R2024-025 2024-02-12RESOLUTION NO. R2024-25
A Resolution of the City Council of the City of Pearland, Texas, approving
the Pearland Prosperity Strategic Plan 2024 Update.
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 2024
Update attached hereto as Exhibit “A.”
PASSED, APPROVED and ADOPTED this the 12th day of February, A.D., 2024.
________________________________
J.KEVIN COLE
MAYOR
ATTEST:
______________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
APPROVED AS TO FORM:
______________________________
DARRIN M. COKER
CITY ATTORNEY
DocuSign Envelope ID: 60774E6F-1947-4A8F-95F2-1965DE59A80A
Pearland Prosperity UpdatePearland Prosperity Update
Pearland, TX | January, 2024Pearland, TX | January, 2024
PEARLAND PEARLAND
PROSPERITY PROSPERITY
UPDATEUPDATE
TABLE OF CONTENTS
PROJECT OVERVIEW 1
INTRODUCTION 2
THE STRATEGIC PLANNING PROCESS 3
PEARLAND PROSPERITY UPDATE 7
Places to Gather 9
Old Town Revitalization 12
Infill and Redevelopment 15
Mobility and Infrastructure 19
Parks and Recreation 23
Cultural Arts 26
Business Development 29
Pearland Innovation Hub 33
Workforce Development 36
Diverse Talent 40
Site Development 42
APPENDIX A: COMPARATIVE EXAMPLES 44
APPENDIX B: RESEARCH EXECUTIVE SUMMARY 49
FINAL STRATEGY 1
PROJECT OVERVIEW
The Pearland Prosperity Update will be carried out through a three-phase process that began in July 2023
and will conclude in January 2024. It is led by the Pearland Prosperity Committee, a dynamic group of
community leaders tasked with sharing their perspectives and insights, reviewing research and input
findings, and making key decisions about the priorities and strategies that will define the updated strategy.
The Pearland City Council, Pearland Economic Development Corporation (PEDC) Board of Directors, and
Pearland Chamber Board of Directors are providing input and oversight throughout the process.
Phase 1: Research and Input
Successful economic development strategies are built upon a solid understanding of a community’s
competitive opportunities and challenges. This phase blended existing research, stakeholder input, and new
quantitative analysis to develop the Research Executive Summary document that highlights the most
important competitive realities in Pearland and their implications for strategy development.
Phase 2: Strategy Development
This phase will result in the development of a next-level strategy for Pearland that blends ongoing initiatives
that warrant continuation with new priority programs and investment. The strategy will establish priorities for
partners in Pearland to pursue in the next five years. The strategy is expected to be finalized in December.
Phase 3: Implementation Guidelines
While the updated Pearland Prosperity strategy will determine “what” partners in Pearland will do strategically
for the next five years, the Implementation Guidelines will prescribe “how” that will be accomplished. This
phase will consider the costs, capacity, and workflows impacting implementation partners. The
Implementation Guidelines will be developed in consultation with leaders from the PEDC, City of Pearland,
Chamber and other partners that will play a direct role in activating the plan. This phase is expected to
conclude in January 2024.
2 PEARLAND PROSPERITY UPDATE
INTRODUCTION
The City of Pearland has become a “community of choice” in Greater Houston by offering residents excellent
schools, good access to job centers, and a high quality of life in one of the nation’s most racially and ethnically
diverse communities. Leaders in Pearland understand, however, that they cannot afford to rest on these
laurels as the community matures and regional, national, and global competitive realities are rapidly evolving.
Accordingly, partners have come together around a strategic planning process to update Pearland Prosperity,
the community’s holistic economic development strategy which was adopted in early 2020. This signature
program – spearheaded by the Pearland Economic Development Corporation (PEDC) in partnership with the
City of Pearland, the Pearland Chamber of Commerce, and others – has been an important catalyst for the
forward-thinking change. A three-phase, seven-month process will result in the creation of a refreshed
Pearland Prosperity plan that will guide the community’s strategic actions for the next five years. This
document, the Pearland Prosperity Update, represents the culmination of the process’ second phase.
ABOUT BROAD RIPPLE STRATEGIES
Broad Ripple Strategies (BRS) has been selected as Pearland’s partner for the strategic planning process.
BRS represents nearly 30 years of experience crafting community, workforce, and economic development
strategies that build consensus, drive investment, and get results. Our team has helped more than 65 clients
develop nearly 100 strategies for community and economic development, talent and workforce sustainability,
and quality of place. BRS’ principals have worked everywhere from small towns and rural areas to major
regions such as Des Moines, IA and Nashville, TN. BRS principals Alex Pearlstein and Matt DeVeau worked
with stakeholders in Pearland to develop the Pearland Prosperity and Pearland 20/20 strategies. Elsewhere
in Texas, our team has previously worked in Arlington, Austin, San Marcos, Waco, and Wichita Falls.
FINAL STRATEGY 3
THE STRATEGIC PLANNING PROCESS
The Pearland Prosperity Update will be a holistic economic development strategy that will guide the
community’s actions for the next five years. It will seek to make Pearland a more competitive place for jobs,
talent, and investment and raise levels of prosperity and improve quality of life for its current and future
residents. This “Update” is a follow-up to the first Pearland Prosperity plan (launched in February 2020) and
its predecessor, the Pearland 20/20 strategy. These previous strategic planning efforts have led to numerous
successful outcomes for Pearland and its residents.
The Pearland Prosperity Update builds upon the ideas and concepts from Phase 1 research and input and
multiple conversations with the Pearland Prosperity Committee, Pearland City Council, and PEDC Board.
Before proceeding to the strategy, it is first useful to provide additional context about the considerations that
influenced its creation.
HOW THE STRATEGY WAS DEVELOPED
The Pearland Prosperity Update process began with Phase 1: Research and Input. Activities during this phase
included a review of numerous existing plans and studies, new quantitative research, more than 20 one-on-
one interviews with community leaders, a focus group with Pearland Young Professionals, an invitation-only
online survey that solicited feedback about the Pearland Prosperity initiative and its implementation. Key
findings from Phase 1 were synthesized into the Research Executive Summary. This document consists of
two parts: a Competitive Realities section that provides a concise summary of the community’s opportunities
and challenges and the Implementation Evaluation, which focuses on high-level themes from the activation
of the previous Pearland Prosperity strategy. The Research Executive Summary is available as Appendix B in
this document; key findings are summarized briefly on the following page.
The key findings from Phase 1 directly informed the second phase of the process: the development of the
Pearland Prosperity Update. In November, members of the Pearland Prosperity Committee – along with
senior staff from the City of Pearland and PEDC – evaluated an initial draft of the updated strategy. Based on
feedback from these stakeholders, BRS developed a revised draft that the Pearland Prosperity Committee,
City Council, PEDC Board, and Chamber Board evaluated at a series of meetings in December and January.
BRS has incorporated the feedback from these meetings into this final strategy document.
4 PEARLAND PROSPERITY UPDATE
STRATEGIC IMPLICATIONS FROM THE RESEARCH EXECUTIVE SUMMARY
The Research Executive Summary provides an updated look at Pearland’s competitiveness as a place to live,
work, and do business and identifies key successes and challenges related to the implementation of the
previous Pearland Prosperity strategy. In doing so, it highlights findings that have implications for the
development of the Pearland Prosperity Update. While stakeholders should refer to the Research Executive
Summary in Appendix B for a full discussion of these issues, it is helpful to highlight some of the most
important findings that influenced the development of the strategy.
• Economic development wins have diversified Pearland’s economy. “Traded sector” firms such as
manufacturers and headquarter operations are coveted because they bring new wealth into a local
economy by “exporting” goods and services to other domestic and foreign markets. Although
government and proprietary data likely do not reflect the true extent of the progress, the PEDC and
its partners have assisted numerous traded sector firms with locating and/or expanding in Pearland
in recent years. These project wins have the added benefit of enhancing the City’s fiscal sustainability
and providing a wider range of job opportunities for local residents.
• Pearland’s workforce is a key asset to support future growth. Pearland’s adult population is highly
educated relative to the national average, and the community has high concentrations of residents
who work in fields such as engineering, information technology, logistics, and so on. A wide variety
of businesses are likely to value locating within close proximity to such a skilled and educated
workforce.
• Pearland’s diverse talent is a major strength. As the United States becomes more diverse,
businesses increasingly value the ability to attract and retain employees from a wide variety of
backgrounds and perspectives. Of the 632 Census places (cities, towns, etc.) with at least 65,000
residents as of the 2020 Census, Pearland was one of just 33 communities with at least 10 percent
of its population in each of the nation’s four largest racial and ethnic groups: Hispanic or Latino,
White, Black, and Asian.
• Workforce development progress has created a platform for future success. Stakeholders praised
recent efforts to strengthen connections and collaboration between businesses and education and
training providers. Said one individual, “In the past 12-14 months, we've seen more workforce
development progress than we've seen in the previous 10 years." Input participants said the staff
and programmatic capacity now in place at the PEDC and the Chamber provides the community with
an opportunity to go even further in this critical area.
FINAL STRATEGY 5
• Continued investment in quality sites and infrastructure is required to “remain in the game.”
Stakeholders noted that Lower Kirby’s master planning and branding has been critical to its success
as it offers a differentiated presentation and “feel” relative to nearby unincorporated areas. With the
supply of land in Lower Kirby limited, Pearland must continue to develop high-quality sites in other
areas of the community to remain competitive for future projects.
• Supporting existing businesses continues to be a priority. Stakeholders generally praised
BizConnect, the community’s business retention and expansion (BRE) program that is a joint
initiative of the PEDC and the Chamber. Stakeholders said that in addition to these formal efforts,
Pearland should seek efforts to support smaller incumbent firms, particularly by building upon recent
progress to make permitting and zoning processes easier and more transparent.
• New capacity to support entrepreneurs represents a significant opportunity. The Pearland
Innovation Hub is the community’s formal effort to support entrepreneurs seeking to start, grow, and
sustain businesses in Pearland. While the initiative is itself still in “startup mode,” stakeholders said
there is an opportunity to leverage the Hub’s new location at the Spacio.us coworking community to
adjust programming and support the local entrepreneurial ecosystem.
• A strong value proposition, but competition is increasing. Excellent public schools, (relatively)
affordable housing stock, public safety, and proximity to job centers such as TMC were cited as top
community strengths in nearly every conversation. Other high-performing communities can offer a
similar set of advantages, however, and as Pearland’s single-family residential construction boom
has wound down, building activity has rapidly increased in nearby communities to the south – a
dynamic unlike anything observed in more than four decades of building permit data.
• Pearland must take action to remain a "community of choice." Input participants identified several
internal and external threats to Pearland’s status as a destination for talent. Given the growth
dynamics described above, stakeholders expressed concerns that younger families may bypass
Pearland for communities further to the south that can offer more affordable homes and increased
retail options. Input participants noted that areas of Pearland developed decades ago are at risk of
falling behind from a “curb appeal” perspective without significant public and private reinvestment.
Stakeholders also said that relative to other “talent magnets” in Greater Houston, Pearland lacks true
“differentiator” amenities from a quality of life and quality of place perspective, an increasingly
important consideration as consumer preferences show signs of shifting as remote and hybrid work
become more prevalent in some fields.
6 PEARLAND PROSPERITY UPDATE
• Stakeholders agree that quality of place enhancements are needed. Given the threats described in
the previous bullet, stakeholders broadly agree that Pearland must act strategically enhance its
quality of place in order to continue to be an attractive destination for jobs and talent. The Pearland
Prosperity Update includes a clear, achievable set of quality of place priorities based on input and
feedback from Pearland’s leaders.
• As Pearland matures as a community, development opportunities and needs are shifting. While
large tracts of land suitable for residential development are now largely nonexistent, stakeholders
said there are numerous opportunities for “infill” residential and mixed-use development on smaller
tracts of land. Redevelopment was also a major theme in input. Input participants expressed a desire
to pursue opportunities to redevelop underutilized and/or outdated commercial properties,
understanding that doing so can come with significant challenges relative to “greenfield”
development. The importance of redevelopment is strongly connected with a need to maintain and
upgrade infrastructure. Stakeholders said that Pearland must continue to invest in ensuring its
infrastructure is well-maintained and – in older areas of the community – that sidewalks, drainage,
etc. are up to modern standards.
FINAL STRATEGY 7
PEARLAND PROSPERITY UPDATE
Based on the key findings from research and stakeholder input detailed on the preceding pages, it is
reasonable to organize the Pearland Prosperity Update around the following strategic framework. At the heart
of the framework is a Core Goal:
“Pearland will be the community of choice for PEOPLE and BUSINESS in our region.”
This Core Goal statement is consistent with stakeholders’ affinity for the “community of choice” tagline and
requests to “place people at the center” of the updated strategic framework. Partners in Pearland can pursue
this Core Goal by advancing 11 Key Initiatives that correspond to specific programs and/or investments. Six
Key Initiatives are oriented primarily toward making Pearland a community of choice for businesses while
five Key Initiatives are geared toward attracting and retaining residents.
It should be noted that most of the 11 Key Initiatives are narrower in scope than the seven “Focus Areas”
of the previous Pearland Prosperity framework. In other words, while the Pearland Prosperity Update
represents an ambitious next step for the community, the inclusion of more issues or strategic “buckets” in
the framework does not imply a commensurate increase in the size of the proposed program of work. A
preliminary graphic visualizing the proposed strategic framework is provided on the following page; this
graphic can be updated as needed as the strategic planning process progresses.
The remainder of this document describes each of the Key Initiatives in further detail, including Strategic
Recommendations for partners in Pearland to implement (for selected Recommendations, “comparative
examples” are provided in Appendix A). It should be emphasized that the ordering of the Key Initiatives in
the document does not imply hierarchy or priority – a dynamic reflected with the circular nature of the
graphic. It is also important to note that there are numerous efforts underway in Pearland to address many
of these issues. This is partially by design, as a strategic plan of this nature can be likened to “jumping on a
moving train.” Additionally, there are many important activities that fall outside the scope of a holistic
economic development strategy. This proposed framework is designed to complement these existing efforts
as opposed to duplicating work.
