 to SH 35)
5.1 Advance the planning,design, and construction of priority road and highway projects ,1
6.1 Pursue the development of dynamic,walkable mixed-use districts
L'
6.2 Advance catalytic"anchor" projects to support vibrant mixed-use districts in Pearland ^�
7.1 Connect and enhance Pearland's talent pipeline through a collaborative approach
17)
IMPLEMENTATION GUIDELINES PEARL AND
.11
PROSPERITY
2. Volunteer Leadership
~I Holistic economic development is a"team sport."As discussed in the next section,a number of organizations
in Pearland will be called upon to dedicate staff capacity and other resources to advance or support vanou,s
initiatives. Pearland Prosperity is not a strategy for any single organization.A number of public, private,and
non-profit partners must work together in a coordinated, collaborative fashion. This section outlines i
framework of volunteer leadership to ensure the successful activation of the Plan.
4111,, THE IMPLEMENTATION COORDINATING COMMITTEE
,may There is no one-size-fits-all approach to coordinating volunteer leadership around the implementation of a
holistic economic development strategy. However, in Market Street's experience,successful implementation
efforts require volunteer leaders working together through a specific committee or network dedicated to
ensuring cooperation, coordination, and accountability. Stakeholders in Pearland adopted such a model to
guide the implementation of Pearland 20/20. At the conclusion of the strategic planning process in 2013,
f,�r1 Pearland 20/20 Steering Committee members opted to continue working together as a Committee dedicated
to the activation of the strategic plan. While membership has evolved over time,this group remains intact.
According to stakeholders, the Committee has been effective in its role of ensuring effective and
API collaborative implementation of Pearland 20/20.
Market Street recommends that Pearland utilize this successful volunteer model. At the October 3I0
Steering Committee meeting, members present expressed near-unanimous support for the Steering
(4P6, Committee,with potential key additions,to remain intact as an Implementation Coordinating Committ ie
dedicated to the activation of Pearland Prosperity. The remainder of this section describes the structure,
roles,and responsibilities of the new Committee.
S416
COMMITTEE ROLES AND RESPONSIBILITIES: The Implementation Coordinating Committee will serve
several important roles. First and foremost, Committee members must be the most vocal and committed
"champions of the Plan" in its implementation. They must work together to inform and educate the
community and their fellow leaders to build support for the plan and its various initiatives. The Committ ie
will also be the primary convener of a network of implementation partners.The Committee will have n
Io
organizational governance authority over any of the implementation partners, but it will work with this
network to ensure that the community remains focused on actions and results. Some communities have a
tendency to continually discuss challenges and opportunities; the Committee must ensure that dialogue
does not impede doing. The Committee will, in effect, serve as the "keeper of the goals" of Pearls Id
Prosperity to ensure that implementation honors the development and approval of its framework.
4061 The Committee will also play an important advisory role for the various implementation partners and their
(� professional staff. By engaging key partners, the Committee will ensure that implementation its
collaborative, effectively networked, and free of any programmatic redundancies. And, as partner
organizations are determining whether they are effectively staffed and resourced to accommodate new and
existing initiatives identified in the Plan,the Committee can serve as a sounding board and discussion space
for proposing organizational changes and enhancements.
C
Calk IMPLEMENTATION GUIDELINES PEAR 1
PROSPERITY
6
•I
The Implementation Coordinating Committee will also play an important role in helping to ensure that the `n
implementation of Pearland Prosperity is flexible and adaptable. It is important that partners respect the r"'
comprehensive, consensus process that led to Pearland Prosperity and its recommendations, particularly in
the first year of implementation. That said, there will undoubtedly be opportunities and challenges that
emerge over the course of the Plan's five-year timeline. The Implementation Coordinating Committee can
serve as the venue through which partners in Pearland come together to respond to discuss these issues and
make any needed adjustments to strategic implementation.At the end of each implementation year and at r^
other times as needed,Market Street recommends that the Committee and relevant staff work collaboratively r,
to develop a current-year action plan informed by the successes and challenges encountered along the way. I•
A variety of factors may require that some Strategic Initiatives or individual action items be adjusted,
particularly in the latter years of the campaign.
r^•
PROFESSIONAL STAFF SUPPORT:The Implementation Coordinating Committee is a purely volunteer body,
but to operate effectively, it must be supported by professional staff.As discussed in the next section,the
Pearland Economic Development Corporation (PEDC) is well-positioned to continue fulfilling this role as
it did in the implementation of Pearland 20/20. Market Street recommends that professional staff serve as ,..
a liaison between partners,plan meetings,develop agendas,take minutes,and manage actionable outcomes
of Committee discussions.The Committee should assist PEDC staff in tracking implementation progress and
regularly communicating these results to key partners and the public. '`j"
COMPOSITION AND LEADERSHIP:The public, private,and non-profit leaders who have served as members
of the Steering Committee have been active and engaged throughout the process.They are familiar with the 1,1
strategic planning process and the input that informed the process,the strategic implications of the research
findings, and the Pearland Prosperity plan itself. Continued dedication to the implementation of the plan ,•�,
would ensure that the hard work and input that went into developing the plan will translate into the
continued success and prosperity of Pearland. Accordingly, Market Street recommends that a significant
portion of the Implementation Coordinating Committee's representation be derived from the existing �!
Steering Committee. Continuity in leadership is critical to an effective transition from strategic planning t^,
to implementation.
The Committee should include leaders from organizations and entities that will be key partners in
advancing Pearland Prosperity, including those that were not formally represented on the Steering ,.NI
Committee. Specifically, organizations and entities that will be called upon to lead or assist in the
implementation of a specific initiative and/or devote significant financial or staff resources to the effort
should be represented. Not all potential partners can be engaged on the Committee, however, and it must
remain small enough to be productive. Market Street recommends that the Committee be comprised of
roughly 15 to 25 members, though the initial membership may be larger as new members are brought on
board. Ultimately,the Committee must be comprised of individuals who are interested and willing to make
a personal commitment to advance the Plan and its recommendations. It should include only those
individuals willing and able to devote additional time and actively contribute to implementation. It should e•N`
not include individuals who are there simply to observe or passively participate.Every effort should be made ^�
to ensure that the Committee reflect Pearland's diversity in terms of age, gender, race/ethnicity,geography,
etc.
IMPLEMENTATION GUIDELINES E/� L . a
PROSPERITY
'-I-- Implementation Coordinating Committees are typically chaired by two or three individuals. It is important to \
;:i1/11" maintain continuity in leadership between the Steering Committee and Implementation Coordinating
"� Committee. Accordingly, Market Street recommends that, if possible, the current Chair of the Steering
\� Committee continue to serve in this role for 2020, the first year of implementation. Market Stre t
recommends that the Committee nominate a "co-chair" to assist with leadership duties during this tim .
rBeginning in 2021,the Committee should nominate and elect chairs on an annual or biennial basis.All chairs
ON
,I., should be required to serve on the Committee in the year immediately preceding and following their service
as a chair.
lighi
TRANSITION AND MEETING SCHEDULE:At the conclusion of the strategic planning process in December,
los Market Street recommends the Steering Committee take the following steps to facilitate its formal transition
to an Implementation Coordinating Committee,with the first meeting ideally taking place in early 2020:
rZ Seek commitments from Steering Committee members who are willing to commit to serve on th'e
Implementation Coordinating Committee through at least the end of 2020.
,411111
L Identify key senior staff and volunteer leadership at the organizations and entities referenced in the
Implementation Guidelines as lead implementers or supporting partners for Pearland Prosperity s
4._
,*, various recommendations (see 3."Organizational Capacity and Leadership").
L Speak in person with the identified senior staff and volunteer leadership and inform and educate
them regarding the strategic planning process and its outcomes; invite them to serve on thle
Committee.
Ihr
"1 L Develop a meeting schedule for the first year of the Committee's operations, understanding that
much of the work during this time period will be devoted to building capacity. Market Street advises
that quarterly meetings will likely be appropriate in the long run but that monthly meetings may be
�' appropriate in early 2020 to ensure that momentum is maintained. Ultimately, the Committee will
111 determine the frequency of its meetings.
WORK GROUPS: Implementation Coordinating Committees frequently create subgroups under their
rOli' umbrella to help oversee the activation of specific efforts and initiatives. These subgroups are often called
"Work Groups,"though it should be noted that they are typically tasked with ensuring effective coordinatioln
of efforts as opposed to the direct operation of a program or initiative. Work Groups engage a broad I r
orksc- membership than that of the core Committee. They bring together local experts and program operators o
establish connected networks of leaders across constituencies and strategic"buckets"to ensure that works
01161 occurring in a coordinated and collaborative fashion. This structure allows organizations currently involved
in activities that impact implementation to meet regularly and discuss how to integrate and potentially
expand their programs and responsibilities to advance recommendations in an optimal fashion.
r
II The Implementation Guidelines for Pearland 20/20 called for the creation of a number of Work Groups to
advance strategies within the plan. Market Street recommends that Work Groups be used to further tl7e
implementation of Pearland Prosperity but advises that the number of groups needed is likely to be smaller
in comparison to Pearland 20/20. For some Focus Areas within the new strategic framework,a formal Work
'I^ Group is not necessary to ensure effective collaboration among partners. In the case of the Workforce &
7
IMPLEMENTATION GUIDELINES PEARL
AND c,
114 PROSPERITY
8
Talent Focus Area, an existing group, the Pearland Chamber of Commerce's Workforce Council, is well-
positioned to fulfill this role; members of the Council should serve on the Committee to ensure that the two r'^
groups are effectively networked. 'R
Market Street recommends that the Implementation Coordinating Committee form at least one new Work "47''
Group under its umbrella. This group would be principally tasked with advancing implementation of ,.,...
Strategic Initiatives in the Business Formation & Early-Stage Growth Focus Area.As discussed in the next
l ..
section of this document, there are still key decisions that need to be made regarding "hub for
entrepreneurship" proposed in Strategic Initiative 2.2. The new Work Group could be the ideal venue for
these discussions.Accordingly,it is crucial that the Work Group's membership include decision-makers from f'^
key potential partner organizations (e.g. board chairs, senior staff, etc.) to ensure that the group is able to
operate effectively. The Work Group could also help build stronger connections between partners with a
potential role in supporting business formation and early-stage growth, thereby helping to foster an
enhanced local entrepreneurial ecosystem.
Ultimately,the number and composition of the Work Groups will be determined by the Committee,staff, I
and partners. Market Street recommends that the Committee begin forming Work Group(s) as soon as
possible. Members and staff should begin by identifying and reaching out to prospective Work Group t",
members in the first quarter of 2020. As soon as membership is determined, Work Groups will begin �...
coordinating implementation activities in their assigned area(s). Priorities can be reordered if necessary, but
as previously stated, it is important that the Work Groups respect the comprehensive, consensus process 1 I
that resulted in the determination of Pearland Prosperity's strategic framework.
li
•
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L
2
2
7)
IMPLEMENTATION GUIDELINES PEARLANO
PROSPERITY 7
6�
' 9
r t
ss : s '-
3. Organizational Capacity and Leadership
''r f While the Implementation Coordinating Committee described in the preceding section will help ensure thr
implementation occurs in a coordinated and collaborative manner, volunteers alone cannot ensure the
effective activation of Pearland Prosperity. Numerous organizations and entities in Pearland must dedicaie
{111 time, personnel, resources, and other forms of support to activate the many strategic initiatives within the
Plan.Successful communities understand that holistic economic development necessitates a public-private
approach that brings together organizations and entities whose missions support various strategic objectives
and whose work will be vital to the successful activation of a strategy.This section outlines the organizational
r°�'+ capacity needed to advance the Plan.
lL'
" IMPLEMENATION COORDINATION
Pearland Prosperity is a strategy for all of Pearland, not a single organization. Its success will require the
L commitment and participation of multiple organizations and entities to incorporate ongoing efforts arid
'+ launch new initiatives under the strategic framework.In Market Street's experience,if sufficient organizational
capacity is not present to coordinate the many individuals and entities engaged in strategic implementation,
the entire initiative will suffer.
,, To successfully implement the Plan, Pearland must ensure that all efforts and initiatives are connected,
r`� collaborative, and complementary. As was the case for Pearland 20/20, the Pearland Economic
Development Corporation (PEDC) is best-suited to fulfill this need and coordinate the implementation
effort.The PEDC can leverage its organizational capacity to provide administrative oversight and support for
tilk the effort.With the guidance of the PEDC board,staff would have the following responsibilities:
efw+ L Serving as a liaison between the many community partners advancing programs and initiatives that
support Pearland Prosperity and its recommendation
Oft+ L Providing administrative support to the Implementation Coordinating Committee and any Work
r Groups, including planning and staffing meetings and managing communications with Committee
members and the partner organizations and entities they represent
7'
L Working with the Implementation Coordinating Committee and the City of Pearland to publicly
`� promote the strategic implementation effort and report progress and metrics to volunteers,
community partners, and the general public
IIII
lik Some communities choose to devote a full-time staff position to the coordination of a holistic economic
development effort. Based on the community's successful activation of Pearland 20/20 and the nature of the
Pearland Prosperity strategic framework, such an approach is not needed. Instead, Market Street
rk` recommends that the PEDC continue to distribute strategic coordination duties among its existing staff,with
a "point person"designated as the primary contact for planning meetings, managing communications, and
so forth.The Implementation Coordinating Committee should support these efforts in an advisory role and
work with PEDC staff to strengthen ties among key implementation partners.
ralk
(411
(1161
fok
IMPLEMENTATION GUIDELINES PEARLAND cil,
e.►, PROSPERITY
10
RECOMMENDED ADJUSTMENTS TO ORGANIZATIONAL CAPACITY
The Implementation Assessment conducted earlier in this planning process offered a high-level evaluation
of Pearland's most recent holistic economic development effort, Pearland 20/20.The Assessment revealed
that,from an overall perspective, stakeholders in Pearland were successful in activating the Pearland 20/20
strategic plan.
The Assessment noted that implementation progress was especially strong in areas where the PEDC and/or
the City of Pearland had "levers to pull" such as economic development marketing and infrastructure
upgrades. Significant portions of the framework in Pearland Prosperity are similarly under the purview of ,..
these partners. Specifically, the PEDC and/or the City have the mandate and necessary capacity to be they
lead implementation partner for recommendations in four of the seven Focus Areas in the updated strategic
framework.These Focus Areas are as follows: t
1. Business Development
3. Site Development
4. Corridors /At,.
5. Infrastructure&Mobility �.
Additionally, while some aspects of the Plan's sixth Focus Area, "Quality of Life and Quality of Place" will e'"1
certainly require robust participation from the private sector,there are also clear roles for the public sector "1
in advancing all of its Strategic Initiatives.In addition to the PEDC and City,there are numerous organizations and entities that are engaged in economic, community, and workforce development in Pearland —far too
many to list in this space.Pearland Prosperity was designed to leverage the existing resources and capacity >>
of these partners.The"Potential Implementation Partners"and "Implementation Matrix"sections presented
later in this document identify these organizations and entities and offer Market Street's recommendations r'"
as to which partners should lead and support each Strategic Initiative in the Plan.
Conversations with the Steering Committee and key stakeholders revealed that Pearland must also add '•-•‘,
to its existing organization capacity if it is to fully activate the Plan.Specifically,the community must add r"^
new resources and staff to support the implementation of recommendations in two Focus Areas:Business (1'41
Formation & Early-Stage Growth and Workforce & Talent. Market Street's recommendations related to
these Focus Areas are presented as follows.
Business Formation&Early-Stage Growth
The public input process conducted at the outset of the strategic planning process revealed that stakeholders
wished to see an increased emphasis on support for entrepreneurs and homegrown businesses in Pearland.
These issues were generally not addressed as part of the Pearland 20/20 strategic plan. Pearland has some
existing resources in this area, notably the San Jacinto College Small Business Development Center(SBDC)
which is co-located with the Chamber. But many stakeholders said they would like to see more resources
devoted to helping local startups and small businesses.
IMPLEMENTATION GUIDELINES PEARL •;Rr;£ C,
PROSPERI ^'�
NJwfel; ,
The second Focus Area of the Plan, Business Formation & Early-Stage Growth, includes three Strategi,c
Initiatives aimed at enhancing the local entrepreneurial climate. Notably, Strategic Initiative 2.2 calls for thie
..I.' creation of a physical hub for entrepreneurship from which new entrepreneurial programming and servics
41 would be based. There are a variety of business models for launching and operating such a hub. Market
Street advises that additional conversations among key partners will be required to determine the bet
J ' fit for Pearland. Potential options include but are not limited to:
diPi
I, L A new non-profit entity created through a public-private partnership. Many communities wit)
.I� entrepreneurial hubs have achieved success by creating a new 501(c)(3) non-profit to operate the
41 facility. These entities are governed by an independent board of directors and can receive financial
support from a variety of sources including the private sector, local governments, economic
development organizations, higher education institutions,and so on.
7 L A facility operated by an existing organization in Greater Houston's entrepreneurial ecosystem.
+qw, The Pearland Chamber of Commerce recently commissioned a study in partnership with The Canon,
�-I'/ a Houston-based co-working environment, to assess the feasibility of creating an entrepreneurial
�L' community with co-working space in Pearland. If such a facility operated by The Cannon or a simillIr
' existing organization in the Greater Houston area were to come to fruition,it could be the ideal place
Aiii\ in which to co-locate and deliver all of Pearland's entrepreneurial services.
v
Market Street recommends that Partners in Pearland continue to evaluate options for creating,funding,
and operating an entrepreneurial hub; these conversations should occur through the new Work Group
gobt proposed in the previous section of this document. But while potential models vary, expanding
"_ entrepreneurial programs and services will unquestionably require the addition of new staff capacit).
Accordingly, Market Street recommends the creation of a new staff position, the Director of
°"l!k' Entrepreneurship, to enhance Pearland's overall entrepreneurial climate and support recommendations
+i, in the Business Formation & Early-Stage Growth Focus Area. Market Street has provided a brief job
vJ�, description and potential budget for the Director position later in this document.Market Street recommends
- that stakeholders determine the appropriate job responsibilities, organizational home, and funding folr
Ali
L the Director of Entrepreneurship position as part of the conversations around the business model for the
entrepreneurial hub.
‘..1-' Workforce&Talent
l
Talent is the most important factor driving corporate location decisions in the modern economy.Fortunately,
Atioq
Pearland has a highly educated workforce and is served by a number of highly regarded education and
`�- training providers. That said, public input revealed the need to strengthen connections between the
community's "talent pipeline" and business community. This need is addressed in Strategic Initiative 7.1,
"Connect and enhance Pearland's talent pipeline through a collaborative approach." Discussions with key
(II!' stakeholders revealed that additional organizational capacity will be needed to carry out this work.
Additionally,there is also a clear link between these activities and economic development functions such as
business attraction and business retention and expansion (BRE).
(!�1
Alt
IMPLEMENTATION GUIDELINES LAND C,
op, PEAR
PROSPERITY
r�
Market Street recommends that stakeholders in Pearland create a new staff position within a local
organization,to build connections between the local talent pipeline and business community and support
the advancement of initiatives in the Plan's seventh Focus Area,"Workforce&Talent."Such staff positions
are common in communities throughout the country, but there is no one-size-fits-all model for where such
a staff position should be based and how it should be resourced. Similar staff positions are housed in
economic development organizations, chambers of commerce, education or community foundations,
standalone non-profit "education partnerships," and so on. Funding might be provided through some ("1
combination of public economic development budgets,private sector investment,or financial and/or in-kind �^
contributions from education and training providers.Market Street recommends that relevant stakeholders
in Pearland convene in early 2020 to determine the appropriate organization and resourcing plan for the 'T,
Workforce and Talent Coordinator position. Potential options include but are not limited to:
L Housing the position in the Pearland Chamber of Commerce given the nexus with the Workforce
Council and the possibility for the staff position to support new programs related to diversity and
emerging leadership.
L Housing the position in the PEDC given the importance of workforce and talent solutions to core !`R
economic development activities such as business development.
STAFFING r-41
In Market Street's experience, one of the biggest mistakes a community can make following a strategic l r
planning effort is underestimating the staff capacity needed for successful implementation. Holistic
economic development is a labor-and knowledge-intensive field where many months or even years of work
f*,
may be required before the benefits of those efforts become apparent. Accordingly, successful
implementation requires a professional staff comprised of talented, committed individuals. efi";
Pearland is fortunate to have numerous public, private, and non-profit organizations and entities with
professional staff who can advance some aspect of Pearland Prosperity. In some cases, it may be beneficial
for implementation partners to consider whether job descriptions need to be adjusted to account for new
roles and responsibilities related to the activation of one or more Strategic Initiatives. As previously �+
referenced, however, successful implementation of Pearland Prosperity will also require the addition of
new staff capacity.Market Street recommends that two new staff positions be created in the community.
These positions are described as follows. It should be noted that both job titles are "working titles"that
can be modified by relevant stakeholders if desired. ry+�
Director of Entrepreneurship: The Director of Entrepreneurship (working title) will be responsible for l�1
fostering a robust entrepreneurial climate in Pearland and advancing Strategic Initiatives in the Plan's second
Focus Area, "Business Formation & Early-Stage Growth." The Director will be responsible for designing,
overseeing, and implementing entrepreneurial programming and working directly with entrepreneurs and
aspiring business owners. Pending the outcome of ongoing research, this individual could potentially also
serve as the executive director of the physical hub for entrepreneurship (see Strategic Initiative 2.2) and ` '
manage its day-to-day operations. Once stakeholders in Pearland have identified a preferred and feasible 1)
model, Market Street advises that,if possible,the Director of Entrepreneurship position should be created as
IMPLEMENTATION GUIDELINES PEAj ,
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.�- soon as possible to help guide the development of the hub. (The Implementation Budget provided later it \
this document proposes that the position be created at the beginning of the third quarter of 2020.) The
Director could help partners in Pearland craft a development plan that would establish budgets,
ON programming, physical space needs, and branding for the physical hub. The Director could also be
`I i
instrumental in developing resources to fund the development and operation of the hub.The Director will
./Ps' also work with relevant partners throughout Greater Houston's entrepreneurial community to identiIIPN
fy
potential partners and opportunities to expand local entrepreneurial programming that would be
111. complementary to regional offerings.
R It is crucial that the Director be an experienced entrepreneur and/or an individual with significant
'^ experience operating an entrepreneurial program such as a successful incubator or accelerator. Market
'P', Street recommends that options for creating the Director position be considered as part of the conversatiors
around the appropriate model for creating the entrepreneurial hub proposed in Strategic Initiative 2.2; as
�• previously stated, these conversations should take place through the new Work Group created under the
rumbrella of the Implementation Coordinating Committee.Market Street advises that creating such a position
fliN will most likely require both public and private support regardless of the chosen model.
01 Workforce and Talent Coordinator:The Workforce and Talent Coordinator(working title)will be responsible
Ilk for building and strengthening connections between Pearland's "talent pipeline” and business communi y
Owl by advancing the recommendations in the Plan's seventh Focus Area, "Workforce &Talent."This individuLl
,L__ would work with partners including education and training providers, businesses, non-profits, and so on to
11-lil align and improve education and training services in and around Pearland.Given the important connecti qn
/sh' between talent and business attraction and retention, the Coordinator would also play a critical role in
ON supporting Pearland's economic development efforts.The position's core functions would be as follows:
` L Serving as a liaison between Pearland's business community and workforce development,education,
OPIN and training providers in and around Pearland
gyp►
L Providing staff support to the Workforce Council in order to facilitate stronger connections between
ilwN partners and helping identify opportunities,challenges,and gaps
L Working with the Pearland Chamber of Commerce to help administer the diversity council and
! ' emerging leaders programs outlined in Strategic Initiatives 7.2 and 7.3 in the Plan
L Working with the PEDC and Chamber to support business recruitment and business retention and
expansion (BRE) efforts
Ilik
L Working with all relevant partners to connect employers with talent and training solutions
The Workforce and Talent Coordinator would not be involved in the direct provision of workforce
development education, or training services. Those functions would remain the responsibility of the
community's education and training providers.The Workforce and Talent Coordinator would instead serf e
illik to develop connections between these providers and Pearland's business community to ensure that the
vjik community is maintaining and enhancing its competitive edge in workforce and talent. As previously
discussed, Market Street recommends that stakeholders in Pearland convene in early 2020 to determine
the desired approach to resourcing and housing the Workforce and Talent Coordinator position.
(rn"'' IMPLEMENTATION GUIDELINES PEARLAND (,)
PROSPERITY
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POTENTIAL IMPLEMENTATION PARTNERS
Successful implementation of Pearland Prosperity will require coordinated action from a range of community :
partners. The following table lists the potential implementation partners identified in the "Implementation
Matrix" presented later in this section. This list is not intended to be final or comprehensive— it would be e"'
I_
difficult to accurately list every single supporting entity that could contribute to each effort, and these lists rr
will almost certainly evolve over time. But the following represents the organizations that Pearland
stakeholders and Market Street identified as potential key partners. It is also important to reiterate that l-
outreach efforts to these partner entities will be critical in the initial months of implementation, as these ,
initiatives must have support and buy-in from a range of community partners.
POTENTIAL IMPLEMENTATION PARTNERS ,
f
Abbv. Organization/Entity Abbv. Organization/Entity t."'.
ACC Alvin Community College METRO Metropolitan Transit Authority
AEC Adult education center MMD Municipal Management District(s)
AISD Alvin Independent School District NP Non-profit organizations
BC _ Brazoria County _ PAAC Pearland Alliance for Arts and Culture
BDD4 Brazoria Drainage District No.4 PCC Pearland Chamber of Commerce "
BIZ Local business community PCD Pearland Community Development Dept.
CP City of Pearland PEDC Pearland Economic Development Corporation 1J
CVB City of Pearland Convention&Visitor's Bureau PISD Pearland Independent School District ',..f.,
v
EAHPR Economic Alliance Houston Port Region PPO Private property owners �^,
EDABC Economic Dev.Alliance for Brazoria County PRO Park&Ride bus operating company
EDT All relevant education and training partners RE Real estate development community
EE Regional entrepreneurial ecosystem partners SBDC Small Business Development Center ^`
J
EO Elected officials SJC San Jacinto College .-w,
GHP Greater Houston Partnership TMC Texas Medical Center •)
GOV Local governments of regional jurisdictions TO Texas One _ _ _ i
HC Harris County TT Team Texas '"�
HCFCD Harris County Flood Control District TxDOT Texas Department of Transportation ,.■,,
HGAC Houston-Galveston Area Council UHCL University of Houston Clear Lake ''
ITG Industry trade groups realted to target sectors USACE U.S.Army Corps of Engineers �}'
KPB Keep Pearland Beautiful
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' IMPLEMENTATION MATRIX
Market Street has prepared an Implementation Matrix for a resource for partners in Pearland as they seek to
` activate Pearland Prosperity. For each Strategic Initiative in the Plan, the following framework recommends
a launch year and potential partners to lead and support implementation efforts. It also delineates wheth er
an Initiative is new, enhanced, or ongoing. Consistent with the desires of stakeholders in Pearland, tie
Implementation Guidelines do not contain detailed timelines for each Initiative in order to allow PEDC staff
4111 leadership and other key partners flexibility based on the availability of resources and ongoing programs of
work. Market Street recommends, however, that the Implementation Coordinating Committee, PEDC staff,
tiL and other lead implementation partners develop internal timetables and milestones associated with tfle
planned implementation of these Initiatives to ensure that implementation occurs in a timely manner.
Implementation Matrix Key
Strategic Initiatives are grouped by Focus Area, with the Key Initiatives identified in the first section of thus
011111 document are highlighted in green.The Matrix includes the following elements:
/ The # and Recommendation columns refer to the specific Strategic Initiative and its placement 'n
the Plan.