8 PEARLAND PROSPERITY UPDATE
Proposed Strategic Framework
Workforce
Development
Pearland
Innovation Hub
Business
Development
Places to
Gather
Old Town
Revitalization
Infill and
Redevelopment
Mobility and
Infrastructure
Parks and
Recreation
Cultural
Arts
Site
Development
Diverse Talent
Pearland will be the
community of choice for
PEOPLE and BUSINESS
in our region through the
advancement of
11 Key Initiatives.
FINAL STRATEGY 9
Places to Gather
WHAT: The following is an excerpt from the Pearland 20/20 Strategic Plan, which was developed in 2013:
“As stakeholders noted often in this strategic process, the time has come for Pearland to complement
the development of physical infrastructure to support growth with a focus on cultural and lifestyle
amenities for residents and businesses looking for a more complete community to call home.”
While that sentence is a decade old, it could just as easily have been written about the current strategic
planning process for the Pearland Prosperity Update. Simply put, Pearland stakeholders have long
understood that their community needs “quality of place” enhancements. But in addition to external factors
such as the pandemic and rising construction and borrowing costs, building consensus around exactly what
to do and how to fund it has been challenging. There is renewed urgency around these questions, however,
as Pearland matures as a community and competition for talent with nearby fast-growing communities is
increasing. Said one leader, “We could soon be in a position where we’re not a community of choice.”
A substantial portion of the conversation at recent meetings with the Pearland Prosperity Committee,
Pearland City Council, and PEDC Board centered on specific quality of place priorities to include in the
updated strategic framework. One major theme that resonated in these conversations is that Pearland
currently lacks places to gather. Input participants said they would like to see a range of opportunities to
come together, ranging from new or enhanced venues for live music to “third spaces” such as restaurants
and coffee shops to informally gather and socialize.
Making progress in this Key Initiative begins with building and maintaining relationships with private sector
stakeholders including property owners, developers, investors, and businesses to encourage the creation of
new gathering places and other quality of place enhancements in Pearland. New developments and
investments should be led by the private sector, though it should be acknowledged up front that some form
of public incentive may be necessary to make a specific project viable. While public investment in any project
does not come without risks or opportunity cost, many communities in Greater Houston and beyond have
successfully leveraged public-private partnerships to create the kind of vibrant gathering places that are
necessary to attract top talent.
Stakeholders identified specific opportunities and locations for creating new gathering places. The eastern
portion of the Lower Kirby District adjacent to the Bass Pro Shops location has long been identified as an
area that could accommodate a vibrant mixed-use entertainment district. Stakeholders also expressed
significant concerns that shifts in the retail market could jeopardize the long-term future of Class B and Class
10 PEARLAND PROSPERITY UPDATE
C shopping centers – Pearland Town Center included. This sentiment was largely echoed in the 2022 Retail
Analysis, and input participants expressed a desire to continue working with the Town Center’s owners on
how to position the area for long-term success.
Finally, it should be noted that while Old Town was identified as another prime location for creating new
gathering spaces, it is included as a separate Key Initiative due to major differences in the opportunities,
challenges, and potential strategic approaches in that area relative to the locations referenced in this section.
WHY: There is a strong consensus among Pearland’s stakeholders that Pearland must act strategically to
enhance its quality of place if it is to be a community of choice for jobs and talent. Doing so is indeed an
important competitive need. Successful communities around the country, including some in Greater
Houston, have increasingly sought to create walkable, mixed-use activity hubs to respond to long-term shifts
in consumer preferences. With the rise of work-from-home and hybrid work arrangements in the wake of the
pandemic, the need for a variety of gathering places has grown more pronounced, as talented workers are
seeking out a variety of lifestyle amenities closer to home – from coffee shops and other “third spaces” from
which to work to recreational opportunities and places to socialize when off the clock.
Building consensus around major quality of place investments is not always easy 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.
STRATEGIC RECOMMENDATIONS:
A-1 Cultivate relationships with key private-sector partners for creating gathering spaces
• Through the PEDC and its partners, develop and maintain strong working relationships with key
property owners as well as local and external developers, investors, and businesses that could play
a role in creating vibrant gathering places and otherwise enhancing quality of place in Pearland
• Seek opportunities to connect well-qualified development partners, investors, and end-users with
property owners to support the creation of gathering places
A-2 Actively pursue a vibrant mixed-use entertainment district in the Lower Kirby District
• Continue to work with property owners in the eastern portion of the Lower Kirby District to pursue
opportunities to create a mixed-use entertainment district in the area; ideally the district would
include retail, entertainment, multifamily residential, restaurants, and a water amenity
FINAL STRATEGY 11
• Seek opportunities to support live music at the entertainment district through a formal venue and/or
programming of public spaces; ensure that live music venues and/or events are well-planned and
compatible with adjacent uses and developments
• Support property owners in identifying highly qualified developers that can execute a successful
development consistent with the community’s vision
• If a viable opportunity does not emerge organically, consider working with property owners to issue
a request for qualifications (RFQ) to proactively seek development partners; ensure that the RFQ
clearly establishes desired project outcomes and the anticipated level of public-sector participation
• With a preferred development partner identified, work with the PEDC, Pearland City Council,
management districts, and other relevant stakeholders to determine what public-sector
improvements (infrastructure, streetscapes, drainage, etc.) are needed to ensure project viability and
success
• Ensure that the entertainment district prioritizes walkability and connects to park and trail amenities
A-3 Work with Pearland Town Center stakeholders to ensure the area’s long-term success and vibrancy
• Through the PEDC, engage the owners of the Pearland Town Center to identify potential
enhancements that will ensure the long-term relevance and vitality of the area
• Potential upgrades could include new multifamily residential development, activating the vacant 17-
acre parcel to the south of the existing mall, upgrading the detention pond to create waterfront dining
opportunities, and so on
• Evaluate the need and viability of public-private partnerships to facilitate these upgrades, with the
desired return being the long-term sustainability of the sales and property tax revenues that the Town
Center produces
• Ensure that Town Center is complementary as opposed to directly competitive with the proposed
entertainment district at Lower Kirby (see Recommendation A-2)
A-4 Position additional sites around Pearland as potential locations for new quality of place amenities
• Leveraging the relationships established in Recommendation A-1, market additional sites in Pearland
as potential destinations for gathering places and similar quality of place amenities; specific sites
should include the intersection of FM 518/Broadway and Cullen Boulevard and City-owned parcels
and other properties along the Pearland Parkway corridor
12 PEARLAND PROSPERITY UPDATE
Old Town Revitalization
WHAT: The previous Key Initiative identified a need to create more formal and informal “gathering places” to
enhance Pearland’s quality of place and competitiveness for jobs and talent. This Key Initiative focuses on
an additional opportunity and stakeholder desire that stood out as a clear priority input: revitalization the
Old Town area.
Old Town, sometimes referred to as “the Old Townsite” is a district in the eastern quadrant of Pearland
bounded by Orange Street to the north, Walnut Street to the south, Galveston Street on the east and Austin
Street on the west. Contrary to the image its name might evoke, Old Town is not an intact historic downtown
or main street. (It is so named because it was the site of the original town plat for Pearland in 1894.) The area
does, however, boast a street grid and small lot sizes that are conducive to walkability, a relative rarity in
Pearland. Additionally, stakeholders said the area has significant symbolic importance as the place of the
community’s founding.
As previously discussed, Old Town is incorporated into the strategic framework as its own Key Initiative due
to its special blend of opportunities and challenges and the differentiated strategic approach that will be
required to revitalize the area. Because the area consists of small lots with many different owners, full-scale
redevelopment is unlikely to occur in the near future. Stakeholders acknowledge that revitalizing Old Town
will be a long-term process, with incremental efforts occurring over many years or even decades.
Additionally, because of the complex ownership situation of commercial properties in the area, significant
revitalization is unlikely to occur without financial, staff, and technical support from the public sector. To
pursue this Key Initiative, stakeholders must be willing to commit to public investments that may not bear a
direct financial return for many years, if at all. Even when presented with these caveats, however, most
stakeholders contacted as part of the Pearland Prosperity Update process expressed a strong desire to move
forward with revitalization efforts.
Fortunately, the area is already receiving an influx of public and private investment. In 2023, the PEDC
committed to devote 20 percent of its annual sales tax revenue to making infrastructure upgrades in targeted
commercial areas of Pearland, including Old Town. The PEDC and City of Pearland also entered into a
development agreement with Sullivan Brothers, a private firm redeveloping a large area South of Broadway
Street and East of Main Street into a specialty housing development with potential to spur further walkable,
mixed-use development. A key portion of this Key Initiative will be implementing needed infrastructure
upgrades and harnessing near-term momentum from the Sullivan Brothers development – the first major
residential investment in the area in many years.
FINAL STRATEGY 13
On a longer timeframe, stakeholders understand that additional planning is needed to identify a course of
action for Old Town. First and foremost, input participants said there is a need to determine a design solution
for Broadway Street that is conducive to walkability; Broadway is currently a five-lane road with relatively
high traffic speeds and limited appeal to pedestrians. The Houston-Galveston Area Council (H-GAC) is
studying a potential “one-way pair” concept that would transform Broadway and Walnut Streets into one-way
streets; stakeholders said completing this study is a critical first step. And while the SH 35 Corridor
Redevelopment Plan includes some recommendations for Old Town, input participants said there is a need
for a new master plan for the area, which was last studied in detail in 2005. This study should identify specific
redevelopment tools that will be needed to advance long-term redevelopment, including potential incentives,
financial tools, and organizational capacity (e.g., a redevelopment authority, nonprofit development agency,
or similar entity). Critically, additional staff capacity will be needed to coordinate redevelopment activities
in the immediate future and long-term.
WHY: As previously discuss, stakeholders understand that quality of place improvements will be crucial to
maintaining Pearland’s status as a community of choice within Greater Houston. Among the many possible
“place” upgrades discussed during the stakeholder engagement process and subsequent meetings with
Pearland’s leaders, no issue received stronger support than the desire to revitalize Old Town. Input
participants said there are near-term opportunities to leverage the Sullivan Brothers residential development
to create more gathering places and amenities for residents, particularly those on the east side of Pearland.
Over a longer timeframe, a successful redevelopment of the Old Town area would have the potential to create
an activity hub that is differentiated from other nearby entertainment, dining, and cultural options.
STRATEGIC RECOMMENDATIONS:
B-1 Continue to implement infrastructure improvements in the Old Town and SH 35 Corridor areas
• Leverage PEDC’s commitment to devote 20 percent of its revenues to infrastructure upgrades in
targeted areas to enhance infrastructure and utilities in Old Town; because PEDC is statutorily limited
to funding commercial and mixed-use projects, seek additional funds to upgrade residential areas
• Whenever possible, seek to leverage upgrades to implement attractive streetscapes with sidewalks,
street furniture, lighting, etc.
• Continue to 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
14 PEARLAND PROSPERITY UPDATE
B-2 Pursue near-term opportunities to leverage new residential development in Old Town
• Work with Sullivan Brothers and nearby property owners to identify potential “follow-on” investment
in residential and/or commercial developments
B-3 Identify a design solution for the Broadway Corridor that is conducive to walkable development
• Work with H-GAC to complete the “one-way pair” study for Broadway and Walnut Streets as soon as
possible; ensure that the study considers the safety and desirability of walking or rolling along and
across Broadway
• Work with the TxDOT and all relevant partners to identify and select a design alternative for Broadway
that will be conducive to a walkable, accessible mixed-use district in the Old Town area
B-4 Create and advance a master plan for the Old Town area
• Retain a highly qualified urban design and/or land-use planning firm to create an updated master
plan for the Old Town area
• Ensure that the plan includes a market analysis component and considers how regulatory
frameworks, public infrastructure investments, and incentives can encourage the private sector to
create high-quality redevelopment projects
• Ensure that the plan provides specific guidance on the tools and resources needed for successful
implementation (see Recommendation B-5)
B-5 Ensure that tools, resources, and staff capacity are available to support Old Town revitalization
• Leverage the master plan proposed in Recommendation B-4 to identify tools and resources needed
to support the long-term revitalization of Old Town
• As soon as is reasonable, create a new staff position to support redevelopment efforts in the Old
Town area; this individual could also support other aspects of the Pearland Prosperity Update,
including retail attraction (see Recommendation G-5) and the various redevelopment and infill
development recommendations proposed in the following Key Initiative
FINAL STRATEGY 15
Infill and Redevelopment
WHAT: As Pearland begins a new era of relatively slower growth and maturation, “infill” development and
redevelopment will be issues that come to the forefront. The large, undeveloped tracts of land that for
decades drove rapid single-family residential expansion in Pearland are now largely spoken for. That said,
there are numerous smaller parcels of land that would be difficult or impossible to assemble into a large-
scale residential development site that can nevertheless support a variety of other development types.
Stakeholders also recognize that redevelopment is becoming increasingly important topic as areas of the
community age. Input participants recognize that redevelopment comes with additional and often
unpredictable costs relative to “greenfield” development, and older commercial properties such as strip
centers may not be economically feasible if the properties are still generating sufficient rental income. That
said, stakeholders said they would like to see Pearland take a proactive approach to promoting
redevelopment initiatives. This Key Initiative focuses on a range of investments and efforts to support infill
and redevelopment.
The Key Initiative also addresses an important need identified during the stakeholder engagement process:
ensuring that Pearland’s permitting and zoning processes promote both high-quality development and
“speed to market.” Input participants praised recent progress in this area, including the successful adoption
of the OpenCounter platform and improved processes within the City of Pearland’s Community Development
department; according to the PEDC, of the 88 commercial plans submitted to the department in the third
quarter of 2022, 81 percent were approved on initial review and 92 percent were completed within two
resubmissions. Stakeholders said they would like to see the community continue to utilize and promote this
tool and provide additional technical assistance for navigating the development process in Pearland,
particularly as the planned update to the community’s Unified Development Code (UDC) is developed and
formalized. Recommendations also include enhanced code enforcement for distressed commercial
properties and active recruitment of residential uses that allow Pearland’s residents to “age in place,” which
many stakeholders said will be an increasingly important issue as the community’s population ages.