/ Status refers to the present status of Strategic Initiatives. Initiatives that carry over from Pearlard
20/20 and/or implementation activities are already underway are labeled as "Ongoing." Other
Initiatives are labeled as follows:
E = Expanded or enhanced versions of action(s) already underway
ook
N = New action(s)
/ The Y column refers to the estimated launch year. Note that a launch year is not listed for Strategic
Initiatives that are labeled as"Ongoing."For Initiatives labeled,"E,"the launch year refers to the year
in which expansions or enhancements should begin taking place.
/ Potential Lead Implementer(s) corresponds to the potential lead entity or entities that will guide
implementation of that recommendation and associated actions. Roles may be listed as "to be
determined" (TBD) based on pending discussions with implementation leaders.
rnk / Potential Implementation Partners lists the key entities that could assist/influence implementation
of a recommendation and associated tasks.
111
Pam'
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IMPLEMENTATION MATRIX
Lead Potential
# Recommendation Status Y Implementation
Implementer
Partners 1.
/14,
1.Business Development
Engage in a targeted approach to business BIZ;CP; EAHPR;
1.1 I Ongoing PEDC EDABC;GHP; ITG; ^',
attraction and marketing
PCC;TO;TT
Help existing businesses grow and thrive through a rn
1.2 collaborative,action-oriented approach to business E 2020 PCC; PEDC BIZ;CP; EDT
{ retention and expansion (BRE) 1
1.3 Support a vibrant retail sector in Pearland N 2020 PEDC BIZ;CP;CVB; ITG;
PCC; PPO; RE
Proactively communicate the economic
1.4 development value proposition to the Pearland E 2021 PEDC BIZ;CP; PCC
community '"'
I �
2.Business Formation&Growth (44';
Ensure that Pearland's business climate and '1
BIZ; EE;
2.1 support services are optimized for enterprise E 2020 CP; PCC
formation and growth PEDC;SBDC
— — r..")
Establish a hub for entrepreneurship to
2.2 concentrate local services and connect to the N 2020 PCC
BIZ;CP; EDT; EE;
regional ecosystem PEDC;SBDC
Establish a revolving loan fund (RLF)to incentivize BIZ; EE;
2.3 N 2022 CP; PEDC
primary business formation and growth PCC;SBDC
3.Site Development
3.1 Position the Lower Kirby District and the SH 35 E 2020 PEDC CP; PPO; RE
Corridor as priority areas for development
i ,
3.2 Proactively assemble and prepare sites to eliminate r1 N 2020 PEDC CP; PPO; RE
burdens related to acquisition and development
3.3 Ensure that best-in-class infrastructure and Ongoing CP; MMD; BIZ; PPO
amenities are in place to support site development PEDC
.col
7
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IMPLEMENTATION MATRIX, CONTINUED \!'
III
Lead
Potential.
illik # Recommendation. Status Y Implementation
Implementer
Partners
4.Corridors
, Implement the 288 Corridor Master Improvement CP; MMD; BC; HC; HGAC;
�.I_. 4.1 Ongoing
Plan PEDC TxDOT
1111
AIONN 4.2 Implement the SH 35 Corridor Redevelopment Plan Ongoing CP; PEDC BIZ; HGAC; PEDC;
TxDOT
Develop the FM 518/Broadway Corridor
Ongoing CP; PEDC BIZ; HGAC; PEDC;
' 4.3
Development Plan(SH 288 to SH 35) TxDOT
4.4 Beautify Pearland's corridors and gateways Ongoing CP; PEDC KPB; MMD;
rb` TxDOT
ths 5.Infrastructure&Mobility
5.1 Advance the planning,design,and construction of BC;GOV; PCC;
priority road and highway projects Ongoing CP I PEDC;TxDOT
i 5.2 Pursue federal,state and local funding for
E 2020 CP; EO BIZ; PCC
transportation projects
I
5.3
Pursue near-and long-term options to expand E 2020 CP; METRO; BIZ; EO;GOV; PCC;
y(11161 1.116N transit connectivity to major employment centers PRO PEDC;TMC
1
5.4
Advance infrastructure projects that improve BDD4; HCFCD;
drainage and stormwater management in Pearland Ongoing CP MMD; PEDC;USACE
111
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1111
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IMPLEMENTATION MATRIX, CONTINUEDpw
Potential 4
Lead
Recommendation Status Y Implementer Implementation Pn l
Partners
6.Quality of Life&Quality of Place
1
1
Pursue the development of dynamic,walkable BIZ; EO; PCC; PPO;
6.1 E 2020 CP; PEDC
mixed-use districts RE
Advance catalytic"anchor"projects to support ! , BIZ;CVB; PCC; PPO;
6.2 E 2020 CP; PEDC
vibrant mixed-use,districts in Pearland RE ,
1.1
Develop and implement the Parks and Multi-Modal
6.3 Ongoing CP BIZ; PCC
Master Plans
6.4 Diversify and maintain Pearland's housing stock N 2021 CP; PCD RE
7.Workforce&Talent '
emir
ACC;AEC;AISD; BIZ;
Connect and enhance Pearland's talent pipeline
7.1 E 2020 PCC CP; EDT; NP; PEDC; tee,
through a collaborative approach
PISD;SJC; UHCL
7 2 Leverage Pearland's special diversity and promote N 2021 PCC BIZ;CP; NP
a culture of inclusion in Pearland ,,�
7 3 Engage Pearland's young professionals and N 2022 PCC BIZ; NP
emerging leaders
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4. Funding Considerations and Budget
•
Estimate
Pearland Prosperity contains numerous efforts and initiatives that must be staffed and funded. This will
require public and private partners to evaluate their roles in implementation in the context of existing
budgets. All opportunities for refocusing, redirecting, and redistributing current funding to supporlti
strategic implementation should be assessed and pursued before any new resource development
activities are initiated. That said, implementing Pearland Prosperity will require a higher level if
111
investment than previously has been committed for holistic economic development efforts.This section
focuses on the resources that will be required to implement Pearland Prosperity. It begins with an overvie
of potential funding sources and considerations for each Strategic Initiative in the Plan. It then provides an
estimated five-year implementation budget for certain new expenditures tied to implementation of the Plan.
POTENTIAL FUNDING SOURCES AND CONSIDERATIONS
Pearland Prosperity seeks to impact a variety of outcomes at the individual, business,and community levels.
111
Accordingly, the benefits of implementation will accrue to households, new and existing businesses,
1 entrepreneurs,the public sector, and so on. Successful communities around the country recognize this fact
and acknowledge that all segments of the community(public, private, non-profit,community and corporate
foundations,and so on)must have"skin in the game"to demonstrate commitment and ensure accountability
toward the implementation of a strategic effort. As previously discussed, every effort should be made1104,
too
leverage the existing capacity and ongoing efforts of partner organizations. That said, the strategic
°'4 implementation effort must also be supported by continuing and new investments from public and private
161 partners. Additionally, many of the Strategic Initiatives will be dependent upon the community's ability to
secure outside funding or investment (e.g.state and federal funds for needed road and highway upgrades).
Implementation partners in the community should work collaboratively to pursue competitive grants and
other funding sources.
101
Market Street has developed the following tables as a resource for stakeholders in Pearland as they assess
their capacity for implementation and consider potential resource enhancements from local and outside
04,
sources. The Key Initiatives identified in the first section of this document are highlighted in green. The
•► tables contain the below elements:
!1 L The # and Recommendation columns refer to the specific Strategic Initiative and its placement in
OA, the Plan.
L Possible funders for each recommendation are provided in the Potential Funding Source(s)column.
L The Funding Notes column provides additional detail about specific costs. In instances where the
Implementation Budget is listed as a potential funding source,this field discusses specifics about
a` what the Budget covers.
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POTENTIAL FUNDING SOURCES AND CONSIDERATIONS
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•
Potential Funding Funding Notes
# Recommendations Source(s) g
1..Business Development r'y�
ThePEDC's existing marketing budget can adequately cover activities in this Strategic ;,
Engage in a targeted approach to business i
1.1 PEDC Initiative,including potential enhancements to the community's economic development ,
attraction and marketing
marketing approach.
Help existing businesses grow and thrive through a Core BRE activities are covered through the BizConnect contract between PEDC and
PEDC;Implementation '
1.2 collaborative,action-oriented approach to business Chamber.Costs associated with responding to business needs are highly variable.The
Budget (40,
retention and expansion(BRE) Implementation Budget covers the creation and promotion of an annual business survey.
--- ----- ---- — ------------- — 1.
The Implementation Budget accounts for biannual retail market assessments in 2020,2022,
1.3 Support a vibrant retail sector in Pearland PEDC V
and 2024 and limited retail marketing expenditures beginning in 2021.
Proactively communicate the economic Actual costs are likely to be minimal and will primarily involve City and PEDC staff time to L,
1.4 development value proposition to the Pearland City of Pearland;PEDC develop and carry out communications activities.Additional costs can be incorporated into 'fit
community i existing marketing budgets.
2.Business;Formation.&.Growth
Ensure that Pearland's business climate and City of Pearland; � Costs of reviewing and optimizing processes are likely to be minimal and primarily involve �
2.1 support services are optimized for enterprise Chamber, staff time.The Implementation Budget includes a line item for enhanced online promotion �r
formation and growth Implementation Budget of entrepreneurial resources,including the development and maintenance of a website. r"�1
Establish a hub for entrepreneurship to Capital and operating expenses could vary widely based on the desired facilities and
2.2 concentrate local services and connect to the Various public and programming;would likelyrequire a public-private partnershipwith major private
private sources g 'I q
regional ecosystem investment."Interim access point"costs should be kept low with in-kind donations.
Potential cost is highly variable based on the desired scale and scope of the program; I�
Establish a revolving loan fund(RLF)to incentivize
2.3 Various public sources would likely require a significant upfront investment from the public-sector.Would also
primary business formation and growth
require staff time on an ongoing basis for fund administration.
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ks.
411liq # Recommendation Potential Funding
Source(s) Funding Notes
,..L..
1111 3.Site Development
klillik‘ 35 I
Corridor as priority areas for development The PEDC is already engaged with promoting districts and prime development sites;
3.1 Position the Lower Kirby District and the SH PEDC 1
expansions to these activities can be accommodated within the organization's existing
marketing budgets.
(404T ,
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3.2 Proactively assemble and prepare sites to eliminate PEDC;Implementation The Implementation Budget proposes annual funding for research and site planning.The
jilkl
burdens related to acquisition and development - Budget actual costs associated with acquiring,improving,and marketing sites will be highly „
variable.Though significant,the PEDC has sufficient resources to fund these activities. -.
Ensure that best-in-class infrastructure and PEDC;various public
Infrastructure and amenity enhancements should continue to be provided through the
3.3 4
amenities are in place to support site development sources PEDC,Management Districts,the implementation of various master plans,and other
sources. I
I 1.1
4.Corridors
Oillibl,
,...„.
4.1 Implement the 288 Corridor Master Improvement PEDC;MMD;various
Plan public sources
Enhancements should continue to be funded through various local,state,and fed iral
ti°14' government sources;continue to leverage PEDC resources for aesthetic enhancements.
PEDC;various public
1
4.2 Implement the SH 35 Corridor Redevelopment Plan
till.' sources
. .
" - Develop the FM 4.3 518/Broadway Corridor PEDC;various public The PEDC is funding the development of the Corridor Plan to coincide with TxDOT planning
Development Plan(SH 288 to SH 35) sources activities;actual costs of improvements are highly variable and will likely require federal,
v.,...,
tilli' . state,and local funding.
Capital and maintenance costs related to gateway and corridor aesthetic enhancements
PEDC;various public and
llh' 4.4 Beautify Pearland's corridors and gateways
' philanthropic sources should continue to be covered by various public sources including the PEDC and
Management Districts;continue to leverage Keep Pearland Beautiful to promote upkeep.
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IMPLEMENTATION GUIDELINES PEARLAND
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POTENTIAL FUNDING SOURCES AND CONSIDERATIONS,CONTINUED
Potential'Funding:
# Recommendation Funding)Notes )
Source(s) l
5.Infrastructure&Mobility /' t
Costs-for infrastructure improvements will be significant but can be funded through state
Advance the planning design,and construction of
5.1 Various public sources and federal sources;local public funds will be required for some projects.Aesthetic
- i priority road and highway projects - enhancements can be funded through various sources(e.g.Management Districts).
Costs will primarily involve staff time to pursue competitive funding(City)and aligning J�+
Pursue federal,state and local funding for City of Pearland;
5.2 legislative agendas(Chamber).The costs of a local advocacy campaign for raising local
transportation projects Chamber t
revenue would be highly variable and require private-sector support.
I-- -- - r --Engaging in a dialogue about regional transit will require City staff time and volunteer
5.3 Pursue near-and long-term options to expand City of Pearland; support;actual transit enhancements would require significant public investment.The
transit connectivity to major employment centers Implementation Budget Implementation Budget references funding for near-term promotion of the Park&Ride.
5.4 Advance infrastructure projects that improve ! Various public sources Costs of drainage and stormwater management improvements can be funded through
drainage and stormwater management in Pearland local taxing districts,federal sources,etc. 1.1
6.Quality of Life&Quality of Place
Private investment; Pursuing mixed-use development opportunities will require staff time of the PEDC,City, �q
Pursue the development of dynamic,walkable �
6.1 potential public-private etc.;actual developments will require market-driven privateiinvestment,though public-
mixed-use districts partnerships private partnerships could be utilized if necessary and appropriate
Development of a hotel/conference center and an indoor sports facility will require private
Advance catalytic"anchor"projects to support Public-private
6.2 partners to build and operate facilities and will require public support to cover development
vibrant mixed-use districts in Pearland partnership
costs. .