WHY: Stakeholder input and the latest Census population estimates and residential building permit data
suggest that Pearland’s multi-decade era of rapid residential growth driven primarily by large-lot, single-family
housing developments has drawn to a close. This has several implications for Pearland’s status as a
community of choice. First, if Pearland is to capture a share of the additional population growth that is
expected to occur in Greater Houston in the coming decades, it will need to adopt a different approach to
housing that allows for denser uses on smaller pieces of land. A diverse inventory of housing options is itself
16 PEARLAND PROSPERITY UPDATE
an important competitive consideration, as 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. In particular, stakeholders said that expanding Pearland’s supply of high-quality multifamily housing
and similar products will be critical to attracting and retaining young professionals.
Additionally, input participants expressed a concern that many commercial and residential areas of Pearland
have begun showing their age and could be perceived as less desirable. Many areas, particularly on the east
side of town, were developed prior to the adoption of development standards. Stakeholders said that
Pearland could be at risk of falling behind from a “curb appeal” perspective without significant reinvestment
both by the private owners and investors and the public sector.
STRATEGIC RECOMMENDATIONS:
C-1 Leverage and promote software tool to improve the transparency of the development process
• Continue to utilize OpenCounter or a similar tool to improve the customer experience and assist
businesses with a better understanding of the development rules in Pearland
• With the PEDC, City of Pearland, Pearland Chamber, and other key partners, ensure that small
businesses, developers, and other relevant parties are aware of the tool
• Continue efforts to highlight the very high percentage of projects that receive approval on initial
review or within two resubmissions and promote the “speed to market” approach as competitive
advantages on PEDC and City websites and through other channels
C-2 Create additional technical assistance to ease the development process
• Support the planned update of Pearland’s Unified Development Code (UDC) and ensure that it
broadly supports economic development and quality of place enhancements
• As the updated UDC is adopted, create a create a companion “development toolkit” to help
businesses, property owners, developers, investors, etc. navigate updated regulations; include a
focus on potential site and building plans, drainage, access, etc. for smaller-scale developers
interested in creating a new residential development on a small parcel (e.g., fewer than 10 acres)
• Leverage new “redevelopment” staff capacity for Old Town proposed in Recommendation B-5 to help
facilitate commercial redevelopment throughout Pearland
• Evaluate the feasibility of creating or designating a “permitting concierge” role within the City’s
Community Development department to help with navigating the development process
FINAL STRATEGY 17
C-3 Ensure that Pearland’s commercial properties are well-maintained and in compliance with codes
• Develop an inventory of Pearland’s distressed and/or underutilized commercial properties, including
their “on-paper” owners or ownership entities; utilize public records and other resources to conduct
additional research to determine the “owner-in-fact” and, to the extent possible, identify a current
point of contact for each underutilized or distressed property
• Work with relevant City staff to ensure that commercial properties are in compliance with all relevant
codes and regulations; leverage the owner-in-fact inventory to work with property owners on
potential solutions to bring their properties into compliance
• Ensure that code enforcement covers both issues of building safety and aesthetics to ensure that
Pearland’s commercial properties have a positive impact on the community’s overall quality of place
• Consider increasing resources at the PEDC to acquire distressed commercial properties in instances
where repairs or upgrades are not possible
C-4 Encourage multifamily and compact residential uses on infill and redevelopment sites
• Through the Pearland 2040 Comprehensive Plan and other relevant regulatory frameworks, ensure
that smaller “infill” development parcels and potential redevelopment sites are able to accommodate
a variety of market-driven residential development – multifamily, duplexes, townhomes, etc. – where
contextually appropriate
• Continue to ensure that new residential development is of a high quality with respect to its design,
construction, appearance, and so on
• Encourage projects that appeal to a broad range of current and prospective residents, particularly
young professionals
• Seek opportunities to create synergies between new and existing multifamily and compact
residential uses and enhanced “active transportation” infrastructure such as trails, sidewalks, etc.
(see Recommendation D-4)
COMPARATIVE EXAMPLE #1: REV Birmingham (Birmingham, AL)
18 PEARLAND PROSPERITY UPDATE
C-5 Actively recruit residential developments and supportive amenities that will allow Pearland’s
residents to “age in place”
• Develop relationships with developers and investors who specialize in creating age-restricted
residential developments such as continuing care retirement communities (CCRCs), co-ops, and
other forms of senior housing
• Connect these firms to local property owners and brokers to actively encourage additional age-
restricted development where contextually appropriate
• Engage the Chamber’s newly formed Health Care Committee to identify potential needs and
opportunities to expand health care services and access for seniors aging in place
FINAL STRATEGY 19
Mobility and Infrastructure
WHAT: This Key Initiative focuses on continuing to invest in infrastructure that enhances mobility and
quality of place in Pearland. This includes both maintaining existing assets and making new investments
into roadways, sidewalks and trails, drainage projects, and so on.
A key part of this work will entail continuing efforts to maintain and/or update existing infrastructure to
ensure the community’s long-term health and fiscal sustainability. The City of Pearland and TxDOT have also
made significant progress on mobility improvements in recent years, including significant completion of
upgrades to SH 288 and planning for the forthcoming reconstruction and widening of FM 518 / Broadway.
The City has also advanced numerous projects with the assistance of local state funding, including Hughes
Ranch Road, McHard Road, Mykawa Road, and Smith Ranch Road. Stakeholders praised this progress and
said they would like to see continued investment in road projects. Because transportation infrastructure
improvements are resource-intensive, advocating for and securing local, state, and federal funds and other
monies will be essential to enhancing mobility and connectivity within Pearland.
In January of 2021, the City of Pearland adopted the first phase of the Multi-Modal Master Plan which is
intended to “develop an efficient, safe, and connected network of active transportation routes throughout the
City of Pearland.” The first phase of the plan is focused on walking and biking, with future phases to address
public transit and, potentially, autonomous vehicles. This Key Initiative recommends continuing
implementation of the Multi-Modal Master Plan and related strategies such as the Clear Creek Trail Master
Plan. When completed, the Clear Creek Trail will run 21 miles from FM 521 on the west side of Pearland to
Dixie Farm Road on the east. Finally, the Key Initiative includes recommendations to support the development
and activation of the Pearland Transit Needs Assessment and Plan and continue local and collaborative
efforts to improve stormwater management and drainage infrastructure.
WHY: Stakeholders said visible investments to infrastructure, streetscaping, sidewalks, stormwater and
drainage infrastructure, and so on can help convey a sense of vibrancy and forward momentum to residential
and commercial property owners and investors, thereby creating a more favorable environment for the type
of development and quality of place enhancements envisioned in the preceding three Key Initiatives.
Transportation and mobility are also themselves key components of a holistic approach to economic
development. The ability for people and goods to move efficiently has a major influence on issues such as
the “labor shed” from which businesses can draw talent and a community’s competitiveness for certain types
of site location projects. New road connections drew significant praise from stakeholders during Phase 1
input; these enhanced connections were frequently cited as one of the most positive developments in the
20 PEARLAND PROSPERITY UPDATE
community in recent years. Stakeholders expressed a desire to complement progress on east-west
connectivity with enhanced north-south routes. Input participants also expressed a strong desire to see the
community continue to invest in trails, multi-use paths, and other active transportation investments along
with drainage enhancements to ensure that the community is prepared for future rain events.
STRATEGIC RECOMMENDATIONS:
D-1 Continue to support the long-term maintenance of Pearland’s infrastructure
• With the City, PEDC, and other relevant partners, continue investments to maintain and/or update
Pearland’s existing drainage, streetscapes, sidewalks, and other relevant infrastructure to create a
strong sense of “quality of place” and support related Key Initiatives (e.g., “Infill and Redevelopment”)
• Work with all relevant partners to ensure that long-term maintenance costs are accounted for when
pursuing infrastructure enhancements and upgrades, including the new investments proposed in the
other Recommendations within this Key Initiative
D-2 Ensure the successful activation of the Broadway / FM 518 widening and reconstruction project
• Work with TxDOT and all relevant partners to advance the state-led FM 518 / Broadway project that
will entail road reconstruction and widening, drainage, lighting, traffic signals
• Continue to work with property owners, businesses, and other stakeholders to mitigate temporary
construction impacts
D-3 Advance the planning, design, and construction of priority road projects
• Advance local priority projects that enhance connectivity within Pearland, including (in no order):
o The extension of Kingsley Drive from Clear Creek to Beltway 8
o The extension of Reid Road (formerly Max Road) north to McHard Road
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
• Consistent with stakeholder input and the Multi-Modal Master Plan, emphasize the importance of
sidewalks, safe crossings, and other active transportation infrastructure in roadway project
FINAL STRATEGY 21
D-4 Continue to seek state and federal funding and other resources for transportation projects
• 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
• 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
• 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
• 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
D-5 Seek to accelerate activation of the Multi-Modal Master Plan and Clear Creek Trail Master Plan
• Continue to work with the City of Pearland, PEDC, and other partners to activate the Multi-Modal and
Clear Creek master plans
• Prioritize investments that provide safe access to parks and recreation amenities and potential
future “places to gather” and mixed-use developments (see the “Places to Gather” Key Initiative)
• Consider opportunities for “trail-oriented development” and other opportunities to integrate bicycle
and pedestrian infrastructure into private developments located in close proximity to a new or
existing trail facility, particularly new and existing multifamily and compact residential uses (see
Recommendation C-4)
• Develop measures to assess the fiscal impact of new trail facilities, sidewalks, and other active
transportation infrastructure; examples could include impacts on nearby property values, sales tax
revenue, etc.
COMPARATIVE EXAMPLE #2: Lafitte Greenway Guide to Trail-Oriented Development (New Orleans, LA)
22 PEARLAND PROSPERITY UPDATE
D-6 Advance the development and activation of the Pearland Transit Needs Assessment and Plan
• Work with H-GAC and local partners to complete the strategic planning process and advance
relevant recommendations to enhance transportation options in and around Pearland
D-7 Continue to advance infrastructure projects that improve drainage and stormwater management
• Continue to work collaboratively with all relevant public and private partners to plan, resource, and
implement drainage improvement projects
• Continue to support the Clear Creek Federal Flood Damage Reduction Project 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
• Prioritize stormwater and drainage investments that can advance the preparation of commercial and
industrial sites in priority areas for development and redevelopment
FINAL STRATEGY 23
Parks and Recreation
WHAT: Parks and recreation opportunities play an important role in a community’s ability to attract and retain
talented workers – and the companies that want to hire them. High-performing cities around the country
have recognized this reality for many years, including Pearland as evidenced by the recognition of parks and
recreation in its past two holistic economic development strategies. With more professionals working from
home at least part of the time in the wake of the pandemic, having high-quality local opportunities for
recreation has taken on added importance.
Stakeholders contacted during Phase 1 input praised the investments that Pearland has made into its parks
in recent years, including upgrades to Independence Park, the installation of sports fields at the Hickory
Slough Sportsplex, and the completion of the second phase of The Sports Complex at Shadow Creek Ranch.
Another important development took place in January 2021 when the City adopted a strategic plan to guide
activities in this area: the Parks Recreation, Open Spaces and Trail Master Plan. (A follow-on plan is
anticipated in 2025.)
This Key Initiative is focused on continuing Pearland’s momentum toward implementing Parks Recreation,
Open Spaces and Trail Master Plan recommendations, ensuring that parks are appropriately resourced and
staffed, and emphasizing opportunities to expand recreational sports fields – a key theme from stakeholder
input. As implied by its name, the 2020 Parks Recreation, Open Spaces and Trail Master Plan overlaps to a
degree with the Multi-Modal Master Plan’s recommendations for trails and related bicycle and pedestrian
infrastructure. For the purposes of the Pearland Prosperity Update framework, trails and other mobility issues
are addressed in the “Mobility and Infrastructure” Key Initiative.
Finally, stakeholder engagement revealed that Pearland counts on parks owned by homeowner associations
(HOAs) and other private parties to achieve goals related to park land access. Input participants noted,
however, that some HOAs have not adequately budgeted for the long-term maintenance of park facilities and
the eventual replacement of park equipment and other amenities. Accordingly, the Key Initiative includes a
recommendation to evaluate the feasibility of creating a low-cost loan or grant recapitalization program to
assist HOAs with maintaining neighborhood park amenities.
WHY: Parks and recreational facilities play an important role in talent attraction and retention. Stakeholders
in Pearland have long understood that the community contains relatively little public park acreage relative to
other in-demand suburbs around the country. According to the 2022 City of Pearland’s Benchmark Cities
Study, Pearland had 458 acres of parks as of 2021. This accounted for approximately 1.5 percent of the city’s
24 PEARLAND PROSPERITY UPDATE
total land area, which placed Pearland last among a set of 11 communities. The report noted that there are
numerous privately owned parks and green spaces within Pearland’s neighborhoods as well as regional parks
(such as Tom Bass Park) just outside of the city limits. Stakeholders further noted that with both privately
and publicly owned parks included, Pearland is able to meet the National Parks and Recreation Association
(NPRA) standard of ensuring that all residents are within a 10-minute walk of a park. That said, stakeholders
in Pearland expressed a clear desire to continue investing in parks and recreation, including upgrades to
existing facilities, long-term expansion of public park acreage, and ensuring consistent funding for operations
and maintenance.
STRATEGIC RECOMMENDATIONS:
E-1 Continue to implement the Parks, Recreation, Open Space, and Trails Master Plan
• Work with the City of Pearland, its Parks Department, and other key stakeholders to activate “Primary
Improvement Priorities” in the Pearland Parks, Recreation, Open Space, and Trails Master Plan,
including the existing plan (which dates from 2021) and an anticipated 2025 update
• Based on stakeholder feedback in the Pearland Prosperity Update process, seek opportunities to
expand sports fields (see Recommendation E-3), “leisure areas” for unprogrammed outdoor
recreation, and safe pedestrian access to parks facilities (see Recommendation D-5)
• Advance recommendations to create a long-range parkland acquisition program to enhance the
supply and equitable distribution of parkland within Pearland
• Seek opportunities “signature” parks and amenities with the potential to improve Pearland’s ability to
retain and attract talent
• Work with public and private partners to educate and inform key stakeholders and the general public
on the need for parks and recreation amenities and their connection to the community’s ability to
attract jobs and investment; include key metrics such as percentage of land area devoted to parks
relative to comparison communities
E-2 Ensure that Pearland’s parks have sufficient resources and staff
• As recommended in the Master Plan, ensure that the Parks Department is “fully equipped with the
resources it needs to effectively operate and maintain” parks and related facilities and programs;
ensure that the Parks department is adequately staffed to carry out its core functions and advance
the goals of the Master Plan
FINAL STRATEGY 25
• Seek sustainable public funding streams to support park operations (in addition to capital
improvements); explore opportunities to pursue alternative revenue streams such as naming rights
for parks and trails to supplement public funds
• Develop measures to assess the fiscal impact of new investments in park facilities; examples could
include impacts on nearby property values, sales tax revenue, etc.
E-3 Seek to expand Pearland’s sports fields and ensure equitable distribution across the community
• Seek opportunities to expand Pearland’s supply of sports fields citywide, particularly on the east side
of the community
• Advance plans to build additional sports fields, including turf soccer fields, at Hickory Slough Park
• Work with the Parks Department, CVB, and others to balance opportunities to attract visitors through
youth sports tournaments and similar events with resident needs; commission a small-scale study
to determine whether Pearland is receiving fair market value for tournament field rentals
E-4 Evaluate tools to ensure the long-term sustainability of privately owned park facilities
• With Parks & Recreation and other key stakeholders, assess the number and condition of privately
owned park facilities in Pearland; this work could be accomplished as part of a future update to the
Parks, Recreation, Open Space, and Trails Master Plan
• Evaluate the feasibility of creating a privately resourced “recapitalization fund” to assist HOAs with
capital improvements for privately owned park facilities
• Evaluate the feasibility of leveraging Parks & Recreation staff expertise to provide technical
assistance to HOAs seeking to maintain, refurbish, and/or upgrade privately owned parks
26 PEARLAND PROSPERITY UPDATE
Cultural Arts
WHAT: When talented individuals are evaluating a community as a place to live, key considerations typically
include proximity to employment, cost and availability of housing, quality of schools, public safety, and so on.
With workforce becoming the primary competitive issue for economic development, in-demand talent has
become more selective about the assets they are seeking in a community of choice. Quality of place and
quality of life amenities like arts and cultural spaces, facilities, events, and unique, walkable destination
districts have therefore emerged as critical competitive criteria for places of all sizes.
Pearland’s arts and culture sector currently features a number of events and organizations. For instance,
Pearland Art on the Pavilion is an annual two-day juried art show presented by the Pearland Convention and
Visitors Bureau that highlights handmade work from artisans across various mediums and skillsets. The CVB
also oversees the PearScape Trail, a cultural tourism attraction located across the city featuring four-foot-
high fiberglass “pears” painted by local artists. Input participants acknowledge, however, that more must be
done to keep pace with other communities in Greater Houston and elsewhere.
This Key Initiative seeks to leverage Pearland’s existing cultural arts assets while expanding capacity to
satisfy the demands of current and future residents. This will entail supporting the development and
implementation of the Cultural Arts Master Plan currently under development in order to expand awareness
and support for the arts. Additional activities could include establishing a “sense of place” across the city
through new and existing events and public art and evaluating the feasibility of creating a branded cultural
district in Pearland for the benefit of residents and visitors alike.
WHY: As Pearland seeks to cement its status as a community of choice, arts and culture is becoming a more
prominent issue for residents. Compared to stakeholder input themes from the previous two Pearland
Prosperity processes, arts and culture amenities and capacity was a common discussion point for public and
private leaders and the broader community. Stakeholders feel that Pearland’s status as a community of
choice will not be sustainable without a strong arts sector. It is also a way to differentiate Pearland from
peer communities in the eyes of current and potential residents.
These findings echo key issues identified in the research phase of the City of Pearland’s Cultural Arts
Master Plan, scheduled to be considered by City Council in spring 2024. The process is being shepherded by
the Pearland Convention and Visitors Bureau on behalf of the city. The objectives of the Cultural Arts Master
Plan – the first in the city’s history – are to establish a shared communitywide vision for the arts, positively
impact the local tourism economy, and enhance the city’s quality of life and quality of place.
FINAL STRATEGY 27
Preliminary observations from the project’s planning team highlighted both the positives of the local arts
scene, especially the fact that events are generally well attended, as well as challenges like a shortage of
performance and exhibit spaces, a need for more youth and family-oriented activities, and a desire for a space
where the entire community can gather. While the planning team found that residents want more arts and
cultural offerings across the board in Pearland, it stressed that recommended new capacity must reflect
the realities of potential funding.
STRATEGIC RECOMMENDATIONS:
F-1 Support the implementation of the City of Pearland’s approved Cultural Arts Master Plan
• Partner with the city, local arts organizations, the CVB, the Chamber, and other entities to ensure
priority initiatives of the Master Plan are advanced
• Identify and pursue viable opportunities to source funding to support Master Plan implementation
• Pursue enhanced “internal marketing” capabilities to promote arts and cultural offerings to
Pearland’s residents; seek opportunities to create synergies between internal messaging and
“external” marketing activities carried out by the CVB
• Consider conducting inter-city visits to best-practice cultural arts destination cities to inform local
implementation efforts
F-2 Assess local support for establishing a branded cultural arts district in Pearland
• Research comparative examples in peer communities to determine the design, function, and
parameters for Pearland’s potential district
• Work with partners in alignment with Pearland’s Cultural Arts Master Plan to explore the opportunity
to incorporate a cultural arts district into plan implementation
• Determine the viability of designating Old Town as the preferred location for the cultural arts district
• Leverage the potential cultural arts district as a hub for Pearland’s creative economy
28 PEARLAND PROSPERITY UPDATE
F-3 Continue efforts to create a “sense of place” in Pearland activity districts and public spaces
• Advance Cultural Arts Master Plan components leveraging placemaking to create interest in key
Pearland activity nodes
• Consider expansion of the PearScape Trail and seek opportunities to activate trail sites through
creative programming and events; connect to the broader buildout of trails in Pearland (see
Recommendation D-5)
• Explore models like Build a Better Block to execute targeted, inexpensive, community-driven efforts
to transform underused spaces into quality of place assets
• Research potential models to create a flexible Cultural Arts Fund to resource small cultural arts
projects proposed by Pearland residents
FINAL STRATEGY 29
Business Development
WHAT: Stakeholders in Pearland understand that there are numerous factors that influence the community’s
competitiveness – talent availability, quality of life, and so on. Accordingly, the Pearland Prosperity initiative
embraces a holistic approach to economic development. But even in this context, activities such as business
attraction and marketing and business retention and expansion (BRE) are still vital to overall success.
For nearly 30 years, the Pearland Economic Development Corporation (PEDC) has worked proactively to
attract new primary jobs and capital investment to Pearland. According to its website, the PEDC has helped
bring 5,400 jobs and $1 billion in private capital investment to Pearland through activities such as marketing,
relationship building, project management, project support and the provision of incentives. A major focus of
this Key Initiative is to continue these “core” business attraction and marketing efforts. One specific
opportunity that emerged from stakeholder input is Pearland’s potential to make further headway into the
biotechnology and medical manufacturing business sectors. Input participants noted recent economic
development “wins” including the rapid growth of Lonza and the attraction of firms such as Healgen Scientific
and Millar, Inc. Stakeholders said they would like to see the community proactively pursue additional
headquarter operations, research and development functions, and manufacturing facilities in these fields.
Another key component of this Key Initiative is continuing BizConnect, the community’s successful business
retention and expansion (BRE) program. Nearly all best-practice economic development programs
incorporate formal BRE initiatives that regularly engage major employers through site visits and other regular
communications to identify and respond to needs and challenges at both the firm and community level. In
Pearland, these activities are carried out through BizConnect, a joint effort of the PEDC and the Chamber.
According to the PEDC, the program engaged nearly 50 employers in Pearland in fiscal year 2022, and
stakeholders contacted during Phase 1 research held generally positive views of the effort.
In addition to “external” marketing efforts to position Pearland as a destination for jobs and investment, the
previous Pearland Prosperity plan also included an “internal” marketing recommendation aimed at conveying
the importance of a holistic economic development program to local community. Phase 1 input participants
praised the PEDC’s overall approach to communications but said there is both a need and opportunity to
expand internal communications efforts to reach a broader range of stakeholders.
Finally, while the PEDC’s core aim is to grow “primary” jobs in business sectors that export goods and services
to other markets, the organization has also recognized the important role that the retail sector – and the
sales taxes it generates – play in Pearland’s overall fiscal and economic health. Consistent with a
30 PEARLAND PROSPERITY UPDATE
recommendation in the previous Pearland Prosperity Plan, the PEDC commissioned a Retail Analysis that
was completed in 2022. The report includes concrete recommendations for PEDC and its partners to pursue
to support a more vibrant local retail sector and enhance Pearland’s quality of place.
WHY: The core aim of a holistic economic development initiative is to raise standards of living and improve
quality of life for current and future residents. For most individuals, these issues are tied to the type of high-
quality employment opportunities that the PEDC and its partners are seeking to grow in Pearland. Attracting
a wide range of primary jobs offers numerous other benefits, including growing and diversifying the
community’s property tax base and making the local economy more resilient to downturns that impact a
specific business sector. While a successful business attraction program can generate significant amounts
of attention and excitement, research suggests that in most communities, job growth is driven primarily by
incumbent businesses and new startups. The BizConnect program has a strong track record of success and
received praise from stakeholders.
Additionally, Phase 1 quantitative research revealed that while the jobs based in Pearland are largely in
sectors such as health care, retail, and hospitality, its resident workforce is highly educated, with strong
concentrations of workers in fields such as engineering and information technology. Attracting a broader
range of jobs to Pearland can provide its talented residents with opportunities to work close to home, which
appeals to both employees by cutting down on commute times and employers by making it easier to retain
these individuals. (The initial success of the “Work in Pearland” jobs portal launched by the Chamber and the
PEDC is a testament to the interest in such local employment opportunities.)
STRATEGIC RECOMMENDATIONS:
G-1 Continue “core” business attraction and marketing initiatives to grow primary jobs
• Continue to position the PEDC as the primary point of contact for managing economic development
projects throughout their lifecycle and, if needed, through post-project assistance
• Through the PEDC, continue to build and maintain strong relationships with all relevant economic
development partners, including site selectors, state agencies and “upstream” lead generation
entities, regional and sub-regional partners, industry and real estate trade groups, and brokers
G-2 Enhance targeted marketing efforts for the biotechnology and medical manufacturing sectors
• Continue to position the Lower Kirby District as a destination for headquarter operations, research
and development activities, and/or manufacturing facilities connected to the biotechnology and
medical manufacturing sectors
FINAL STRATEGY 31
• Seek opportunities to enhance Pearland’s profile within biotechnology and medical manufacturing
through targeted communications, attendance at high-value industry events and meetings, and other
outbound marketing activities (e.g., participating in state-led site selector events)
• Prepare customized digital marketing materials highlighting Pearland’s value proposition for these
sectors; work with existing biotechnology and medical firms to highlight “success stories”
• Continue to leverage workforce development staff capacity and collaborate with PK-12 and higher
education partners to enhance training programs that support biotechnology and medical
manufacturing (see Key Initiative #4)
G-3 Continue to engage Pearland’s primary employers through the BizConnect program
• Continue to conduct regular on-site interviews with key local employers through the BizConnect
program; leverage findings to identify key opportunities and challenges and work with all relevant
partners to develop responses to business- and community-level needs
• Continue to complement economic development marketing and business attraction activities by
seeking to identify opportunities for business expansions and/or locations through BRE efforts;
continue to enlist executives and other key representatives from existing businesses to support
business attraction efforts (e.g., assistance during site visits)
G-4 Expand “internal communications” capabilities to reach a broader range of Pearland stakeholders
• Continue current internal communications efforts to convey progress on economic development
activities and the implementation of Pearland Prosperity, including implementation tracking,
quarterly newsletters, social media, earned media (when relevant), and regular communications with
City of Pearland elected officials and staff
• Work with partners including the Pearland Chamber, the City of Pearland and its agencies, and others
to develop outreach techniques that “meet people where they are” such as annual or semi-annual
updates at HOAs and community group meetings, information tables at festivals and other major
community events, and so on
• Leverage expanded internal communications capacity to promote initiatives such as Work in
Pearland and other “resident-facing” opportunities
• Continue to utilize HubSpot software to track open rates and other key metrics for email marketing
32 PEARLAND PROSPERITY UPDATE
G-5 Implement recommendations from the 2022 Pearland Retail Analysis
• Implement key recommendations from the 2022 Pearland Retail Analysis; ensure that sufficient staff
capacity and resources are allocated through the PEDC to effectively advance efforts
• Per the Retail Analysis, cultivate relationships with developers, investors, brokers, and other retail
industry stakeholders to aggressively recruit new retail opportunities and tenants
• Develop a multi-channel marketing effort to promote Pearland as a general destination for retail
development, retail entrepreneurs, and customers
• Connect retail recruitment efforts to create dynamic gathering places in Pearland (see the “Places to
Gather” Key Initiative); per the recommendations in the Retail Analysis, create and administer
incentives for small businesses locating in the Old Town (see the “Old Town Revitalization” Key
Initiative)
• Ensure that sufficient staff capacity is in place to advance strategic recommendations;
responsibilities could overlap with the proposed staff position to guide Old Town revitalization efforts
(see Recommendation B-5)
FINAL STRATEGY 33
Pearland Innovation Hub
WHAT: One of the seven Focus Areas in the previous Pearland Prosperity strategy was “Business Formation
& Early-Stage Growth,” which focused on supporting entrepreneurs and startups in Pearland. Its key
recommendation was establishing a local “hub” for entrepreneurship to enhance local services and connect
to Greater Houston’s large and well-established entrepreneurial ecosystem.