Develop and implement the Parks and Multi-Modal City of Pearland;various Developing and implementing the Parks and Multi-Modal Master Plans will require 'r
6.3 Master Plans publicCity publicfinancing sources investment from the and other mechanisms such as TIRZ.
City of Pearland;various Costs for the City of Pearland are likely to include staff time to evaluate regulatory
6.4 Diversify and maintain Pearland's housing stock public sources;private- frameworks and potential developments and pursue federal funding;actual development y'
sector investment would require market-driven private-sector investment. ,
IMPLEMENTATION GUIDELINES PEARLAND
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POTENTIAL FUNDING SOURCES AND CONSIDERATIONS,CONTINUED \`
Potential Funding
Recommendation Source(s) Funding Notes
7.Workforce&Talent
• Connect and erihance.Pearland'stolent pipeline Implementation Budget; Funding for a staff position to support workforce/talent in Pearland is included in the
7.1 through a collaborative approach various education and Implementation Budget;costs associated with programmatic enhancements are highly
training partners variable and could require partners to redeploy existing resources or seeknew funding.
The Implementation Budget proposes startup costs and a small annual budget to opel ate
7 2 Leverage Pof includ'ssion
special diversity and promote Implementation Budget the diversitycouncil.Additional costs(e.g.a diversitysummit)could be supported b
a culture of inclusion in Pearland P g pP y
program revenue.
Engage Pearland's young professionals and Implementation Budget; The Implementation Budget includes startup funds for developing materials,training,-tc.
7.3 After a time,the program should be operated at or close to a revenue-neutral basis
emerging leaders private investment through program feeds and sponsorships.
•
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IMPLEMENTATION BUDGET
As previously stated, implementation of Pearland Prosperity will require a higher level of investment than I;
previously has been committed for holistic economic development efforts. Accordingly, Market Street has
^
developed an Implementation Budget that estimates the new investment that will be required. Before
proceeding, however, it is necessary to clarify what this Implementation Budget does and does not cover. (,`,
It is not possible to create a comprehensive budget for a program of work as ambitious and varied as r''f
Pearland Prosperity.There are simply too many programs,variables,partners,and ongoing efforts to develop
a defensible estimate.Market Street does not typically develop estimates for"brick-and-mortar"investments
.
such as a new physical hub for entrepreneurship or the acquisition and preparation of a new development
site.Such projects typically carry multi-million dollar price tags and are often supported by federal and state '.
government funding and/or private investment. Instead, the Implementation Budget presented here /1^•,
includes costs related to personnel,event programming and hosting, research, planning,and design,and
other defined program costs. Additionally, the Implementation Budget includes only new expenditures
tied to strategic implementation and does not incorporate existing program, personnel, or operational 'L r
budgets.
rr,
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IMPLEMENTATION GUIDELINES PEAR 7'
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�'y IMPLEMENTATION BUDGET ?`
�I-
Potential
Expense Funding 2020 2021. 2022 2023 2024 5-Year Total
Source(s)
`llik‘ Staff Positions'
Director of Entrepreneurship - Various L $52,000 $107,120 $110,334 j $113,644 $117,053 $500150
Director of Workforce and Talent Various $42,250 $87,035 $89,646 $92,335 $95,105 $406,372
Programs,initiatives,and tools - J
Development site research and planning(see 3.2)2 PEDC $75,000 $75,000 $75,000 ; $75,000 I $75,000 $3751000
I_- Implementation Coordinating Committee meetings PEDC $5,000 $5,000 $5,000 $5,000 $5,000 $25 000
9 Emerging leaders program startup costs(see 7.3)3 I Chamber $10,000 $10,000 $0 ; $0 $0 $20000
J Diversity Council startup and administration(see?2) -- Chamber $10,000 - $1,500 $1,500 $1,500 $1,500 $16 000
el F
Online promotion of entrepreneurial resources(see 2.1) Various $10,000 $1,000 $1,000 $1,000 $1,000 $14000
rAdmin.and promotion of online business survey(see 1.2) - PEDC i4 $2,500 $2,500 $2,500 ! $2,500 $2,500 $12,500
Internal awareness for infrastructure funding(see 5.2) Chamber $2,500 $2,500 $2,500 $2,500 I $2,500 $121500
ilim Workforce Council meetings 1 Chamber L $2,500 $2,500 , $2,500 . $2,500 $2,500 $121500
Park&Ride marketing(see 5.3) Various I $10,000 T $0 r $0 ; $0 $0 $10000
(1,r. Total $221,750 $294,155 $289,980 $295,979 $302,158 $1,404J022
L 1-Estimates for new positions represent range midpoints;benefits and taxes are included using a 1.3 base salary multiplier;includes 3 percent annual increases
till salaries for 2020 are prorated to six months
2-Includes potential market analysis,site planning,etc.
tillih
3-Reflects one-time startup costs such as material development and training only;program should operate at or near a revenue-neutral basis through a
ecombination of tuition and corporate/foundation support
till
till
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IMPLEMENTATION GUIDELINES PEARLAND ,
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r-
5. Performance Measurement
To assess the progress of Pearland Prosperity, stakeholders in Pearland should establish and monitor a set
of performance metrics. Metrics are an important factor in helping implementation partners and the general
public determine if implementation is having the desired impact. Market Street recommends that Pearland (1°"5
track two distinct types of metrics:
1. Performance Measures: These metrics represent community outcomes that will be impacted by (1)
effective implementation of the Plan but are also influenced by innumerable other factors outside
the control of any implementing organization.They seek to measure Pearland's performance in key
demographic,socioeconomic, economic, and quality of life indicators.
2. Activity Measures:These metrics are closely tied to the specific recommendations in the Plan and
are directly (in some cases exclusively) influenced by the implementation effort. They primarily I.
measure activities that implementation partners will carry out. Note that many more Activity
Measures related to the completion or activation of individual recommendations could be added to !^
the"Potential Additional Measures"table if the Implementation Coordinating Committee and other
partners desire. 17;
Based on findings from research and input and the framework of Pearland Prosperity, Market Street has �.
developed a recommended set of metrics for Pearland to gauge implementation progress and success.These
metrics are divided into two categories, Core Performance Measures and Implementation Activity
Measures,which are described as follows. (1`)
CORE PERFORMANCE MEASURES '
The framework of Pearland Prosperity is centered on two overarching Community Goals that identify the
desired outcomes of Pearland's holistic economic development effort.These Goals are as follows: f;
1. Economic Growth & Diversification: Provide opportunities for residents to prosper and enhance
Pearland's fiscal sustainability through a holistic approach to economic development.
2. A Community of Choice in Greater Houston: Ensure Pearland's quality of life and quality of place
continue to attract and retain diverse individuals and families.
Core Performance Measures are the "top-line" indicators that can help stakeholders determine whether
Pearland is making progress toward these Community Goals.Stakeholders in Pearland should utilize a variety
of sources to track its progress. In some cases, publicly available government data will be sufficient. To
measure more subjective concepts such as resident satisfaction with Pearland's "quality of life," it will be
necessary to utilize data from the National Citizen Survey (NCS), a nationwide assessment of local
government services, policies and management; Pearland participates in the NCS on a biannual basis. The
table on the following page details a list of potential Core Performance Measures and potential data sources
for each proposed indicator. ,
IMPLEMENTATION GUIDELINES PEARLAND
PROSPERITY ,�
-
'r- CORE PERFORMANCE MEASURES \,
Performance Measure Potential Data Source(s).
L- 1.Business Growth&Diversification -
.,, %change in private jobs based in Pearland (1-and 5-year rates) i BLS QCEW
%change in traded-sector jobs based in Pearland (1-and 5-year rates)' 1 BLS QCEW
'1 %change in average annual wage for jobs based in Pearland j BLS QCEW
i
P %change in per capita income I BEA
%change in median household income [ U.S.Census Bureau ACS
Commercial/sales taxes as a%of total tax digest City of Pearland
) 2.A Community of Choice in Greater HoustonT T`T T � g� �__
Li
Net migration to Brazoria Co.from other counties in Greater Houston IRS Statistics of Income
Net domestic migration to Pearland as a%of total population Census Population Estimates
change in population aged 25 to 44 Census Population Estimates
%change in enrollment at AISD and PISD (1-and 5-year rates) Texas Education Agency/ISDs
eil % pt.change in adults 25 and over with at least an associates degree U.S.Census Bureau ACS
% pt.change in adults 25 and over with at least a bachelor's degree U.S.Census Bureau ACS
%of residents rating overall quality of life"good"or"excellent" National Community Survey
(4114
1 -"Traded sectors"refer to business sectors in which establishments typically"export"goods or services to other domestic and
foreign markets.For the purposes of data collection,Market Street recommends that Pearland define traded sectors as
manufacturing;wholesale trade;transportation and warehousing;information;finance and insurance;professional,scientific,and
technical services;and management of companies and enterprises.(NAICS 31-33,42,48-49,51,52,54,and 55)
4
Establishing Goals for Performance Measures
For many years,it was common practice for communities to establish long-term goals to measure the impact
of implementing a community and economic development strategy. Organizations, fundraisers, and
sometimes even investors often saw goals such as"create 10,000 jobs in the next five years"or"increase per
capita incomes by$2,000"as necessary for ensuring that a strategy will have an impact in a community. But
tin Market Street's experience,setting such specific long-term goals can have downsides that often outweigh
the potential benefit. Simply put, it is virtually impossible to establish meaningful goals for metrics that afire
QIIII influenced by countless uncertain external factors.The impact of the Great Recession illustrates this concept.
11' In the mid-2000s,many economic development organizations created lofty job creation goals,none of which
were met once the global financial crisis curtailed business investments and expansions.Additionally,there
is also a lag of up to two or three years in the release of certain types of data.As such, if a community were
to establish goals for a five-year strategy spanning 2020-2024, it could have to wait until 2025 or 20261to
IIII determine whether it had reached them.By this point,a community should already be in the midst of its next
strategic planning and funding cycle.
1'` IMPLEMENTATION GUIDELINES PEAR
LAND c,
PROSPERITY
fr
28
Accordingly, Market Street recommends that any specific goals tied to Core Performance Measures or 'i:
other data indicators be utilized internally by the Implementation Coordinating Committee and other key
•a.
implementation partners. When reporting data to the public, Market Street recommends that Pearland ,ry
assess its progress relative to a set of benchmark comparisons. This can help account for any external
trends such as economic development cycles and place the community's progress within the appropriate
context.At a minimum,Market Street recommends that Pearland track its progress on relevant key indicators
relative to national trends. (Note that benchmark comparisons may not be possible for some types of locally AKA
derived data,e.g.a small business survey.)The community may also seek to measure its progress relative to
the state of Texas, the Greater Houston region, and other communities that share similar characteristics
and/or are seen by stakeholders as being "aspirational" communities. (In the Community Assessment, data
for the City of Pearland was benchmarked against Cary, NC, McKinney, TX, and Sugar Land, TX.)
Benchmarking progress relative to comparison communities will help provide greater context and put 6 i.
Pearland's performance into perspective for stakeholders.
IMPLEMENTATION ACTIVITY MEASURES
1.
The tables that follow show Implementation Activity Measures. These metrics are primarily tied to specific
recommendations within Focus Areas and generally must be tracked locally by implementation partners.
r.un1.
PEDC staff should work with the Implementation Coordinating Committee and all other relevant
implementation partners to track and report metrics.
rR,
IMPELEMENTATION ACTIVITY MEASURES (^)
emN
Potential.Measure Potential Data Source(s) Li
(.14;
1.Business Development
#jobs resulting from attraction efforts PEDC
$of capital investment resulting from attraction efforts PEDC
$ of payroll resulting from attraction efforts PEDC
#of leads, prospects,and projects generated from attraction efforts PEDC f';')
$ of tax digest increase attributable to attraction efforts City of Pearland
#of new and retained jobs resulting from BRE efforts PEDC/Chamber
$of capital investment resulting from BRE efforts PEDC/Chamber 'w5y
$ of payroll resulting from BRE efforts PEDC/Chamber
#of firms contacted through BRE efforts PEDC/Chamber
$ of tax digest increase attributable to BRE efforts City of Pearland
2.Business Formation&Growth �1
#of unique visitors to "virtual front door"website TBD t•41.1.
#of firms launched through SBDC and related programming SBDC
#of entrepreneurs and startups served through the entrep. hub TBD
#of jobs created by Pearland startups TBD `444)
#of firms receiving loans through RLF TBD
IMPLEMENTATION GUIDELINES PEARL AND
PROSPERITY
29
IMPELEMENTATION ACTIVITY MEASURES, CONTINUED
Potential Measure Potential Data Source(s)
3.Site Development
#jobs located at PEDC-developed and/or assisted sites PEDC
$ of private capital investment at PEDC-developed sites PEDC
$ of tax digest increase at PEDC-developed sites City of Pearland
$ of net return on investment to Pearland from site investments PEDC/City of Pearland
4.Corridors
Market Street recommends that stakeholders in Pearland track and report progress on implementation
milestones and metrics as prescribed in various corridor improvement plans
_ 5.Infrastructure&Mobility
$value of transportation infrastructure improvements City of Pearland/TxDOT
$value of outside funding leveraged for improvements City of Pearland/TxDOT
`' #of daily riders utilizing Park&Ride bus services City of Pearland
6.Quality of Life&Quality of Place
$value of capital investment in new mixed-use developments City of Pearland
%of residents rating entertainment options "excellent"or"good" National Community Survey
%of residents rating Pearland parks "excellent"or"good" National Community Survey
#new linear miles of trails City of Pearland
#of non-single family housing units permitted City of Pearland
#of properties receiving potential rehabilitation assistance City of Pearland
7.Workforce&Talent
#of private firms participating in Workforce Council Chamber
#diversity council participants Chamber
#of individuals and firms engaged in the emerging leaders program Chamber
#of emerging leaders graduates serving in leadership roles Chamber
IMPLEMENTATION GUIDELINES PEARL4ND \r!)
o
00,
PROSPERITY
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30
CONCLUSION r
Stakeholders in Pearland understand that their community is at an inflection point.Its recent history has been ("
defined by rapid population growth and development and the work that has occurred to "catch up" to this
transformation.As the pace of growth slows and the community matures, stakeholders have begun to think
about how Pearland will sustain its prosperity and maintain or even improve upon its status as a highly
desirable community. a
Pearland Prosperity can directly address these issues and help the community achieve its desired future. But
li
without an effective, coordinated, and sufficiently resourced and staffed implementation process, the f
potential of the plan will not be realized. The Implementation Guidelines presented in this document
represent the framework through which the community can work together to become a more successful and r
prosperous place. Throughout this process, Pearland has demonstrated that it has visionary and energetic ,„
volunteer and staff leadership and strong momentum. Embracing this powerful implementation framework
will ensure that this momentum carries on in the years to come. I
1
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IMPLEMENTATION GUIDELINES PEAR '‘T.,
PROSPERITY 7-'
,..,,,
PEAR_�,_
PROSPERITY
February 2020
Pearland 20/20
Implementation
Assessment
TABLE OF CONTENTS
ExecutiveSummary.................................................................................................................................................................................1
ImplementationAssessment...............................................................................................................................................................3
QuantitativeAnalysis.....................................................................................................................................................................4
QualitativeAnalysis........................................................................................................................................................................6
Appendix: Pearland 20/20 Implementation Progress............................................................................................................ 11
PEARLAND 20/20
IMPLEMENTATION ASSESSMENT
PEAR *;.