After completing a feasibility study and request for qualifications process, partners in Pearland selected
Houston-based The Cannon as the community’s partner for creating the Pearland Innovation Hub (PIH) in
November 2021. A Hub Navigator (equivalent to an executive director) was hired in April 2022 and the PIH
was formally launched in May 2022. Stakeholders noted that like the nascent firms it serves, PIH is itself still
a “startup” finding its footing in Pearland and the broader regional landscape. (The organization is currently
in the process of becoming a 501(c)3 nonprofit). This Key Initiative is dedicated to ensuring that the Pearland
Innovation Hub realizes its potential as the centerpiece of a thriving local entrepreneurial ecosystem.
The timing of the Pearland Prosperity Update is fortuitous with respect to PIH. The 2021 feasibility study
recommended a “virtual” hub concept due to a lack of near-term demand for a physical entrepreneurship
facility in Pearland, and PIH’s Hub Navigator had been officed at the Chamber for the first year-plus of the
entity’s existence. In the fall of 2023, however, PIH relocated to Spacio.us, a co-working community located
on Broadway Bend Drive near the Pearland Town Center. Positioning PIH’s presence at Spacio.us as the
physical “focal point” for entrepreneurship has the potential to provide a major boost to the PIH model and
the overall entrepreneurial ecosystem in Pearland.
From a programming perspective, stakeholders said PIH has so far focused on the Pro-Active Coaching
Program, which provides free mentoring and coaching services to entrepreneurs and businesses across the
growth-stage spectrum, and other events for entrepreneurs. This Key Initiative proposes continuing the
coaching program with enhanced recruiting efforts and an adjusted scope to ensure that it is well-utilized
and appropriately scaled for Pearland’s needs. It also recommends increasing the emphasis on events
capable of increasing the visibility of both entrepreneurs and entrepreneurial services and facilitating
connections to professional services and other ecosystem resources that can help startups succeed.
Finally, while PIH is set up to assist entrepreneurs and startups regardless of business sector, there is a
specific opportunity to enhance Pearland’s quality of place and celebrate the community’s cultural diversity
by supporting new retail and hospitality businesses. Such activities would connect to and support efforts to
create vibrant gathering places and support redevelopment in Old Town.
34 PEARLAND PROSPERITY UPDATE
WHY: Business attraction and BRE are two of the three ways in which communities can directly pursue job
growth. The third is providing support for entrepreneurs and encouraging new business formation.
Stakeholders contacted during Phase 1 input said all three methods remain a community priority and should
be reflected in the Pearland Prosperity Update. As discussed in the previous Pearland Prosperity strategy,
Pearland has several advantages that can support entrepreneurial activity, namely a highly educated and
diverse resident population and an increasing number of innovation-focused businesses. Unlike prior
strategic planning processes, however, Pearland now has dedicated organizational capacity to advance
entrepreneurial initiatives in the form of the PIH. Input participants said they would like to see PIH continue
to evolve its programming to serve existing and prospective entrepreneurs in Pearland and complement the
many well-established entrepreneurial ecosystem resources in the Greater Houston region.
STRATEGIC RECOMMENDATIONS:
H-1 Position the Pearland Innovation Hub’s location at Spacio.us as the service delivery “focal point”
• Through programs, events, and communications activities, ensure that the PIH presence at
Spacio.us is the focal point for Pearland’s entrepreneurial ecosystem
• Launch a multi-faceted marketing campaign utilizing digital media advertising, social media,
attendance at off-site events, and word-of-mouth marketing to ensure that current and prospective
entrepreneurs in Pearland are aware of the facility and its offerings; establish clear messaging to
avoid communicating between the two brands such as: “The Pearland Innovation Hub at Spacio.us”
• Work with the Spacio.us staff to identify co-working clients who could benefit from coaching services
and vice versa
• Conduct regular events for entrepreneurs at the facility to cement its status as Pearland’s physical
entrepreneurial “center of gravity” (see Recommendation H-3)
H-2 Right-size the Pro-Active Coaching Program and enhance efforts to identify coaches and members
• With the Hub Navigator and PIH Advisory Board, adjust goals related to member and coach
participation in the Pro-Active Coaching Program to be commensurate with observed local demand;
leave open the possibility of scaling the program back up if necessary
• Increase efforts to recruit coaches and members into the program; work with ecosystem partners
such as the San Jacinto College Small Business Development Center (SBDC) and non-traditional
partners such as neighborhood homeowner’s associations, faith-based organizations, and
community groups to identify new candidates
FINAL STRATEGY 35
• With the Advisory Board and Hub Navigator, regularly evaluate and adjust performance metrics and
targets to find the right mix of offerings for the Pearland Innovation Hub
• Leverage the awareness campaign proposed in Recommendation H-1 to drive new sign-ups
H-3 Increase networking opportunities and special events for Pearland’s entrepreneurs
• Task PIH staff, volunteers, and supportive partners with increasing the number of networking
opportunities and special events for entrepreneurs in Pearland; events could include business plan
competitions, hackathons, “reverse pitch” presentations, learning opportunities, social events such
as happy hours, and so on
• Recruit Greater Houston ecosystem partners to attend, facilitate, or co-sponsor events in Pearland
H-4 Connect entrepreneurs to professional services and other regional ecosystem resources
• Continue to leverage The Cannon’s locally based staff and extensive networks connections in
Greater Houston to connect Pearland entrepreneurs to established regional entrepreneurial
ecosystem resources
• Engage external partners including the SBDC and other relevant organizations to complement
services available through PIH
• Work with the Pearland Chamber of Commerce, professional associations, and others to identify
professional service providers (e.g., law firms, accounting firms, etc.) in and around Pearland that
specialize in serving startups and/or small businesses; leverage PIH staff capacity to make referrals
to these professional services providers
• Work with The Cannon leadership and the PIH Advisory Board to evaluate the feasibility and
desirability of offering a reduced-cost “bundle” of professional services (e.g., legal, accounting, etc.)
as a PIH membership benefit
H-5 Support diverse retail and hospitality startups that enhance Pearland’s quality of place
• Work with the Hub Navigator, retail and hospitality stakeholders, and other key partners such as the
Chamber to identify entrepreneurs interested in starting a business that can enhance quality of place;
proactively recruit entrepreneurs who reflect Pearland’s racial, ethnic, and cultural diversity
• Enroll prospective entrepreneurs in the Pro-Active Coaching Program and seek coaches with retail
and hospitality experience to provide mentoring services
• Evaluate the potential to identify program participants through a special event such as a retail- and
hospitality-focused business plan pitch competition
• Connect these efforts to quality of place efforts described in the first two Key Initiatives
36 PEARLAND PROSPERITY UPDATE
Workforce Development
WHAT: Pearland is a highly educated community that boasts excellent PK-12 public schools and proximity
to numerous higher education institutions. In order to support economic growth and enhance opportunities
for current and future residents, the previous Pearland Prosperity strategy 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.”
Partners in Pearland have since made significant progress to that end. In 2021, partners including the PEDC
and the Chamber’s Workforce Development Committee approved the Pearland Workforce Strategy Action
Plan, which includes a set of goals to guide the community’s workforce and talent development efforts. The
PEDC and the Chamber have also devoted staff capacity in this area. The PEDC hired a full-time Workforce
Director in April 2022, and the Chamber designated a portion of its Vice President’s time to talent and
workforce development issues. Stakeholders said there is now an opportunity to leverage this new staff and
organizational capacity – and the connections and relationships that have been formed as a result – as a
“platform” to take on a more ambitious program of work with respect to workforce development.
Part of this Key Initiative will entail continuing successful ongoing efforts and initiatives. PEDC’s Workforce
Director has built relationships with a wide variety of regional stakeholders and has worked directly with
employers to identify and address workforce needs. Stakeholders said this work has led to numerous
successful outcomes, including the development of a partnership between the PEDC, Alvin Community
College, and Lonza to create a biotechnology certificate program. Input participants also identified the Work
in Pearland campaign and website as a successful initiative with further potential to help Pearland’s
employers find talent and expand opportunities for residents to work close to home. This Key Initiative will
also entail activating key recommendations from the Workforce Strategy Action Plan including the creation
of a community resource network (CRN) that inventories regional education, training, and workforce partners
and supportive “wraparound” services that can help address challenges related to child care, transportation,
youth disconnection, etc. that impact an individual’s ability to get and keep a job.
Stakeholders also identified several “next-level” opportunities for workforce development. These include
creating a formal partnership framework through which Pearland’s businesses and education and training
providers can collaborate to advance talent pipeline improvements. This work should include the
development of a set of Career Pathways, which are a “series of structured and connected education
programs and support services that enable students, often while they are working, to advance over time to
better jobs and higher levels of education and training.” Best-practice Career Pathways identify “stackable”
FINAL STRATEGY 37
credentials, where each step on the pathway can build on the previous and prepare individuals to progress
to the next level of employment and/or education.1 Finally, the Key Initiative recommends pursuing additional
opportunities for physical spaces that can enhance training capacity within Pearland and drive additional
value for a wide range of partners.
WHY: Talent is the most important factor for driving economic success. Pearland’s existing residents are
highly educated and skilled, and the community is served by highly regarded education and training providers,
including but not limited to the Alvin ISD, Pearland ISD, Alvin Community College, San Jacinto Community
College, and the University of Houston-Clear Lake at Pearland. This Key Initiative is focused on ensuring that
these talent pipeline partners are connected to and aligned with Pearland’s business community to support
economic growth and increased opportunities for residents to thrive.
STRATEGIC RECOMMENDATIONS:
I-1 Continue to provide Pearland’s employers with customized workforce assistance
• Through the PEDC’s Workforce Director and in cooperation with partner organizations, continue to
work directly with Pearland employers to develop solutions to specific workforce needs
• Continue to utilize the BizConnect program to identify Pearland firms that would benefit from
customized workforce assistance; analyze findings to uncover larger competitive issues with respect
to workforce development that may benefit from a systems-level approach
I-2 Develop and promote a community resource network (CRN)
• As proposed in the Pearland Workforce Strategy Action Plan, develop an asset inventory of regional
training programs, supportive services, and workforce ecosystem partners
• Ensure that the inventory includes government agencies, nonprofits, social services providers, and
other community resources that assist individuals with a range of issues that might otherwise be
barriers to workforce participation and finding and/or holding a job; include providers that serve all
or part of Pearland’s “labor shed, i.e., areas within a 45-minute drive of the city from which local
employers are likely to seek talent
• Consider engaging an external partner such as United Way organization(s) to assist with the
development of the asset inventory
1 Career Ladders Project. “A Definition of Career Pathways.” Retrieved from:
http://www.careerladdersproject.org/wp- content/uploads/2011/05/defining-career-pathways-ccp.pdf
38 PEARLAND PROSPERITY UPDATE
• Consistent with the recommendations in the Workforce Strategy Action Plan, conduct a campaign
to support the implementation of the asset inventory; leverage the BizConnect program and
relationships with potential partners such as Workforce Solutions Gulf Coast to introduce the
inventory to businesses and front-line staff; evaluate the feasibility of leveraging OpenCounter or a
similar tool (see Recommendation C-1) to direct Pearland businesses to the inventory
COMPARATIVE EXAMPLE #3: Community Asset Map (Montgomery County, MD)
I-3 Establish a formal partnership framework connecting business and education
• Create a formal framework to connect Pearland’s businesses with the PK-12, higher education, and
workforce development partners that serve the community to ensure that education and training
programs are aligned with employer demand
• Work with stakeholders to confirm the Pearland Chamber of Commerce as the appropriate entity to
house the formal partnership framework
• Design the partnership framework as invitation-only “working group” tasked with identifying
opportunities, challenges, and potential solutions for professional staff to pursue; consider pivoting
the Chamber’s Workforce Development Committee to function as this “working group,” with regular
meetings to advance the implementation of new and enhanced Career Pathways (see
Recommendation I-4) and other strategic priorities
• Ensure that the partnership framework functions as a “two-way street” where both businesses and
education and training partners are active participants and beneficiaries
• Continue to offer existing Workforce Development Committee programs such as learning and
networking opportunities on an “open invitation” basis as desired
• Leverage PEDC staff capacity to connect businesses directly to college advisory boards to guide
existing training programs and identify potential new training programs to develop
• Encourage participation and buy-in from key business executives, HR professionals, and community
outreach liaisons and key decision-makers from education and training partners; ensure that
membership and/or investment in the Chamber and PEDC are not required to participate in the
formal partnership framework
• Work with all relevant stakeholders to ensure potential industry sector partnerships in manufacturing
and/or life sciences are not duplicative with the formal partnership framework
COMPARATIVE EXAMPLE #4: CareerEdge Funders Collaborative (Sarasota, FL)
COMPARATIVE EXAMPLE #5: Talent Action Collaborative (Baton Rouge, LA)
FINAL STRATEGY 39
I-4 Create formal Career Pathways to create opportunities for residents and support key sectors
• Through the Workforce Development Committee and with the support of PEDC staff, confirm an
initial set of Career Pathways on which to focus; begin by evaluating three verticals: manufacturing,
health care, and biotechnology and medical device manufacturing
• Work with all stakeholders to identify “ladders” of occupations within each confirmed Pathway and
create sequences of “stackable” credentials including certificates, degrees, and other awards that
map onto the education and skills that these occupations require
• Through the Workforce Development Committee, work with education and training providers to
ensure that existing curriculums and programs are aligned with Career Pathway needs; identify
program gaps and work with stakeholders to pursue resources to establish new programs as needed
• Consistent with Strategy 2.3 in the Workforce Strategy Action Plan, work with employers and local
ISDs to develop internships and other work-based learning opportunities for high school students
aligned with Career Pathways
• Leverage regular Workforce Development Committee meetings to evaluate Career Pathway
performance and make needed adjustments
• Work with the Chamber, ISDs, workforce development partners, and other stakeholders to promote
Career Pathways to students, parents, businesses, and others
COMPARATIVE EXAMPLE #6: OC Pathways (Orange County, CA)
I-5 Continue to support the Work in Pearland initiative and online portal
• Continue to maintain and enhance the Work in Pearland online jobs portal; seek additional
opportunities to promote the initiative to businesses and residents to increase utilization
I-6 Pursue the development of physical training spaces in and around Pearland
• Work with higher education partners to identify opportunities for enhancing physical training spaces
at college campuses in or around Pearland, particularly in in-demand fields such as biotechnology;
work with all relevant stakeholders to pursue potential funding for new and/or upgraded facilities
40 PEARLAND PROSPERITY UPDATE
Diverse Talent
WHAT: The United States is rapidly becoming a more racially and ethnically diverse place. By 2060, the U.S.