PROSPEPITY
o�
EXECUTIVE SUMMARY
This Implementation Assessment offers a high-level evaluation of the implementation of Pearland 20/20. It
is ultimately intended to help the Steering Committee and other stakeholders assess their progress and
provide part of the foundation for the forthcoming development of a new holistic economic development
strategic plan. Holistic economic development involves addressing a wide range of issues that impact a
community's competitiveness. At its core, however, the work is about carrying a number of specific efforts
and programs and making investments that improve standards of living and quality of life for residents.
In this regard, the overall implementation of Pearland 20/20 has been highly successful. The work carried
out related to the plan's nine strategies has helped improve the community's competitiveness for talent,jobs,
and investment.
The specific accomplishments connected to the initiative are too numerous to list in this summary, but
stakeholders contacted through the public input process highlighted several efforts that stand out. These
include major successes in attracting jobs and investment to the community, activation of the Lower Kirby
District as a destination for major employers, significant progress on highway and road expansions and
extensions, laying groundwork for corridor improvements, gateway and corridor beautification efforts,
upgrades to parks and trails, and the development of a new internal "Brand DNA."
Stakeholders in Pearland should be proud of these and other accomplishments. In many ways, they have
been part of the community's broader effort to "catch up" to the rapid change that the community has
experienced in recent decades. As discussed in the Community Assessment, Pearland has made significant
investments in recent years to expand vital infrastructure and enhance core municipal services to
accommodate a growing population. But with much of the basic "blocking and tackling" work completed or
well underway, many stakeholders in Pearland have begun to ask what comes next.
Leaders in Pearland have come together to identify a new strategic vision to ensure that the community
maintains its status as a prosperous and sustainable "destination of choice" in Greater Houston. Looking back
to gain a full understanding of the successes, challenges, and "lessons learned" from the implementation of
Pearland 20/20 will be vital to this effort. The remainder of this Executive Summary highlights key findings
related to the activation of Pearland 20/20 that emerged from stakeholder input, document review,
discussions with PEDC staff, and Market Street's objective, third -party experience.
KEY FINDINGS
L Overall, Pearland is a more prosperous and successful place now than it was at the beginning of the
20/20 process. While numerous internal and external factors influence a community's success,
stakeholders generally believe that Pearland 20/20 played an important role in enhancing Pearland's
competitive position for talent, jobs, and investment.
L A significant amount of implementation progress occurred in areas where the Pearland Economic
Development Corporation (PEDC) and/or the City of Pearland had "levers to pull" such as economic
development marketing and infrastructure upgrades.
PEARLAND 20/20 PEAR
IMPLEMENTATION ASSESSMENT PROSPERITY
L Relative to an assessment of Pearland 20/20 implementation progress conducted in 2015,
stakeholders said there has been significant recent progress related to enhancing quality of life and
quality of place amenities in the community, including work on parks and trails and the establishment
of the Pearland Alliance for Arts and Culture (PAAC).
L That said, stakeholders said Pearland's relative shortage of lifestyle amenities could put the community
at a competitive disadvantage. Stakeholders said that components of the Pearland 20/20 strategy that
sought to address this issue — e.g. the multi -use events center and activation of Lower Kirby as a
mixed-use destination — did not materialize for a variety of reasons.
L Implementation was also less substantial in areas where the public sector had a less direct role. One
example is the eighth strategy in the Pearland 20/20 plan, "Advance Local Education and Workforce
Development Pipelines in Pearland." Stakeholders noted that there have been some conversations
related to workforce development among key partners and that individual entities have made
enhancements to Pearland's already excellent complement of education and training programs. But
overall, stakeholders said there has been little concrete action related to formal alignment of the local
talent pipeline.
L While Pearland 20/20 has helped attract and retain major employers in the community, the strategy
did not address support for small business and entrepreneurship in a significant way. Some
stakeholders said they would like to see an increased emphasis in these areas going forward. While
some of these concepts clearly have a public -sector dimension, others will require private -sector
leadership to succeed. For instance, PEDC may be able to support business growth in some ways, but
its primary mission is engaging activities that grow primary employment (as opposed to local -serving
businesses).
L The preceding two bullets reveal that if Pearland is to effectively advance a truly holistic program of
work, a broad network of community partners must be major proponents of the implementation effort.
In other words, the implementation of the next economic development strategy must be more than a
program of work for the PEDC or City. Instead, it must be a true community effort.
L That said, the PEDC clearly has a major role in the community's success. The input process revealed,
however, that there are differing opinions on how the organization should invest its significant
resources. Ultimately, such decisions are in the hands of the PEDC board and the City Council. In
Market Street's experience, successful communities are those that embrace a holistic approach to
economic development that addresses the full range of issues that impact a community's success,
including quality of place, workforce, small business and entrepreneurship, and so on.
L Pearland is now at an inflection point following a period of rapid growth and the mostly successful
implementation of an economic development strategic plan that helped lay significant groundwork
for the future. The next step for stakeholders is to develop a high-level vision for the community's
future, which will in turn dictate the specific strategies and tactics the community pursues through
collective action.
PEARLAND 20/20 PEAR 0
IMPLEMENTATION ASSESSMENT PROS PE P ITY
O
IMPLEMENTATION ASSESSMENT
In the fall of 2012, leaders in Pearland came together to begin planning for a more prosperous and successful
future. Working on behalf of the community, the Pearland Economic Development Corporation (PEDC)
partnered with Market Street Services to facilitate a nine-month economic development planning process.
To guide this process, the community empaneled a diverse Steering Committee of public, private, and non-
profit leaders who dedicated their time and effort to the betterment of Pearland. Their work resulted in
Pearland 20/20, a holistic blueprint intended to guide the community's collective actions.
The PEDC and its partners are now developing a new economic development strategic plan for Pearland.
Before crafting a new strategic plan, however, it is helpful to first look back at the previous implementation
effort to gain an understanding of those areas where progress has been made and goals have been met,
those areas where clear progress remains to be achieved, and any barriers that have historically impeded
effective implementation.
This Implementation Assessment serves as a high-level evaluation of the implementation of Pearland
20/20. It is ultimately intended to assist the Steering Committee and other stakeholders assess their progress
and provide part of the foundation for the forthcoming development of a new holistic economic
development strategic plan. The Implementation Assessment is divided into two sections, which are as
follows:
L Quantitative Assessment: The Community Assessment developed in the previous phase of this
process provided an in-depth look at Pearland's competitive position and performance on many key
demographic, economic, socioeconomic, and quality of life indicators. This brief section complements
this work by evaluating Pearland's performance on a set of key performance measures established in
the Implementation Guidelines document developed during the Pearland 20/20 process.
L Qualitative Assessment: This section discusses key issues related to the implementation of Pearland
20/20. It is built upon input from stakeholders familiar with the initiative gathered through multiple
interviews, focus groups, and an online survey. It was also informed by an extensive review of written
documentation (e.g. follow-up strategic plans and presentations) of Pearland 20/20 activities provided
by PEDC staff. This input is blended with Market Street's objective, third -party perspective to clearly
identify lessons learned from the implementation effort to -date, as opposed to a simple enumeration
of accomplishments.
The most important takeaways from this Implementation Assessment are summarized in the Executive
Summary section at the beginning of this document. Additionally, the report contains an Appendix,
"Pearland 20/20 Implementation Process." While the Qualitative Assessment focuses on some high-level
strategic accomplishments, its narrative is primarily intended to highlight key opportunities and challenges
and outstanding questions related to Pearland's holistic economic development program of work. The
Appendix provides a more complete overview of specific activities and progress that has occurred in each of
Pearland 20/20's nine strategies.
PEARLAND 20/20 PEAR
IMPLEMENTATION ASSESSMENT PROSPERITY
o)
Quantitative Analysis
Measuring performance is an important aspect of any community and economic development initiative.
Metrics are an important factor in helping implementation partners and the community as a whole determine
if implementation is having the desired impact and producing a sufficient return on investment. This section
examines Pearland's recent performance on a set of key performance indicators. Before proceeding, it should
be emphasized that performance measures are usually not in the control of any one organization or initiative.
They are instead influenced by innumerable other factors, including national and global economic trends.
For example, per capita income can be a good measure of a community's "topline" prosperity, but this
indicator is sensitive to economic cycles. Accordingly, Market Street typically recommends that communities
monitor their progress on performance measures relative to a set of benchmark comparisons. This often
includes state and national trends as well as a set of competitor or "aspirational" communities. The
Community Assessment developed earlier in this strategic planning process utilizes benchmark comparisons
to provide a broad overview of Pearland's competitiveness as a place to live, work, and do business.
That said, the Implementation Guidelines from the 2013 Pearland 20/20 process identified a set of
performance measures that stakeholders in Pearland could utilize to gauge their progress. For metrics that
are easily tracked through widely available government or proprietary data programs, Market Street provided
"baseline" values and established goals to help the community determine implementation success.' Figure
1 on the following page shows these baseline and goal figures along with the latest figure available for each
data indicator. It further shows whether each data indicator has improved relative to the baseline and whether
Pearland has reached or surpassed goals set for 2018. The section concludes with a limited set of Key
Takeaways that provide a brief, high-level discussion of Pearland's competitive position on key data
measures, drawing both from Figure 1 and from the Community Assessment.
As shown on the following page, Pearland exhibited across-the-board improvements on key performance
measures relative to baseline figures. Additionally, the community surpassed the "2018 goal" established
in the Implementation Guidelines on five of the eight measures. The only three to fall short were primary
jobs, the percent of local jobs that could be considered "high wage," and the proportion of adults aged 25
and over with at least an associate's degree. It should be noted that the 2018 goal figures represented
relatively ambitious targets and Pearland has made strong relative gains on both of these metrics. As
discussed in the Community Assessment, Pearland's growth in the proportion of its adult population with at
least an associate's degree outpaced all comparison geographies except Sugar Land between the five-year
periods ending in 2012 and 2017. Overall, the data in Figure 1 is consistent with one of the key takeaways
form the Community Assessment: Pearland finds itself in a stronger competitive position today than when
it entered into the Pearland 20/20 process. An updated set of performance measures will be provided
later in this process.
' Performance metrics in the Implementation Guidelines also included data that is not available through known government or
proprietary sources. The Guidelines recommended that stakeholders track these measures locally; accordingly, they are not
included as part of this Implementation Assessment. Stakeholders should refer to the original Implementation Guidelines for a
full list of metrics. Additionally, because most data programs lag at least a year or two behind, baseline figures were generally for
2010 or 2011 while goals were extrapolated out to 2018, data for which should be available later in 2019 or 2020.
PEARLAND 20/20 PEAS 911..
IMPLEMENTATION ASSESSMENT PROSPERITY
FIGURE 1: PERFORMANCE METRICS FROM THE PEARLAND 20/20 IMPLEMENTATION GUIDELINES
Baseline Figure Goal atest Figure erformance
Indicator Value Yr. Value Value Yr. vs. � vs. 2018
Overall Performance Benchmarks
# primary Jobs'
20,325
2010
27,896
27,320
2015
0 6,995
% high-wagejobS2
31.9%
2010
39.5%
36.4%
2015
0 4.4%
Sales subject to sales tax
$1,036,253
2010
$1,057,893
$1,651,240
2017
$614,987
(in OOOs)
# arts, design, entertainment,
544
2011
426
767
2018
223
�
sports, and media occupations
% of adults with associate's
51.7%
2010
64.3%
56.4%
2017
4.7%
degree or higher
Pearland ISD graduation rate (four -
89.0%
2010
96.2%
97.0%
2017
8.0%
�
year cohort)
Average home value
$182,300
2010
$185,862
$251,400
2017
$69,100
Capital Investment from corporate
$384,833
2013
n/a
$466,374
2017
$81,541
---
relocations4
1 - A "primaryjob" is defined as thejob that provides a worker with the greatest proportion of their total income.
2 - Defined as those paying more than $3,333 per month.
3 - Owner -occupied units
4 - Figures in 000s, five year total
Additional note: All figures are for the City of Pearland unless otherwise specified. The "Yr." column represents the year, years,
or month for the "Baseline" and "Latest" values. The "vs. Baseline' column shows the actual numeric or percentage point change
for each data indicator between the baseline and latest observation periods. In instances where Pearland has demonstrated
absolute improvement, a green dot is shown; a red dot is shown for indicators that have not improved or have worsened relative
to the baseline. The "vs. Goal" indicates whether Pearland has — as of the latest data observation — met the 2018 goals for each
indicator established in the Implementation Plan; green dots indicate that the goal has been met, yellow dots indicate that 75 to
99 percent of the goal has been met, and red dots indicate that less than 75 percent of the goal has been met. Market Street
developed the goals by examining recent trends, calculating a compound annual growth, and then estimating the incremental
improvement that would occur in these trends if the Pearland 20/20 strategy was effectively implemented. It should be
emphasized that the goals were established for 2018; most data for this year will not be available until 2019 or 2020.