Census Bureau projects the nation’s non-Hispanic White population will decrease by 10 percent compared
to a 94 percent rise in the Hispanic population (who will represent nearly 30 percent of U.S. residents).
The City of Pearland is well ahead of the nation in terms of population diversity. According to the 2022 City
of Pearland’s Benchmark Cities Study, Pearland had the highest “diversity index” among an 11-city peer set
as of the 2020 Census. The city has significant representation from the country’s four largest racial and ethnic
groups: Hispanic or Latino, White, Black, and Asian. Of the 632 Census places (cities, towns, etc.) with at least
65,000 residents, Pearland was one of just 33 communities with at least 10 percent of its population in each
of these groups. In a national index developed by retailer Filterbuy, Pearland ranked as America’s most
diverse small city (between 100,000 and 149,999 residents) based on 2021 Census estimates, edging out the
next most-diverse city, Vallejo, California.
The 2020 Pearland Prosperity plan recognized the opportunity to strategically leverage the city’s diversity
through a set of key potential actions, including forming a Diversity Business Council. In response, the
Pearland Chamber empaneled a diverse stakeholder discussion group and partnered with PEDC to host the
“Knowledge Series” – learning sessions focused on diverse business practices and inclusive leadership.
Leaders feel that diversity programming should be continued through the Pearland Prosperity Update, but
with a more focused and systematic approach that acknowledges issues of race and ethnicity but also
recognizes diversities of education, age, income, and other determinants. The Knowledge Series could be
complemented by a focus on attracting and welcoming diverse residents to Pearland and launching
networking events to better connect the city’s diverse population groups. While some of these activities will
obviously help make Pearland more of a community of choice for diverse residents, these efforts are included
here given their importance to the community’s diverse talent pool that businesses increasingly desire.
WHY: As America diversifies – especially among younger generations – and talent continues to express
preferences for communities that are diverse, inclusive, and welcoming, business organizations are
increasingly seeing the economic benefits of diversity-focused programming. As Chamber Executive
magazine reported, “What has been traditionally seen as a sort of moral issue – inclusion – has become a
central concern for economists seeking to promote prosperity … Regions that are more equal and more
integrated – across income, race, gender and place – have better economic performance, on average, than
those regions that are more unequal and more divided.”
FINAL STRATEGY 41
The non-profit workforce and education advocacy organization JFF aggregated selected research on the
economic impacts of diversity and inclusion into a paper called, “Inclusive Economic Development: Good for
Growth and Good for Communities.” Multiple findings concluded that economically healthy cities are more
inclusive than distressed ones. Studies also found that economic exclusion is harmful to the economy,
resulting in lost economic output and lost earnings and necessitating costly poverty alleviation measures. As
cited earlier, Pearland has already received positive national press for its resident diversity and can further
differentiate itself by highlighting how diverse newcomers are welcomed and networked in the community.
STRATEGIC RECOMMENDATIONS:
J-1 Sustain and enhance the Pearland Chamber of Commerce’s diversity initiatives
• Continue efforts to expand the Knowledge Series to include programming reflecting a more broad-
based definition of diversity; outreach to businesses to increase Knowledge Series attendance and
identify topics with strong resonance to local employers
• Consider formally recognizing and leveraging the Chamber’s diversity leadership group as a catalyst
for expanding local understanding of diversity and inclusion issues and their economic impact
COMPARATIVE EXAMPLE #7: Cincinnati (OH) Regional Chamber Diversity & Inclusion initiatives
J-2 Enhance the Work in Pearland platform to attract diverse talent to Pearland
• Work with partners and diverse Pearland leaders to develop and cultivate a brand and messaging for
Pearland’s talent diversity assets; utilize the brand to design and launch an update to the Work in
Pearland website and campaign to highlight Pearland as a diverse, inclusive community
• Ensure that the updated site includes information on how to access services and opportunities in
Pearland and contact information for supportive organizations and diverse talent ambassadors
• Leverage existing marketing platforms to promote the portal externally
COMPARATIVE EXAMPLE #8: Ask a Local (Omaha, NE)
J-3 Expand networking opportunities for diverse Pearland residents
• Host twice-yearly receptions affiliated with Pearland’s diversity brand as a platform for diverse local
talent to meet, network, and build community
• Support leaders of the Pearland Chamber’s Young Professionals group to incorporate designated
diversity programming and events into its regular activities
COMPARATIVE EXAMPLE #9: Multicultural Receptions (Des Moines, IA)
42 PEARLAND PROSPERITY UPDATE
Site Development
WHAT: The availability of “shovel-ready” development sites is an important factor in a community’s ability to
attract and retain jobs. This is especially true for competitive economic development “projects” that typically
require suitable land that is ready for acquisition and development on a tight timeframe. This Key Initiative is
focused on ensuring that Pearland grows a strong inventory of shovel-ready development sites served by
high-quality infrastructure and desirable amenities.
The previous Pearland Prosperity plan included a Focus Area dedicated to “Site Development” that had three
main recommendations:
• Position the Lower Kirby District and the SH 35 Corridor as priority areas for development
• Proactively assemble and prepare sites to eliminate burdens related to acquisition and development
• Ensure that best-in-class infrastructure and amenities are in place to support site development
The PEDC and its partners have made significant progress in each of these areas in recent years. It has
pursued numerous development agreements in the SH 35 corridor and worked with the Lower Kirby and
Pearland #1 Management Districts to implement improvements that make the area more attractive for
development. In 2021, the PEDC engaged Marc Darcy Partners to identify locations with high development
potential in the Lower Kirby and SH35 North and South Business Parks, and the organization and its partners
are continuing to pursue opportunities to activate these sites. The PEDC has also helped fund numerous
upgrades to stormwater detention systems, roads, and streetscapes in these areas.
Input participants praised the aforementioned progress but noted that there is still much work ongoing in
these areas. Stakeholders also noted that Pearland’s priorities around business site and infrastructure
development are largely the same now as they were in late 2019 and early 2020. Accordingly, this Key
Initiative is comprised of the same recommendations as the “Site Development” Focus Area in the previous
Pearland Prosperity strategy, with some minor revisions in tactical detail.
WHY: Maintaining an inventory of suitable industrial and commercial sites is a prerequisite for most
competitive economic development projects that create new jobs and private capital investment. While
Pearland currently has multiple such sites, stakeholders understand that the supply of readily developable
land is limited. If Pearland is to “remain in the game” for many future economic development projects, it will
need to proactively seek to prepare additional sites. Stakeholders noted, however, that many of the
community’s most promising sites face barriers to development such as fractured ownership or
environmental concerns that would make them challenging to assemble and/or prepare for prospective end-
FINAL STRATEGY 43
users working on a tight timeline. Accordingly, some public sector involvement will likely be required to
activate these sites. It should be emphasized that stakeholders do not wish to see the PEDC or other
government entity act as a primary developer. Instead, leaders said the PEDC should continue to utilize
development agreements with highly qualified private-sector partners to move worthy projects forward.
Stakeholders also said that the master planning and community branding work that has gone into Lower
Kirby has been a major factor in attracting firms to the area, as it offers a differentiated presentation and
“feel” relative to competition in nearby unincorporated areas. Input participants said it will be important to
ensure that existing and new sites are served by necessary infrastructure and enhanced with supportive
amenities and “curb appeal.”
STRATEGIC RECOMMENDATIONS:
K-1 Continue to position the Lower Kirby District and SH 35 as priority areas for development
• Continue to market the Lower Kirby District and the SH 35 North and South Business Parks as
destinations for development in Pearland; when possible, seek opportunities for public-private
partnerships to further development in these areas
• 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
K-2 Continue to proactively assemble and prepare development sites
• Based on recommendations in the Site Evaluation Analysis reports prepared by Marsh Darcy
Partners and evolving market knowledge, proactively pursue the development of new sites
• Leverage PEDC resources and pursue public-private development agreements to acquire and
assemble sites that enhance Pearland’s competitive position for primary jobs
• Proactively market new shovel-ready sites through the PEDC
K-3 Continue to ensure that sites are supported by best-in-class infrastructure and amenities
• 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
• Continue to implement recommendations in the Lower Kirby Urban Center Master Plan and the SH
35 Corridor Redevelopment Plan related to beautification and amenity development
• Continue to pursue park and trail amenities proximate to development sites to create an additional
“selling point” for the properties
44 PEARLAND PROSPERITY UPDATE
APPENDIX A: COMPARATIVE EXAMPLES
The following projects, programs, and initiatives are profiled to enable Pearland Prosperity Update
implementation partners to explore example efforts related to the strategy’s Recommendations. These
examples are not intended to represent the best practices in these spheres (although some may be
considered as such) but rather opportunities to highlight processes and outcomes that can inform
implementation activities.
#1: REV Birmingham (Birmingham, AL)
revbirmingham.org
From identifying sites to facilitating incentives to retail leasing assistance, REV helps developers with projects
in Birmingham’s downtown and select neighborhoods across the city. REV’s Design & Development Team
works with investors, developers, and businesses interested in developing or redeveloping a property
navigate the process and better understand the context of their project within the market and the community.
REV helps development teams with market data research, site identification, due diligence assistance,
permitting and regulatory assistance, and connections to financing and incentives.
#2: Lafitte Greenway Guide to Trail-Oriented Development (New Orleans, LA)
lafittegreenway.org/trod
The Lafitte Greenway Guide to Trail-Oriented Development provides a comprehensive set of planning and
design principles for new development along the Lafitte Greenway. The principles outlined in the report were
built on and codified in the City of New Orleans Master Plan for the 21st Century, Comprehensive Zoning
Ordinance, Lafitte Greenway Master Plan, and Lafitte Corridor Revitalization Plan. Developers, city officials,
and community members are encouraged to use the guide in combination with these public documents to
ensure successful and responsible development.
#3: Community Asset Map (Montgomery County, MD)
worksourcemontgomery.com/community-asset-map
WorkSource Montgomery (WSM) is the public agency leveraging federal dollars to provide employment
services for Montgomery County, Maryland. Working with local partners, WSM developed a digital resource
that serves as a regional adult services community asset map to capitalize on the existing resources already
FINAL STRATEGY 45
available within Montgomery County. The agency identified and confirmed 111 organizations and 293 adult
services across Montgomery County for inclusion in an online geolocator Community Asset Map. Job
seekers can search the map by category and see program summaries and information for accessing services
or contacting organizational representatives. Potential partners also have the opportunity to fill out a form to
be added to the asset map. The map is hoped to serve as an effective tool for understanding and utilizing the
resources that exist in Montgomery County.
#4: CareerEdge Funders Collaborative (Sarasota, FL)
careeredgefunders.org
CareerEdge Funders Collaborative is the workforce development initiative of the Greater Sarasota Chamber
of Commerce and serves as the area’s principal convener on critical workforce issues. Founded as a
collaborative, CareerEdge is an employer-focused, sector-based, data-driven effort that leverages
unrestricted funds to build a skilled workforce for local businesses. The Collaborative is guided by a demand-
driven strategy and enhances the area’s workforce through fast-track training programs, on-the-job training,
internship reimbursement programs, and employer funding to upskill employees.
46 PEARLAND PROSPERITY UPDATE
#5: Talent Action Collaborative (Baton Rouge, LA)
brac.org/tac
The Talent Action Collaborative (TAC) is a partnership between the Baton Rouge Area Chamber (BRAC) and
East Baton Rouge Parish Schools designed to align K-12 education with the needs of business and industry.
This initiative allows business and industry to steer education to the specific industry needs while training
their future employees and ensuring Louisiana’s talent retention. The network aims to close the disconnect
between workforce and education by being business-led, industry-specific, and solution-oriented. The TAG is
focused on five high-wage, high-demand sectors: Construction and Manufacturing; Med and Pre-Med; Liberal
Arts and Management; Technology; and Transportation, Automotive, and Logistics.
The Collaborative is coordinated by three action teams: CEOs for Education, Strategic Operations Team, and
the Five Commissions.
Comprised of 25 top area CEOs and executives representing this cross-section of sectors, the CEOs for
Education task force convenes quarterly with the Superintendent of East Baton Rouge Parish Schools,
Louisiana State Superintendent of Education, Commissioner of Higher Education, college chancellors, and
university presidents to identify opportunities in talent pipeline to design systems and advocate for future
workforce needs. Each CEO designates a representative to the Strategic Operations Committee.
The Strategic Operations Committee is comprised of practitioners in workforce development and career
training, including human resources managers, talent recruiters, provosts, and heads of workforce
development. They meet monthly to guide career pathways, programming, key performance indicators, and
partnerships. The Committee interfaces on implementation with education senior staff, including members
of the East Baton Rouge Parish School System such as the chief academic officer, assistant superintendent
of curriculum, and executive director at EBR Career and Technical Education Center.
Fifteen to 20 experts in each of the five targeted sectors were recruited to guide the needs of each industry’s
future workforce programs. These experts have backgrounds in human resources, workforce training and
development, and career training. Each month, the commissions meet to influence, create and change career
education programs for K-12 and higher education, specific to their industry’s needs. Each commission
guides the creation of sector-specific career pathways, soft skills programs, and workplace experiential
learning or internships, aligned with colleges and universities.
Joining the Talent Action Collaborative is based on investor level and invitations from business leaders
already part of the group.
FINAL STRATEGY 47
#6: OC Pathways (Orange County, CA)
ocpathways.com/oc-initiatives
OC Pathways’ mission is to facilitate collaboration among schools, colleges, local businesses, and
community partners to prepare Orange County students for college and career success through participation
in learning experiences that integrate academics and career preparation. The initiative creates a self-
sustaining support system that expands career pathway opportunities and equips educators with the
competencies to prepare students for high-demand, high-wage careers and expanded life opportunities.
Partners develop coursework that combines academics with career preparation across career clusters in
Business Management, Computing, Education, Engineering, Healthcare and 15 associated industry sectors.
The Work-Based Learning Continuum is integrated into students’ program of study to outline various
activities, both in and outside the classroom, that enable students to connect academic and technical content
to real-world applications.
#7: Cincinnati (OH) Regional Chamber Diversity & Inclusion
cincinnatichamber.com/membership/your-partner/diversity-inclusion-your-partner
The Cincinnati Regional Chamber sees as one of its goals partnering with business leaders to develop a
culturally competent workforce and more equitable region. As such, its top priority is to support the business
community with education and resources to help deliver economic inclusion, retain and promote diverse
48 PEARLAND PROSPERITY UPDATE
talent, understand health disparities and their impact on the workforce, and understand businesses’ role to
improve sustainable inclusion practices. The Chamber accomplishes this through multiple programs,
including but not limited to:
• The CLIMB Awards, which recognize companies and organizations helping the region achieve
greater heights of success through building a diverse workforce, championing equitable human
resources practices, and developing inclusive cultures.
• A Cultural Competency program that develops skills for building bridges across the cultural, political
and social divides to better grow the economic prosperity and equity of the region.
• Connect ERG, a network of cross-company employee resource groups across the region’s 16 county
metro area focused on advancing inclusion by leveraging their resources and networks to attract,
grow, and retain diverse talent.
• Diversity Leadership Symposium, an event that emphasizes the importance of workplace diversity.
• Stir! Multicultural Networking Reception, a networking event for seven local chambers to come
together and promote, elevate, and celebrate the many cultures in the region.
#8: Ask a Local (Omaha, NE)
omahachamber.org/talent-workforce/jobs-careers/ask-a-local/
As part of Greater Omaha’s talent attraction efforts, residents can sign up for the “Ask a Local” program and
have their bios and contact information posted on the Omaha Chamber’s talent and workforce page. The
website urges visitors to get a local perspective, noting that, “These local Omahans are ready with answers
when new residents or those looking to relocate to Omaha have questions.” Each Omaha ambassador lists
a different set of interest areas for visitors to ask the about, including outdoor recreation, cooking, LGBTQIA+
communities, craft beers, roller derby, food, theater, sporting events, live music, neighborhoods, family
activities, childcare, schools, food, and expatriate and immigrant issues.
#9: Multicultural Receptions (Des Moines, IA)
dsmpartnership.com/news-media/news/partnership-news/greater-des-moines-partnership-announces-
august-multicultural-reception
The Greater Des Moines Partnership sponsors a series of “Multicultural Receptions” to provide opportunities
for those in the Greater Des Moines community to develop new relationships with others who are passionate
about building an inclusive community for the region.
FINAL STRATEGY 49
APPENDIX B:
RESEARCH EXECUTIVE SUMMARY
Pearland Prosperity UpdatePearland Prosperity Update
Pearland, TX | November, 2023Pearland, TX | November, 2023
RESEARCH RESEARCH
EXECUTIVE SUMMARYEXECUTIVE SUMMARY
TABLE OF CONTENTS
PROJECT OVERVIEW 1
INTRODUCTION 2
COMPETITIVE REALITIES 3
1. ECONOMIC GROWTH AND DIVERSIFICATION 4
2. A COMMUNITY OF CHOICE IN GREATER HOUSTON 9
IMPLEMENTATION EVALUATION 17
RESEARCH EXECUTIVE SUMMARY 1
PROJECT OVERVIEW
The Pearland Prosperity Update will be carried out through a three-phase process that began in July
2023 and will conclude in January 2024. It is led by the Pearland Prosperity Committee, a dynamic group
of community leaders tasked with sharing their perspectives and insights, reviewing research and input
findings, and making key decisions about the priorities and strategies that will define the updated
strategy. The Pearland City Council, Pearland Economic Development Corporation (PEDC) Board of
Directors, and Pearland Chamber Board of Directors will also provide input and oversight throughout
the process.
Phase 1: Research and Input
Successful economic development strategies are built upon a solid understanding of a community’s
competitive opportunities and challenges. This phase blended existing research, stakeholder input, and
new quantitative analysis to develop the Research Executive Summary document that highlights the
most important competitive realities in Pearland and their implications for strategy development.
Phase 2: Strategy Development
This phase will result in the development of a next-level strategy for Pearland that blends ongoing
initiatives that warrant continuation with new priority programs and investment. The strategy will
establish priorities for partners in Pearland to pursue in the next five years. The strategy is expected to
be finalized in December.
Phase 3: Implementation Guidelines
While the updated Pearland Prosperity strategy will determine “what” partners in Pearland will do
strategically for the next five years, the Implementation Guidelines will prescribe “how” that will be
accomplished. This phase will consider the costs, capacity, and workflows impacting implementation
partners. The Implementation Guidelines will be developed in consultation with leaders from the PEDC,
City of Pearland, Chamber and other partners that will play a direct role in activating the plan. This phase
is expected to conclude in January 2024.
2 PEARLAND PROSPERITY UPDATE
INTRODUCTION
The City of Pearland has become a “community of choice” in Greater Houston by offering residents
excellent schools, good access to job centers, and a high quality of life in one of the nation’s most racially
and ethnically diverse communities. Leaders in Pearland understand, however, that they cannot afford
to rest on these laurels as the community matures and regional, national, and global competitive
realities are rapidly evolving.
Accordingly, partners have come together around a strategic planning process to update Pearland
Prosperity, the community’s holistic economic development strategy which was adopted in early 2020.
This signature program. – spearheaded by the Pearland Economic Development Corporation (PEDC) in
partnership with the City of Pearland, Pearland Chamber of Commerce, and others – has been an
important catalyst for the forward-thinking change. A three-phase, seven-month process will result in
the creation of a refreshed Pearland Prosperity plan that will guide the community’s strategic actions
for the next five years.
This Research Executive Summary represents the culmination of Phase 1. Its findings are derived from
a review of numerous existing plans and studies, new quantitative research, and extensive input from
key community leaders. It is divided into two sections. The Competitive Realities section provides a
concise summary of competitive opportunities and challenges. The Implementation Evaluation focuses
on high-level themes from the activation of the current Pearland Prosperity strategy.
ABOUT BROAD RIPPLE STRATEGIES
Broad Ripple Strategies (BRS) has been selected as Pearland’s partner for the strategic planning
process. BRS represents nearly 30 years of experience crafting community, workforce, and economic
development strategies that build consensus, drive investment, and get results. Our team has helped
more than 65 clients develop nearly 100 strategies for community and economic development, talent
and workforce sustainability, and quality of place. BRS’ principals have worked everywhere from small
towns and rural areas to major regions such as Des Moines, IA and Nashville, TN. BRS principals Alex
Pearlstein and Matt DeVeau worked with stakeholders in Pearland to develop the Pearland Prosperity
and Pearland 20/20 strategies. Elsewhere in Texas, our team has previously worked in Arlington, Austin,
San Marcos, Waco, and Wichita Falls.
RESEARCH EXECUTIVE SUMMARY 3
COMPETITIVE REALITIES
Successful economic development strategies begin with a strong understanding of a community’s
opportunities and challenges. Accordingly, Phase 1 of the strategic planning process was devoted to
gaining an understanding of the latest competitive realities in Pearland. Phase 1 activities included:
• A review of dozens of documents such as strategic plans and research reports that are relevant
to the Pearland Prosperity initiative
• Stakeholder input that consisted of more than 20 individual interviews with top public and
private leaders in Pearland, a focus group with Pearland Young Professionals, and an invitation-
only online survey; input from these leaders was further supplemented with findings from the
2021 National Citizen Survey (NCS), which provided insights into resident perceptions about the
community’s quality of life and quality of place
• Analysis of dozens of the latest data indicators that provide insights into Pearland’s competitive
position. To provide necessary context to the trends and issues discussed, Pearland’s
performance was analyzed relative to the Houston-The Woodlands-Sugar Land Metropolitan
Statistical Area (Greater Houston) and the United States, as well as three high-performing
benchmark communities: Cary, NC, McKinney, TX, and Sugar Land, TX.
The key findings from this research are synthesized in this document. The Competitive Realities section
is not intended as a comprehensive examination of every aspect of Pearland as a place to live, work,
and do business; instead, this section seeks to highlight the most important themes from research
and input and their implications for strategy development into a concise summary.
At the heart of the current Pearland Prosperity strategy are two Community Goals that broadly identify
the desired outcomes of Pearland’s holistic economic development effort. These goals are: “Economic
growth and diversification” and “A community of choice in Greater Houston.” Accordingly, it is useful to
evaluate the community’s performance and stakeholder perceptions related to these goals. Key findings
are organized into bullets under descriptive subheadings that correspond to major themes. Many of the
findings herein will be familiar to leaders in Pearland, particularly those who have been engaged in
Pearland Prosperity and other planning efforts. This section seeks to build upon these previous efforts
and provide an updated look at what data and stakeholder input reveal to be the top strengths,
weaknesses, opportunities, and challenges for the community.
4 PEARLAND PROSPERITY UPDATE
1. ECONOMIC GROWTH AND DIVERSIFICATION
Significant growth and diversification were achieved through business relocations and expansions
• A key pillar of the Pearland Prosperity initiative is growing jobs in “traded” business sectors that
“export” goods and services to other markets, thereby bringing new wealth into a community
and diversifying its tax base. To that end, PEDC and its partners have achieved numerous
economic development “wins” in recent years in the form of business relocations and
expansions.
• Headlining the list is Lonza, a Swiss firm that operates the world’s largest dedicated gene and
cell therapy manufacturing facility in the Lower Kirby District. While this facility opened in 2018
prior to the adoption of the current Pearland Prosperity Plan, the company has undertaken
numerous expansions in recent years and now employs more than 1,000 people in Pearland.
• Stakeholders expressed pride that Pearland now has a traded-sector firm with a “four-digit
headcount” and desire to see the community build on this momentum to attract more research
and development and manufacturing operations in the biotechnology and medical device fields.
Additional progress in this area includes Healgen Scientific and Millar, Inc. selecting Pearland in
2022.
• Other significant project wins include but are not limited to Syzygy Plasmonics, a touted
Houston-based hydrogen startup, and Endress+Hauser, a Swiss-based manufacturer of
laboratory instruments.
Recent economic growth and diversification may not be fully evident in the available data
• According to data provider JobsEQ, just 17 percent of jobs in Pearland are in “traded” industry
sectors, the lowest among comparison geographies. Additionally, JobsEQ estimates that
Pearland added just 845 traded-sector jobs between the first quarters of 2018 and 2023, a 13.2
percent growth rate that lagged all comparison cities and was only slightly ahead of Greater
Houston and national averages.
• There is reason to suspect, however, that this data may not capture the full extent of recent
traded-sector growth in Pearland. Economic data from JobsEQ and similar platforms are built
largely on county-level data from the Bureau of Labor Statistics. Estimates for sub-county areas
such as cities are imputed from other data sources, which are less timely, precise, and
comprehensive.
RESEARCH EXECUTIVE SUMMARY 5
• Notably, Pearland is home to corporate headquarter operations such as Buc-ee’s and Kelsey-
Seybold, which employ hundreds of workers. But JobsEQ and government data sources show
virtually no employment in the business sector in which headquarter operations are typically
classified. Similarly, it is known that Lonza has added more than 1,000 jobs in Pearland in recent
years, but this growth is not evident in sectors related to pharmaceutical and medicine
manufacturing, scientific research, or any similar activity. (BRS is not aware of any major layoffs
in these sectors that could offset such rapid growth.)
• A deep dive into why Pearland’s known economic growth is not evident in the data is beyond
the scope of this analysis, but it is quite possible that the “on the ground” reality is more positive
than industry and occupational data would suggest.
Overall, however, the economic dynamics of a “bedroom community” persist
• A key theme from previous economic development planning processes is that Pearland’s
economy is that of a “bedroom community,” with most jobs concentrated in business sectors
that cater to a local population. This dynamic is still largely in place today.
• The four largest business sectors by total employment in Pearland are (in order): health care,
retail, accommodation and food services, and education. These sectors combine for roughly
25,000 jobs – 58 percent of total employment in Pearland. Nationally, these sectors account
for just 41 percent of total jobs.
• Additionally, these sectors accounted for more than three out of every four new jobs in Pearland
between the first quarters of 2018 and 2023, indicating that they became even more
concentrated in the past five years. Nationally, the sectors combined for just 12 percent growth.
• According to data from the U.S. Census Bureau’s Longitudinal Employer-Household Dynamics
(LEHD) program, most Pearland residents who have a job commute outside the city to work.
Meanwhile, most jobs in Pearland are filled by workers who live somewhere else. LEHD data
also reveals that Pearland residents who commute elsewhere for work typically hold higher-
paying jobs than individuals who commute into the city for work. These trends are consistent
with stakeholder input that many local residents work in nearby job hubs such as the Texas
Medical Center (TMC) and NASA, while many workers in service industry jobs live elsewhere.
• According to data from JobsEQ (which utilizes LEHD data but is not directly comparable) there
are roughly 63,000 individuals who live in Pearland and are employed compared to
approximately 43,00 jobs based within the Pearland city limits. This works out to a ratio of
6 PEARLAND PROSPERITY UPDATE
roughly 68 jobs based in Pearland for every 100 workers. This is comparable to the dynamic
seen in McKinney (63 per 100), but is quite different from Cary, NC (117) and Sugar Land (161),
which are themselves major job centers.
The impact of remote and hybrid work in Pearland is difficult to assess
• Commuting patterns in the United States were significantly impacted by the COVID-19
pandemic, as many jobs in professional services and traditional “white collar” fields transitioned
to increased remote and “hybrid” work. This has a variety of significant implications for
economic development, from the amount of office space firms require to the types of “weekday
amenities” that talented individuals look for in a community.
• Unfortunately, information on work-from-home trends is not available for Pearland or any of the
comparison cities through the U.S. Census Bureau’s American Community Survey (ACS) 2022
1-year estimates due to insufficient survey data.