PEARLAND 20/20 PEAR 9..
IMPLEMENTATION ASSESSMENT PROSPERITY
o�
Qualitative Analysis
As discussed in the Community Assessment, Pearland has reached a point in its lifecycle where many
stakeholders are asking: "what's next?" This is a natural question on the heels of a sustained period of rapid
population growth that has had a transformative impact on the community. In recent years, much of the
focus in Pearland has been on "catching up" to the growth wave by improving infrastructure, building and
upgrading municipal and government services, and enhancing amenities such as parks and trails. During this
time period, Pearland has exhibited meaningful progress on a variety of key data metrics related to the
community's success and prosperity. Simply put, Pearland is in a stronger competitive position now than it
was earlier in the decade.
According to stakeholders, the activation of the Pearland 20/20 strategy has played an important role in
helping the community reach this point. Pearland has long recognized the importance of proactive planning
and an intentional approach to economic development. In 1995, voters in the community approved the
formation of the Pearland Economic Development Corporation (PEDC), a non-profit Type B corporation
under Texas law that is funded primarily by a half -cent sales tax within the City of Pearland. In addition to its
work attracting, retaining, and growing primary employment in the community, PEDC has also worked with
its public and private partners to engage in numerous strategic planning activities. According to stakeholders,
Pearland 20/20 was the most ambitious of these efforts to -date. Its strategic framework consists of nine high-
value strategies intended to help Pearland achieve the "next level of success both as an economy and a
sustainable residential location." Each of these strategies was to be advanced through numerous sub -actions
and activities that would require a high degree of organization and commitment from the PEDC, the City of
Pearland, and other public and private partners in order to be successfully advanced.
This portion of the Implementation Assessment focuses on the activation of Pearland 20/20 and its
component actions. Rather than an enumeration of specific accomplishments or areas that failed to gain
traction, the intention is to provide an overview of opportunities, challenges, and "lessons learned" from
the implementation effort that can inform the development of a new economic development strategic
plan for Pearland.
That said, the ultimate goal of a holistic economic development initiative is to carry out a number of
specific efforts and programs and make investments that can improve standards of living and quality of
life for residents and contribute to the overall sustainability of a community. On these measures,
stakeholders said Pearland 20/20 has been a success, helping to bring about many positive outcomes in
the community. The Appendix of this report provides a detailed overview of implementation progress in
each of Pearland 20/20's nine strategy areas. But before proceeding, it is worth highlighting some of the
biggest successes that stakeholders associated with the implementation of Pearland 20/20. (It should be
emphasized that few if any of these successes can be attributed to the plan itself or any single organization;
they are instead testaments to the work and investments of a range of public and private partners both
within and outside Pearland.) Top accomplishments include but are not limited to the following:
PEARLAND 20/20 PEAR
IMPLEMENTATION ASSESSMENT PROSPERITY
L Pearland's expanded and improved economic development marketing program continues to
deliver positive returns for the community. Stakeholders contacted through the public input process
praised the work of the PEDC in attracting new jobs and investment and promoting growth in key
sectors identified in the Pearland 20/20 strategy, including energy and health care (both service
delivery and life sciences). According to data from the PEDC, the organization and its partners have
helped create nearly 1,300jobs and generated approximately $350 million in capital investment since
the completion of the Midcourse Strategic Update in 2015.
L The Lower Kirby District has gained momentum and multiple large employers have been attracted
to the area. Stakeholders acknowledge that there is significant work still to be done in the district,
particularly when it comes to advancing mixed-use developments and assembling sites for future large
end-users. But stakeholders said that efforts of the City of Pearland, the PEDC, Municipal Management
Districts, and others to "prime the pump" for development in the area have begun to pay off.
L Major work is underway on a variety of highway, road, and transportation projects, with more
planned for the future. Stakeholders mentioned the widening of SH 288, the extension of McHard
Road, and many other projects as positive developments. As discussed in the Community Assessment,
long commute times remain a reality in Pearland and throughout the Greater Houston region. But
stakeholders expressed optimism that enhanced internal connectivity, the ongoing work on managed
toll lanes on SH 288, and a recently launched pilot park-and-ride program to connect commuters to
the Texas Medical Center and Downton Houston could help address the situation.
L The City of Pearland and its local, regional, and state partners have made significant progress on
upgrading corridors in the community. In 2016, the PEDC and its partners finalized a redevelopment
strategy for SH 35 that identifies five catalytic strategies for redevelopment and beautification along
the corridor. While stakeholders would like to see more progress in this area, input participants noted
that that portions of these strategies have already led to a noticeable improvement. In 2019, PEDC
reached an agreement with a planning consultant to examine the mobility, infrastructure, and
economic implications related to the potential widening of FM 518 between SH 288 and SH 35. PEDC
and its partners have also made significant progress on beautifying gateways into the community — a
key issue to emerge from the Pearland 20/20 process. Stakeholders cited these gateway improvements
as one of the most notable implementation successes in recent years.
L Upgrades to parks and trails were a major point of satisfaction among stakeholders. Input
participants praised work that resulted from the 2015 parks master plan, including renovations to
Independence Park and the Hickory Slough Sports Complex, the first phase of Shadow Creek Park,
and trail expansions. The City of Pearland's Parks & Recreation department and other partners are
already at work on new Parks and Multi -Modal master plans.
L Pearland has laid significant groundwork for a stronger internal identity. In 2017, PEDC partnered
with the MMI Agency and a coalition of influencers to develop a Brand DNA for the community. Major
components of the shared branding initiative include brand affiliation, vision, promise, value
proposition, attributes, and narrative. PEDC is working on a web -based portal and communication
plan to launch the brand hub.
PEARLAND 20/20 PEAR 0.
IMPLEMENTATION ASSESSMENT PROS PE P ITY,
Simply put, stakeholders in Pearland should be proud of the accomplishments detailed on the preceding
page. But these accomplishments have something in common: they were all advanced primarily by the PEDC
and/or the City of Pearland. This leads to a key finding to emerge from stakeholder input: progress tended
to occur on issues where the PEDC and/or the City had "levers to pull" such as economic development
marketing and infrastructure upgrades. Implementation was far less substantial in areas over which these
entities had less control.
A primary example is the eighth strategy in Pearland 20/20, "Advance Local Education and Workforce
Development Pipelines in Pearland." As stated in the 2013 strategic plan, this strategy was premised on the
idea that the community must focus on "optimizing education systems, aligning training programs with the
realities of today's workplace, and best positioning students for college and careers." Doing so would require
a formal collaborative network consisting of local school districts, higher education providers, the business
community, and a range of other partners. According to stakeholders, while some conversations have
occurred to this end and individual actors within the talent pipeline remain committed to preparing
individuals for college and careers, significant formal alignment has yet to occur. In 2016, PEDC facilitated a
workgroup of education partners on advancing education and workforce initiatives, but stakeholders said
the challenge of multiple jurisdictions slowed progress. More recently, representatives from education and
training providers and the business community have been convening as a committee through the Pearland
Chamber of Commerce. Some stakeholders said they have found value in convening partners that have not
always worked together in the past, but some also noted that a more clear direction and plan of action will
be needed in order to lead to successful alignment.
Stakeholders contacted through the public input process also noted some issues that the Pearland 20/20
initiative generally did not address. The most common issue raised by input participants was related to
support for entrepreneurs and small businesses in Pearland. Pearland has some existing resources in this
area, notably the San Jacinto College Small Business Development Center (SBDC) which is co -located with
the Chamber. But many stakeholders said they would like to see more resources devoted to helping local
startups and small businesses. Input participants identified multiple areas that could use improvement. Ideas
included, but were not limited to, assisting small businesses with navigating permitting processes and
regulations such as the "51/49 rule" that impacts alcohol sales, exploring opportunities for expanding capital
availability for startups, creating an incubator or other physical hub for entrepreneurship in the community,
and helping local entrepreneurs access the robust ecosystem in Greater Houston while remaining based in
Pearland. While some of these concepts clearly have a public -sector dimension, others will require private -
sector leadership to succeed. Some stakeholders also said they would like to see PEDC take a more active
role in promoting small businesses and entrepreneurs. While economic development organizations (EDOs)
around the country support new business development in a variety of ways, PEDC's mission is to grow
"primary jobs" that entail exporting goods and services to other communities. Accordingly, it is not well-
suited to support retail shops, restaurants, service providers, and other "lifestyle businesses" that cater
primarily to a local population.
Fortunately, stakeholders said there have been some positive signs with respect to entrepreneurship and
small business development in recent months. In addition to the new workforce group, the Chamber is also
convening various stakeholders to examine the possibility of expanding support for entrepreneurs and small
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businesses locally. Stakeholders said the Chamber recently led a delegation from Pearland to another
community in Texas to examine a newly established business incubator.
But the conversations around workforce alignment and entrepreneurship support lead to another key
finding: if Pearland is to effectively advance a truly holistic program of work, a broad network of
community partners must be major proponents of the implementation effort. Stakeholders said they
feared that the community risked thinking of economic development purely as "something the EDC does."
But economic development is a "team sport" where the most successful communities are those where the
public, private, and on -profit sectors work in alignment toward a common vision. Stakeholders noted that
building cross -sector coalitions can be difficult in Pearland. The community's rapid growth means that many
residents and businesses are relatively new to the area and lack strong local connections or roots.
Additionally, stakeholders said that relative to some other communities, Pearland lacks the kind of major
corporate and foundation funding that has been instrumental to resourcing some holistic economic
development initiatives. But if Pearland is to maximize its chances for success in areas that are outside the
purview of local government and a 4B corporation, it must seek to build a broader coalition of partners.
During the input process for the 2015 Implementation Assessment of Pearland 20/20, some stakeholders
noted that the community had prioritized "nuts -and -bolts" spending on transportation infrastructure and
core services (e.g. police and fire) while "investments in quality of life amenities have taken a back seat."
As stated in the 2015 report, "A more aggressive focus on investments that enable Pearland to "catch up" to
its skyrocketing growth is worrisome to certain stakeholders who feel that Pearland must provide lifestyle
amenities consistent with other cities of its size. Thus, supporters of projects such as an events center and
the development of increased arts capacity are concerned that the city risks losing its status as a community
of choice if it cannot meet residents' expectations for quality of life and place enhancements."
Stakeholders contacted during the 2019 public input process said that there has been recent progress
with respect to lifestyle amenities. As previously discussed, parks and trails have seen significant investment,
and stakeholders expressed optimism about the ongoing Parks and Multi -Modal master planning processes.
Partners in the community also came together in 2015 to form the Pearland Alliance for Arts and Culture
(PAAC), a non-profit dedicated to supporting and advancing artistic and cultural activities in Pearland.
According to its website, the organization seeks to "provide support to existing organizations, sponsor
educational initiatives and attract and develop new venues and participants to make Pearland a regional
center of culture." Stakeholders noted that the historic lack of corporate and foundation money in Pearland
presents a challenge to supporting arts and culture but nevertheless viewed PAAC as a positive addition to
the community.
That said, stakeholders said they feel Pearland has not made enough progress on enhancing its quality of
life and quality of place amenities and remains at risk of "falling behind" relative to competitor
communities. Input participants noted several aspects of the Pearland 20/20 plan related to lifestyle
amenities that have not been fully realized. One frequently cited example was the seventh strategy in
Pearland 20/20, "Construct a multi -use events center in Pearland." In 2017, the PEDC commissioned a market
study that revealed an indoor amateur sports facility and hotel conference center were the most viable
options for the community to pursue. A subsequent study examined the feasibility of an indoor amateur
sports facility in greater detail and determined that the facility would require an operating subsidy to be
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viable. At a June 2019 meeting, the Pearland City Council opted to postpone action on the sports facility
pending better market conditions. Stakeholders also noted that while the Lower Kirby District has seen
significant investment from large primary employers, there has been limited progress on developing new
mixed-use development between the Bass Pro Shop and Ivy District. Some stakeholders also said there has
been limited investment in the Old Townsite area and noted that the sale of the Alvin Community College
building to a charter school removed a significant opportunity to catalyze redevelopment.
While many stakeholders see the development of lifestyle amenities as critical to maintaining Pearland's
status as a "community of choice" in Greater Houston, there were diverging views on how to pursue them.
Some stakeholders said they would like to see the PEDC utilize resources to support the development of
lifestyle amenities such as a mixed-use entertainment district in order to put the community in a more
competitive position. Others said they would prefer to see these amenities provided primarily through
private, market-driven investment.
These conversations were part of a larger discussion about the PEDC's role that emerged during
stakeholder input. Some said they wished to see the organization focus mostly on primary job creation
through activities such as marketing, project management, and the provision of incentives. Others said they
wish to see the PEDC continue to take a more proactive approach in "priming the pump" for development.
One example of this divide concerns the availability of shovel -ready development sites in the community.
Stakeholders said there are multiple sites that could be suitable to large-scale development for commercial
or industrial uses, but many of these sites have complicated ownership situations and/or other challenges
that represent barriers to development on a typical timeline for an economic development project. One
potential way to lower these barriers would be to utilize the PEDC to assemble properties and/or mitigate
adverse conditions to make them truly "shovel -ready." Some stakeholders said they would support such an
approach, while others expressed skepticism about its necessity. Ultimately, the Pearland City Council and
the PEDC board must determine the PEDC's direction and allocation of resources. In Market Street's
experience, however, successful communities tend to be those that embrace a holistic, proactive approach
to growing jobs and investment; past a certain point, investments in marketing and incentives on heir
own have diminishing returns. The PEDC represents a powerful tool to resource a variety of investments
that can improve the community's attractiveness for jobs, talent, and investment.
Finally, the discussions about the PEDC's role tie into the central theme of this strategic planning process:
Pearland is at an inflection point. The community has undergone rapid change and through the Pearland
20/20 plan and other means it has made numerous tactical investments to "catch up" to growth. Overall,
Pearland is more successful than it was at the beginning of its previous economic development planning
process. The challenge now is to determine a vision for what comes next. As discussed in the Community
Assessment, doing so will be vital to the community's long-term attractiveness and sustainability. The
role of the Steering Committee is to help determine this vision, drawing both from the stakeholder input
gathered as part of this planning process and from their experience as leaders in Pearland.
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APPENDIX: PEARLAND 20/20
IMPLEMENTATION PROGRESS
This Appendix offers a strategy -by -strategy look at the progress that the PEDC, the City of Pearland, and
their partners have made toward activating Pearland 20/20. Its contents were derived from interviews with
community stakeholders conducted as part of the strategic planning process as well as a review of
presentations, subsequent strategic plans, and other relevant Pearland 20/20 documents. This is not
intended to be a comprehensive inventory of all actions related to Pearland 20/20. Instead it is a high-
level summary of progress with a particular focus on activities that occurred since the Mid -Course
Strategic Update in 2015. If desired, Steering Committee members and staff can provide feedback to help
refine and improve this section. Ultimately, the perspectives on continuing challenges and opportunities
related to strategic implementation will help inform the creation of a new five-year Strategy later in this
process.
1.0 DESIGN AND IMPLEMENT AN ENHANCED ECONOMIC
DEVELOPMENT MARKETING PROGRAM
1.1 Ensure that relocation prospects are efficiently and effectively supported and managed.
L The PEDC continues to effectively attract new companies to Pearland. Since the Pearland 20/20 mid-
course update in 2015, the PEDC together with partners has created 1,273 jobs and generated $350
million in capital investment for the city.
L Past success is translating into further gains. Lonza, the world's largest cell and gene therapy
manufacturer, initially relocated with a 100,000 square foot clinical manufacturing and research and
development facility in 2016. Soon after, the company announced an additional 300,000 square foot
manufacturing expansion that opened in 2018. Over the two phases, the attraction of Lonza is
anticipated to create 300jobs in Pearland by 2019.
L Add-on benefits also occurred with the relocation of Tool -Flo Manufacturing, an IMC Group company
owned by Berkshire Hathaway. In December 2018, Tool -Flo opened an 80,000 square foot facility in
the Lower Kirby District which now employs 150 people. Rex Supply, another subsidiary of IMC Group,
soon opened a 46,000 square foot distribution facility proximate to Tool -Flo Manufacturing.
L Stakeholders expressed concern regarding the PEDC's ability to maintain success given dwindling
"easy" development product. A more aggressive stance as it relates to land assemblage and site
preparation was seen as necessary to sustain business attraction activity.
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1.2 Build a competitive portfolio of "shovel -ready" Pearland development sites.
L Since Pearland 20/20, the Lower Kirby District has transformed into a burgeoning R&D and
manufacturing district housing Endress+Hauser, Lonza, Merit Medical, Dover Energy, Mitsubishi Heavy
Compressor Corporation, and Cardiovascular Systems, Inc. among others.
L The PEDC activated dormant municipal management districts to further the development of Lower
Kirby. Through the Lower Kirby Pearland Management District and the Pearland Municipal
Management District No. 1, the city and the PEDC financed a $5.76 million extension of South
Spectrum Boulevard to Kirby in 2018. The extension was necessary to stimulate the Ivy District, a
planned mixed-use, walkable center.
L Although Lower Kirby has received significant attention, business parks along the 35 corridor remain
in a developmental state. Rice Drier Commerce Park, a planned 17 -acre light industrial and commercial
park, was supported by the PEDC through drainage and roadway improvement offsets. A business
park is also in planning stages near McHard Road and 35.
1.3 Enhance efforts to attract key segments of the health care sector to Pearland.
L The city of Pearland has seen sizable growth in its health care sector. Recent relocations, in the context
of Pearland 20/20, include Memorial Hermann, HCA Houston Healthcare Pearland, and Kelsey Seybold
as well as life science companies like Lonza, Base Pair Biotechnologies, and Adient Medical.
L The PEDC engages in targeted advertising to brand the community as a health care and life sciences
destination. Marketing activities include sponsoring the Texas Life Science Forum, Rice Business Plan
Competition, and Bio International along with securing ad space in print publications such as the
Houston Business Journal.
L Partnerships have also played an important role in establishing Pearland's health care and life sciences
brand. The PEDC has partnered with the Greater Houston Partnership, CenterPoint Energy, and
BioHouston to attend the Medical Device Manufacturing and BIO trade shows.
L The result of these implementation efforts has been significant sectoral growth. Pearland added more
than 1,300 jobs in the health care and social assistance sector from 2013 to 2018. The sector's growth
rate of 36.7 percent was more than three times the national rate.
1.4 Enhance efforts to attract key segments of the energy sector to Pearland.
L Similar to its health care marketing, the PEDC has actively marketed the region as a destination for
companies within the energy sector including targeted advertising and trade show and conference
attendance such as the Gulf Coast Industry Forum.
L Recent activity within Pearland's energy sector primarily relates to manufacturing operations. Recent
relocations and expansions include Brask, Inc.; Neela; FloWorks; Mitsubishi Heavy Compressor
Corporation; Dover Energy; Tool -Flo; and Diamond Bolt. In some cases, such as Tool -Flo and Dover
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Energy, these manufacturers operate diversified product portfolios in which energy is simply a
customer segment rather than their entire customer base.
L The PEDC has also successfully attracted professional services energy operations including M&S
Logistics, a global tank container operator.
1.5 Leverage and enhance external communications and networking activities.
L The PEDC maintains relationships with organizations to sustain their effectiveness and establish
networks critical to successful business attraction programs.
L This network extends to a variety of regional, state, and national organizations including Team Texas
and Texas One, the Greater Houston Partnership, the Urban Land Institute, the Industrial Asset
Management Council, CoreNet, the Economic Alliance Houston Port Region, and the Economic
Development Alliance for Brazoria County among others.
1.6 Ensure Pearland's retail and hospitality sectors remain vibrant.
L Along with its attraction of primary employers, the PEDC continues to work with retailers and retail
developers to expand shopping and dining opportunities locally. Recent or active projects include the
Center at Pearland Parkway which houses TJ Maxx, Ross, Academy, Hobby Lobby, Costco, and Pearland
Marketplace.
L Implementation of this strategy also includes the exploration of a mixed-use development at the Bass
Pro site.
L During public input for this process, stakeholders found existing small business support to be an
opportunity area. A cumbersome, difficult to navigate regulatory environment was a primary concern
for some small business leaders in Pearland while others found that small business support could
improve the local climate.
1.7 Optimize a program to retain and expand existing Pearland employers.
L Business retention and expansion in the city of Pearland is carried out through BizConnect, a
partnership between the PEDC and the Pearland Chamber of Commerce. As the lead entity, the
Pearland Chamber of Commerce conducts tours, retention visits, and hosts business leadership
luncheons.
L From January to September 2019, the Pearland Chamber of Commerce will meet with at least 36
targeted employers in the city of Pearland and issue follow up surveys. Results from these meetings
detail issues and growth opportunities that are relayed to the PEDC for follow up. The Chamber also
hosts several BizConnect and Industry Appreciation Luncheons as part of the business retention and
expansion program.
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2.0 IMPLEMENT MULTIPLE, HIGH -IMPACT MOBILITY PROJECTS
2.1 Continue planning, design, and construction of priority road and highway projects.
L Since Pearland 20/20, the city of Pearland and the PEDC together with state and local partners have
secured $180.5 million in county, state, and federal funds to expand local road capacity. Completed or
soon to be completed projects include Bailey Road', McHard Road', Mykawa4, and SH288 NB Frontage
Roads among others.
L Priority projects include reconstruction of FM 518/Broadway from SH 35 to SH 288; long-term projects
include reconstruction of FM 518/Broadway from Pearland Parkway to Friendswood, and SH 35
expansion south of FM 518 and Broadway.
L Despite expanded roadway connectivity and capacity, traffic remains a concern for Pearland residents.
As recent data suggests, the share of residents with commutes of 30 minutes or more has increased
in recent years. Other ways to shorten commute times may be required in conjunction with capacity
upgrades.
2.2 Advocate for the timely design and construction of the SH 288 park-and-ride facility in
Pearland.
L In 2017, METRO approved a policy that enabled communities outside of its service area to access local
bus and Park & Ride services. While the city of Pearland actively pursued such service, the opportunity
did not materialize. The policy change, however, did spur local conversation.
L As a consequence, the city entered into a pilot Park & Ride program with a private operator, the
Kerrville Bus Company. The three-year pilot program began in July 2019 at the Shadow Creek Ranch
Sportsplex and connect riders to the Texas Medical Center and Downtown Houston.
2.3 Support the construction of toll lanes on State Highway 288 between U.S. Highway 59 in
Harris County and State Highway 6 in Brazoria County.
L When complete the managed toll lanes project will stretch from CR 58 to the Texas Medical Center
and downtown Houston. The $100 million, managed toll lanes project is expected to be open for traffic
in early 2020.
2.4 Work with the Houston -Galveston Area Council (HGAQ on regional transportation
solutions.
L The city and the PEDC leverage their relationship with the Houston -Galveston Area Council largely to
secure federal and state funding through the Transportation Improvement Program.
' Project scope: 1,300' west of FM1128 to Veterans Road
3 Project scope: Cullen Parkway to Mykawa Road
a Project scope: FM518 to BW8
s Project scope: CR59 to FM518
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L Recent projects submitted through the Transportation Improvement Program include the two
additional lanes of the Bailey Road overpass and the expansions of Max Road, Harkey Road, and
Kingsley Drive. The PEDC submitted statements of support for City Projects as well as a Brazoria County
project to expend Pearland Parkway and a State project to widen FM 518.
L A trail project to connect Green Tee Trail to Independence Park was also submitted.
2.5 Better inform local residents about east -west mobility options in Pearland.
L The City of Pearland leverages social media, dedicated webpages on the City of Pearland website, and
press releases to inform citizens about mobility projects.
L The city also leverages Everbridge, an electronic communications system that sends project updates
for residents who sign-up for notifications.
3.0 OPTIMIZE THE DEVELOPMENT AND REDEVELOPMENT OF
PEARLAND'S PRINCIPAL COMMERCIAL CORRIDORS AND CHARACTER
DISTRICTS
3.1 Create a FM 518/Broadway master development plan.
L In 2019, the PEDC reached an agreement with a private planning consultant to examine mobility,
infrastructure, and economic development improvements that would advise Texas Department of
Transportation's decisions as it relates to FM 518 widening between SH 288 and SH 35.
L Stakeholder feedback will be an extensive part of the project. Input will be gathered from stakeholder
committee workshops and interviews, agency meetings with TxDOT and other key agencies, a
committee meeting, and a community survey provided through MetroQuest online, a public
engagement tool.
L The final plan will include road reconstruction and widening impact analysis, concept layouts of
reuse/redevelopment target areas, a conceptual plan for a Veterans to Mykawa connection, and a
Corridor Development Plan.
3.2 Finalize and implement a SH 35 redevelopment strategy
L In 2016 the PEDC Board approved the redevelopment strategy envisioning that the corridor would
become "a high quality and consistently -design employment and business environment with
compatible land uses and supportive amenities."
L The redevelopment strategy established five catalysts including northern gateway streetscape
improvements; Business Park North; Business Park South; a Restaurant and Entertainment Destination
including main street design elements in an area between Sacramento Avenue, SH 35, E Broadway
and Jasmine Street; and an Old Town Esplanade and a new neighborhood -oriented development on
the former Alvin Community College Campus site directly south of Zychlinski Park.
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L The five catalytic strategies are at various stages of implementation. The PEDC Board approved
streetscaping along the corridor in a single-phase between the BW8 entryway and Broadway —
construction began in September 2018. The new neighborhood -oriented development may have to
be re -envisioned as the property has since been conveyed.
L The PEDC and the City also entered into a public-private partnership with Orr Commercial to fund the
reconstruction of Rice Drier Road. The investment will activate Rice Drier Commerce Park — an 18 -acre
site for light industrial and warehouse flex space.
3.3 Effectively utilize and sustain the SH 288 management district
L Approved in 2013, the Pearland Municipal Management District No.2 (PMMD No. 2) enhances the
capability of the city and the PEDC, which manages the district, to fund beautification efforts along SH
288. The PMMD No. 2 allows the levy of up to a ten -cent tax for maintenance and operations.
L Initial beautification efforts have been implemented including mowing, weed spraying, drainage
cleanup, and weekly trash pickup in addition to coordination of maintenance activities with the
construction zones. More significant improvements including streetscaping, landmark sculptures,
water features, and landscaping are expected to reach completion by 2021.
3.4 Formalize a process, toolkit and priorities for redeveloping aging Pearland neighborhoods
and character districts.
L Borne from the Pearland 20/20 midcourse correction, this strategy primarily focuses on the Old Town
site and leveraging economic development incentives such as Tax Increment Reinvestment Zone
(TIRZ) to fund the redevelopment of the former Alvin Community College building.
L A charter school recently purchased the former Alvin Community College building and is in the process
of transforming the site.
4.0 MAKE PEARLAND A MORE COMPETITIVE RECREATION AND
CULTURAL DESTINATION FOR RESIDENTS AND VISITORS.
4.1 Effectively implement the 2015 Pearland Parks and Recreation Master Plan
L Adopted in 2015, the Parks Master Plan has led to a significant increase in park and trails infrastructure
throughout the city of Pearland. Notable projects soon -to -be -implemented or completed since the
plan's adoption include the first phase of Shadow Creek Ranch park, renovations to Independence
Park, the Hickory Slough Sports Complex, the Delores Fenwick Nature Center, and the second phase
of the Shadow Creek Ranch Park.
L Notable trail infrastructure improvements that have been completed or are in progress include the
first phase of the JHEC Nature Trails, connectivity improvements from Centennial Park to Pearland
Parkway, and the Shadow Creek Ranch Trail from Nature Park to Kirby Drive. Green Tee Terrace Trail,
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Clear Creek Trail, the second phase of the JHEC Nature Trail, and the third trail connectivity phase are
all slated for late 2019 or 2020 completion.
L In 2019, the city of Pearland hosted an open house for its Parks and Multi -Modal master plans. During
the meeting, the city gathered feedback from residents about their wants and needs as they related
to city parks, trails, and sidewalks. The city and its consultant will hold a second open house in fall
2019 to review preliminary plans and recommendations.
4.2 Develop a sports marketing program to attract youth and adult athletic tournaments to
Pearland.
L A partnership between the Pearland Convention & Visitors Bureau and the Pearland Parks &
Recreation Department resulted in the city securing a contract with the Texas Amateur Athletic
Federation's (TAAF) to host its Winter Games of Texas, the first time the games have been hosted
outside of the Dallas/Fort Worth Metroplex in twelve years.
L The Pearland Convention & Visitors Bureau actively markets the city of Pearland for youth and adult
athletic sports. Its website predominately features potential host sites including school and local
facilities along with a toolbox for Sports Planners.
4.3 Partner with non-profit arts and culture organizations to grow Pearland's capacity in the
sector.
L The Pearland Alliance for Arts & Culture and the Pearland Convention & Visitors Bureau are the
primary vehicles advancing Pearland's arts and cultural capacity.
L Created in 2015, the Pearland Alliance for Arts and Culture (PAAC) actively advances local artistic and
cultural organizations in the city. Programing and events spurred by PAAC include Fusion of the Arts,
"The Gallery" which hosts work by local adult and student artists, the Cultural Heritage Museum, and
the Pearland Arts Council which convenes art and cultural organizations and individual artists in the
city.
L Other activities engaged by the PAAC include introducing the Houston Grand Opera to local students,
developing mural projects to enhance the community's visibility among potential tourists, assisting
with the first MLK Day parade, and facilitating the "All About Me" program — a cultural exchange
program between local children with Down Syndrome and their peers in Honduras.
4.4 Advance current and potential arts -supportive programs, projects and policies
L Funded by the Pearland Convention and Visitors Bureau, the Pearland Alliance for Arts and Culture,
and private sponsorship, the Pear-Scape Public Art Sculpture Trail extends across 68 square miles with
twenty pears installed at 10 locations across the city. These instillations have spurred "earned" social
media interactions that enforce the community's brand.
L Along with the Pear-Scape Trail, the Pearland Convention & Visitors Bureau also programs a juried
art show during Pearland Art & Crafts On the Pavilion.
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5.0 BEAUTIFICATION AND GATEWAYS
S. 1 Develop a comprehensive beautification strategy that outlines current priorities and
institutes a unified approach and standard for all future efforts.
L According to stakeholders, the beautification of Pearland was a key Pearland 20/20 success.
Stakeholders see a notable change in many areas throughout the community and hope that these
standards will be reflective of the entire community in the future.
L Projects completed to -date include the 288 Master Plan, Gateway features, and SH 35 Entryway and
Corridor Enhancements. To ensure unified character, the PEDC and the City standardized approved
tree and plant species lists along with maintenance specifications to coordinate beautification
activities.
L The successful implementation of this strategy hinges on collaboration between the City, PEDC, Keep
Pearland Beautiful, the CVB, and other organizations dedicated to beautifying the community.
5.2 Develop iconic and visually appealing gateways to Pearland
L In 2014, the PEDC empaneled a focus group to complete a City Gateway plan. The plan evaluated
existing conditions, proposed a final design concept for entryway monuments, and recommended
locations.
L Since the development of the plan, the PEDC, the City, and Keep Pearland Beautiful have implemented
four gateway installations at Cullen Boulevard, Dixie Farm Road, Pearland Parkway, and the Lower
Kirby District. Projects in the construction and design phase include SH 35, SH 288, and Broadway at
the Friendswood city limits.
5.3 Expand participation in city-wide clean-up efforts and events
L Keep Pearland Beautiful (KPB) considerably expanded capacity during Pearland 20/20 implementation.
The organization updated its Adopt -A -Spot program, increasing clean-ups from two times per year
to four. KPB also made enhancements to its Community Service Program.
L The organization held a Community -Wide Cleanup event in 2018. The event attracted over 850
volunteers to clean up litter and participate in other service projects throughout the city.
5.4 Optimize the siting and replacement of power poles/lines in Pearland
L The City cannot require local utility providers to place power lines below ground along the right-of-
way. The City is exploring the potential of ground-based transformers, however.
5.5 Continue working to implement and enhance programs to address distressed properties and
code violations in Pearland.
L An enacted City Council ordinance established in 2015 created a process to demolish distressed
properties. City staff continues to work with distressed property owners and assist them as they bring
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their properties up to code. Monthly Safe Neighborhoods Around Pearland meetings are held to
discuss, address, and follow up on distressed properties.
L Commercial property demolition assistance is considered on an as -needed basis.
6.0 IMPLEMENT PLANS TO DEVELOP THE LOWER KIRBY URBAN CENTER
AS PEARLAND'S MOST INTENSIVE MIXED USE EMPLOYMENT,
RESIDENTIAL, AND ENTERTAINMENT DISTRICT.
6.1 Implement the recommendations of the Lower Kirby Urban Center Master Plan and
Implementation Strategy.
L The Lower Kirby District's transformation is among Pearland 20/20's greatest achievements. The
success of Lower Kirby is, in part, due to a 2011 master plan which laid out the district's regulatory,
infrastructure, and financing framework. Upon adoption, the PEDC and the city of Pearland
aggressively implemented major components of the plan.
L As its shape became more greatly defined, Lower Kirby's zoning framework shifted to better suit needs.
The city most recently reviewed district zoning, recommending changes in 2018. Revisions will soon
presented to the Planning and Zoning Committee.
L Infrastructure improvements and maintenance of the district have been activated by the Lower Kirby
Pearland Management District and the Pearland Municipal Management District No. 1. These districts
issue bonds and collect an up -to half -cent sales tax to finance improvements and maintenance
projects in the district.
L Leveraging drainage ditch and regional detention ponds to manage stormwater and induce park and
trail amenities in Lower Kirby is the focal point of the district's current infrastructure strategy. The PEDC
is coordinating with the City, TxDOT, and private owners to acquire drainage and detention assets
proximate to Lower Kirby.
L Along with stormwater infrastructure, the PEDC, along with partners, has also improved road
connectivity in the district. Road connectivity improvements include reconstruction of Hooper Road,
the extension of North Spectrum, and the construction of South Spectrum. The PEDC is also working
with CenterPoint Energy to place electricity wires servicing the district below ground.
6.2 Aggressively market the LKUC through all relevant channels.
L At present, Lower Kirby is the city of Pearland's premier economic development site. The site boasts
recent relocations and expansions including Lonza, Endress+Hauser, Merit Medical, Cardiovascular
Systems, Inc., Tool Flo Manufacturing, Dover Energy, Mitsubishi Heavy Industries, and Rex Supply
among others.
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L Throughout public input, stakeholders expressed concern that easy development product in the city
has largely been utilized. It is incumbent upon the PEDC and the City to identify and develop other
sites and locations for economic development as Lower Kirby begins to fill.
6.3 Formalize and maintain a consistent identity for the LKUC.
L In 2016, the PEDC, the Lower Kirby Pearland Management District, and the Pearland Municipal
Management District No.1 approved the Lower Kirby Beautification Strategy for Gateways and
Corridor Enhancements. The plan set forth design guidelines for signage and place -based branding
and accompanying streetscaping at entryways.
L The PEDC completed the construction of the first Lower Kirby District entryways and corridor
enhancements at Kirby Drive between Clear Creek and Beltway 8. These enhancements include one
Gateway Sign, two District Gateway Signs, removal and replanting of trees in the median, electricity
extension to the signs, and irrigation in those enhanced areas. South Spectrum East proximate to SH
288 will also see similar enhancements in the future.
6.4 Encourage the development of quality of life amenities in the LKUC.
L Drainage ditch and retention pond acquisition not only advance Lower Kirby's stormwater
management interests, it will also soon enable quality of life and place enhancements in the district.
In 2017, the Lower Kirby Pearland Management District Board approved a plan that would "amenitize"
drainage ditches and detention ponds.
L One year later, a public-private partnership was formed to develop parks, trails, and a bridge over
Clear Creek.
7.0 CONSTRUCT A MULTI -USE EVENTS CENTER IN PEARLAND
7.1 Launch a public process to inform the development of a multi -use events center.
L In the Pearland 20/20 process, as well a public input conducted for this process, community
stakeholders often expressed a desire for social and entertainment amenities in the city of Pearland.
Few, however, directly expressed what these amenities should be.
L Begun in 2017, the PEDC worked with a consultant team (CSL) to study market demand, supportable
programs, and financing for a multi -use events center in the city of Pearland. The consultant
considered multiple facility types including a spectator/entertainment arena, convention/conference
center, hotel -based conference center, expo -multipurpose venue, performing arts/cultural arts venue,
amphitheater/festival grounds, and an amateur sports facility.
L Based on the feasibility analysis, the indoor amateur sports facility and hotel -based conference center
demonstrated the greatest potential to meet unmet market demand in Pearland.
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7.2 Proceed with multi -use events center development based on expressed public preferences
and leadership consensus around funding and operational dynamics.
L After evaluating financial performance and relevant implications of a potential new hotel/conference
center, it was decided to postpone issuing RFP while market to continues to improve and wait for
potential private partner opportunity.
L In March 2018, PEDC issued an RFQ seeking partners in the development of an indoor amateur sports
facility. In August, the PEDC Board approved a contract with Sports Facilities Advisory, LLC (SFA) for
advisory services. PEDC worked with SFA to complete a Market Forecast and Facility Program Plan in
December 2018 and an Institutional Grade Financial Forecast in April 2019. In June 2019, Council
decided to postpone the development of an indoor amateur sports facility.
8.0 ADVANCE LOCAL EDUCATION AND WORKFORCE DEVELOPMENT
PIPELINES IN PEARLAND.
8.1 Seek to create a coalition of partners supporting education and training in Pearland.
L Stakeholders reported that in recent years, relationships between education and training providers
have strengthened. Input participants noted that Alvin ISD and Pearland ISD have worked closely with
Alvin Community College and San Jacinto Community College on opportunities for alignment. These
stakeholders, along with UHCL Pearland and representatives from the business community, have
recently begun meeting through a workforce council organized by the Chamber of Commerce.
L That said, stakeholders said there has not been significant movement with respect to the specific
recommendation in the Pearland 20/20 Strategic Plan focused on creating a formal coalition.
L Although progress has been made on the physical economic development of Pearland (the primary
focus of 4a/4b funds), implementation efforts of the Pearland 20/20 strategy did not prioritize its
education and workforce components.
8.2 Foster and manage partnerships to formalize career pathways in Pearland - area schools.
L Career and technical education (CTE) at Alvin ISD and Pearland ISD have improved along with
increased the prioritization of CTE at the state level. Pearland ISD offers career and technical
programming in 16 industry sectors as well as certification programs. Both Alvin ISD and Pearland ISD
have career high schools. Stakeholders reported limited or no activity related to this action directly
resulting from the Pearland 20/20 initiative.
8.3 Support the development of new and expanded educational facilities in Pearland.
L In terms of primary and secondary education, the city of Pearland voters approved significant bond
packages that allowed both Pearland ISD and Alvin ISD to upgrade and expand facilities. Most recently,
voters approved a $480.5 million bond that will enable Alvin ISD to construct two new elementary
schools, two newjunior high schools, and a new high school as well as renovate existing facilities.
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L Stakeholders spoke positively about expanding higher education capacity in the city of Pearland.
Students in the city can not only achieve a high school diploma but can also receive an associate's or
bachelor's degree in an expanding set of fields.
L In 2019, the University of Houston — Clear Lake opened a 69,000 square foot Health Sciences building
at their Pearland Campus. The Facility houses the campus's registered nurse to Bachelor of Science in
Nursing degree program as well as a simulation lab that uses specialized robots to give students real-
world experience in a safe learning environment.
L In 2019, the Alvin Community College Board of Regents approved a list of projects stemming from a
$25 million maintenance tax approved in 2018. Projects include chiller replacements, upgrades to
HVAC equipment, campus renovations, and information technology upgrades.
8.4 Strive to increase matriculation rates for Pearland - area students choosing to attend
college.
L As noted in the Community Assessment, Alvin ISD and Pearland ISD have very high graduation rates
relative to the state average. Stakeholders reported that the number of students taking college
entrance exams or participating in Advanced Placement or dual -enrollment programs is also very high
in the region's core school districts.
9.0 DEVELOP AN INTERNAL MARKETING CAMPAIGN TO INCREASE
AWARENESS AND PROMOTION OF PEARLAND AND ITS ASSETS
9.1 Design, develop and launch a Pearland internal marketing campaign.
L In 2017, the PEDC partnered with the MMI Agency and a coalition of influencers to develop a Brand
DNA for the community. Major components of the shared branding initiative include brand affiliation,
vision, promise, value proposition, attributes, and narrative.
L To support shared community branding, the PEDC is developing a web -based portal that will contain
branding components and promotional assets for the community. These assets include five
professionally produced videos appealing to different customer segments, fact sheets, and
infographics.
L A communication plan will launch alongside the launch of the brand hub, the web -based portal, to
drive traffic, garner engagement, and distribute the brand community -wide.
9.2 Initiate a public dialogue on the sustainability of residential development in the City of
Pearland.
L Stakeholders reported limited to no activity related to this action.
9.3 Hold an annual public event celebrating Pearland and its progress.
L Stakeholders reported limited to no activity related to this action.
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