• That said, JobsEQ classifies occupations by whether they are rarely, occasionally, or frequently
remote. Among workers who live in Pearland, 63.3 percent work in an occupation that is “rarely
remote” such as nursing or a manufacturing job, lower than the averages for Greater Houston
(71.6) and the United States (71.4).
• Approximately 14.3 percent of workers who live in Pearland hold a job in a “frequently remote”
occupation such as software development. This is higher than the averages for Greater Houston
(11.0 percent) and the United States (11.6), though slightly below Sugar Land (16.5) and far
below category-leader Cary, NC (23.6).
• While it is not possible to develop precise estimates for the proportion of Pearland residents
who are engaged in remote and hybrid work, the fact that more than one-third of its workers
are in jobs that are likely to allow for at least occasional remote work suggests that this is a
significant competitive issue for Pearland (as it is for most communities around the country).
Pearland’s educated and skilled workforce remains its top asset to support economic growth
• Diversifying an economy is a long-term undertaking, but Pearland is fortunate to possess the
single most important factor for economic success: a highly educated and skilled workforce.
• According to ACS 5-year estimates covering 2017 to 2021, 58.2 percent of Pearland residents
aged 25 and over held an associate’s degree or higher, nearly 16 percentage points above the
national average. This is a significant competitive advantage, though one that many other highly
RESEARCH EXECUTIVE SUMMARY 7
educated suburbs can boast. Pearland had the lowest associate’s and bachelor’s degree
attainment rates among the comparison cities, and these gaps increased slightly between the
five-year periods ending in 2016 and 2021.
• As previously referenced, JobsEQ provides insights into the types that workers who live in
Pearland hold (regardless of where that job is based). Among Pearland’s residents, the largest
occupation by total employment is “general and operations managers,” with occupations such
as accountants and auditors, software developers, and project management specialists also in
the top 20.
• A location quotient (LQ) is a calculation that compares the share of local employment to the
share of national employment for a particular sector or occupation. An LQ above 1.0 may
indicate some competitive advantage in a given sector or occupational competency.
• The occupation with the highest LQ among Pearland’s resident workforce is “chemical
equipment operators and tenders,” which is consistent with the strength of the energy and
chemical sectors in Greater Houston. With an LQ of 4.04, this occupation is more than four
times as concentrated among Pearland’s resident workforce than it is nationwide.
• Other occupations with strong LQs include computer network specialists, logisticians, computer
network architects, network and computer systems administrators, and various types of
engineers. These occupations suggest that Pearland’s residents possess a variety of skills and
credentials that can support a broad range of economic activity.
• Stakeholders noted that Pearland is served by a strong set of workforce development assets,
including but not limited to: Alvin Community College, San Jacinto Community College, the
University of Houston-Clear Lake at Pearland, as well as excellent PK-12 school systems and
their career-oriented high schools Turner College and Career Center and the JB Hensler College
& Career Academy.
• Stakeholders also praised significant progress on workforce development issues that have
occurred in the community in recent years, partially as a direct result of Pearland Prosperity;
these issues are discussed in the Implementation Evaluation section.
8 PEARLAND PROSPERITY UPDATE
Continued investment in sites, infrastructure, and related improvements is needed to support growth
• Stakeholders noted that the success of the Lower Kirby District has been instrumental in the
community’s economic diversification. According to PEDC data, there are now more than 2,000
jobs based in the area across nine large employers, with the total increasing on a regular basis.
• Stakeholders said that the master planning and community branding work that has gone into
Lower Kirby has been a major factor in attracting firms to the area, as it offers a differentiated
presentation and “feel” relative to competition in nearby unincorporated areas. Said one
individual, “Seeing the investment of time and dollars (in the Lower Kirby District) come back
and pay off has been good."
• Input participants said the supply of readily developable land in the Lower Kirby District is limited,
and many other potential sites throughout the community have one or more issues (complex
ownership, environmental concerns, etc.) that could make them difficult to make ready for
development at the speed with which many competitive site location processes are conducted.
• While there is not full consensus on the issue among Pearland stakeholders, if the community
is to “remain in the game” for many future economic development projects, it will need to
proactively pursue the development of additional industrial and commercial sites along with the
necessary supportive infrastructure, “curb appeal” upgrades, and so on.
Perceptions of Pearland’s business climate are mixed
• Pearland business owners and representatives who participated in the 2021 National Business
Survey (NBS) had generally positive views of Pearland’s business climate. Approximately 85
percent of respondents rated Pearland as a “good” or “excellent” place to do business, higher
than the national average on similar surveys carried out by the National Research Center and
Polco. A similar percentage of respondents said they were likely or very likely to recommend
operating a business in Pearland to someone who asks.
• But some input participants contacted as part of this process expressed significant
frustrations when it comes to navigating permitting and zoning processes in the community.
• The city has sought to make its development process easier to navigate with the adoption of
the OpenCounter online tool that assists developers, businesses, and others with navigating the
initial steps of the permitting and zoning processes. Some stakeholders said they would like to
see the community take further steps toward creating a true “one-stop” development process
by integrating fields such as engineering into the Community Development team.
RESEARCH EXECUTIVE SUMMARY 9
Stakeholders desire continued support for entrepreneurs and small businesses
• In addition to growing Pearland’s economy through business attraction and retention, Pearland
Prosperity also seeks to support the formation and growth of new businesses in the community.
Stakeholders contacted during this process said enhancing assistance for entrepreneurs and
smaller incumbent businesses remains an important priority.
• As part of the implementation of Pearland Prosperity, stakeholders in Pearland partnered with
an external organization to create the Pearland Innovation Hub to support entrepreneurship in
the community. As discussed in the Implementation Evaluation section, progress has been
slower than desired, but stakeholders were generally pleased with the fact that the issue is being
addressed in a strategic fashion.
• While it is not feasible to contact every business in a community through a formal business
retention and expansion (BRE) program, stakeholders said they would like to see the community
make more resources available for incumbent small businesses in Pearland, perhaps in the form
of increased access to financial resources and technical assistance. Said one individual, “We
want existing businesses to feel that we are there for them and attentive to their needs.”
2. A COMMUNITY OF CHOICE IN GREATER HOUSTON
Pearland’s “core value proposition” remains strong
• Stakeholders contacted during the Phase 1 engagement process were asked to identify
Pearland’s greatest strengths as a community. Excellent public schools, (relatively) affordable
housing stock, public safety, and proximity to job centers such as TMC were cited as top
community strengths in nearly every conversation.
• Stakeholders said that these factors have been Pearland’s “core value proposition” for decades,
and previous strategic planning processes have confirmed these strengths.
• Another major differentiator for Pearland as place to live, work, and do business is its racial
and ethnic diversity. According to an analysis in the City of Pearland’s Benchmark Cities Study
from 2022, Pearland had the highest “diversity index” among a set of 11 cities as of the 2020
Census; a diversity index is “the calculated probability than any two randomly chosen people in
a city will be of a different ethnicity.”
• Pearland has significant populations in the nation’s four largest racial and ethnic groups:
Hispanic or Latino, White, Black, and Asian. In fact, of the 632 Census places (cities, towns, etc.)
10 PEARLAND PROSPERITY UPDATE
with at least 65,000 residents as of the 2020 Census, Pearland was one of just 33 communities
with at least 10 percent of its population in each of these groups. The other Texas cities on this
list are Garland, Irving, Lewisville, McKinney, and Richardson.
As population and housing growth continue to slow, Pearland is firmly in a new era
• Stakeholders in Pearland have for many years understood that housing development boom that
fueled rapid population growth in recent decades is coming to an end. There are very few large
tracts of undeveloped land left in the city, and as one input participant put it, “most of what’s left
has issues which is why it’s still on the table.”
• Various data indicators confirm that Pearland has indeed entered a new phase of its life as a
city. Between the 2010 and 2020 Census, Pearland’s population grew by nearly 38 percent, more
than five times the national average and significantly higher than the overall growth rate in
Greater Houston of approximately 20 percent. During this time period, the community added
nearly 3,500 residents per year. But between 2020 and 2022, the Census Bureau estimates that
Pearland has added just 480 residents per year, and the community is now adding population
at a slower pace than Greater Houston as a whole.
• Data from the U.S. Department of Housing and Urban Development (HUD) shows that between
2000 and 2019, Pearland permitted nearly 25,000 single-family housing units, an average of
1,247 per year. Single-family building permits have declined in all but one year between 2015
and 2022, however, and in 2022 just 338 single-family building permits were issued in the city.
• Stakeholders noted that Pearland ISD is also showing signs of smaller enrollments, with this
year’s kindergarten class being smaller than the graduating class. Per input participants, this
decline is being driven by both a local slowdown in growth and broader demographic trends as
well as less “churn” in the housing market as lending conditions have tightened and many
individuals are opting to “age in place” instead of selling to young families.
Stakeholders perceive threats to Pearland’s status as a “community of choice”
• Growth by itself is not a reliable indicator of a community’s desirability. Many highly successful
communities and regions have flat or even declining populations, while some fast-growing
communities face major competitive challenges.
• As Pearland continues to mature and growth slows, however, some stakeholders expressed
concerns that Pearland is facing new competitive challenges for attracting talent. As one
leader stated, “We could soon be in a position where we’re not a community of choice.”
RESEARCH EXECUTIVE SUMMARY 11
• As previously discussed, strengths such as good schools and proximity to jobs creates a “sticky”
value proposition. But these factors are – by themselves – not sufficient to set Pearland apart
as a true destination for jobs and talent, as many other communities in Greater Houston and
around the country can boast similar strengths.
• Additionally, stakeholders identified several internal and external threats to Pearland’s desire to
be a “community of choice.” Perhaps the biggest among these is growth in other parts of the
region. Said one individual, “The rest of Brazoria County is continuing to grow, and they’ve had
an opportunity to learn from Pearland and get ahead of their growth so they don’t have to play
catchup mode.”
• According to HUD data, there has indeed been an uptick in development activity in communities
such as Alvin and Manvel in recent years as building in Pearland has slowed. Between 2013 and
2017, Pearland issued an annual average of building permits 1,390 total housing units
compared to 497 per year in Alvin and Manvel combined. Between 2018 and 2022, however,
Pearland’s figure declined to 611 while Alvin and Manvel combined for an annual average of
948. Manvel alone has permitted more housing units that Pearland in 2020, 2021, and 2022, the
first three years that this has happened since 1980, as far back as records are available online.
• Stakeholders expressed a concern that younger families will bypass Pearland for these
communities, and as retail developments come online in these areas, Pearland’s sales tax
revenues could slip. Said one individual, “Our biggest problem right now is that Manvel is
exploding and commercial developers and big retail groups are looking there instead of here.
We need to focus on what’s going to make people stop here even if the house costs a bit more.”
• Input participants also expressed a concern that many commercial and residential areas of
Pearland have begun showing their age and could be perceived as less desirable. Many areas,
particularly on the east side of town, were developed prior to the adoption of development
standards and lack high-quality infrastructure, aesthetic appeal, or both. Stakeholders said that
Pearland could be at risk of falling behind from a “curb appeal” perspective without significant
reinvestment both by the private owners and investors and the public sector to ensure
infrastructure, streetscaping, sidewalks, etc., are modern and well-maintained.
• Stakeholders also noted that the preferences of consumers – particularly the type of skilled and
educated individuals and families who have historically been drawn to Pearland – are shifting
in an era of remote and hybrid work.
12 PEARLAND PROSPERITY UPDATE
A clear desire to enhance quality of place but a lack of consensus on what and who
• Given the aforementioned threats to Pearland’s status as a community of choice, stakeholders
were in broad agreement that Pearland must do something to enhance its quality of place in
order to continue to be an attractive destination for jobs and talent. There was a lack of
consensus, however, on what exactly should be done and who should take the lead.
• Pearland stakeholders said the community needs to develop more “entertainment options” and
“amenities” that appeal to current and future residents. Said one individual referring to the trend
of creating “live, work, play” communities, “We’ve done the ‘live’ and ‘work’ parts, but the ‘play’
part needs a lot of attention.”
• But when stakeholders were asked to get specific about what types of new amenities they
desire, answers varied widely. Some input participants said they would like to see an
“entertainment district” with live music, a variety of dining options, and social gathering spaces.
Others said they would not support such a concept and were strongly opposed to Pearland
being a “nightlife destination.”
• Stakeholders also noted that Pearland faces intense competition from dining, shopping, and
entertainment options in nearby communities. Said one individual, “Our struggle is we are
surrounded by that stuff and we need something unique and different.”
• Funding is also a major consideration, with some stakeholders expressing skepticism over
whether the public sector should play a role in catalyzing quality of place improvements. One
input participant said, “My skepticism from the beginning with (any plan) is that you bring
everyone in the room, identify what you want, but don’t identify the funding sources or do the
critical side of it.”
• Other areas for improvement cited by stakeholders include:
o Overall community aesthetics and the “look and feel” of Pearland inclusive of
streetscapes, landscaping, etc., though some stakeholders said they do not support
continued use of PEDC or public funds on projects such as gateway enhancements
o Enhanced arts and cultural opportunities; stakeholders expressed support for the
Cultural Arts Master Plan currently under development in conjunction with Visit Pearland
o Continued expansion and improvement of parks, trails, and green spaces; previous
research has revealed that Pearland has relatively limited public parkland compared to
its neighbors, though private parks owned by homeowners associations and public
parks in nearby communities help make up some of the difference
RESEARCH EXECUTIVE SUMMARY 13
Potential locations for entertainment and amenities each have opportunities and challenges
• Stakeholders identified several potential locations that would be a good fit for enhanced quality
of place amenities and entertainment options, including the Old Townsite, the northeast corner
of the Lower Kirby District, Pearland Town Center, and the Pearland Parkway Corridor.
• Fortunately, the market potential of these four areas were studied as part of a 2022 Retail
Analysis prepared for PEDC and the City of Pearland by MJB Consulting and Greensfelder Real
Estate Strategy. This report provides an in-depth examination of the market potential for retail
development (with some discussion of supportive amenities) in each sub-area and offers
implementation recommendations for partners in Pearland to pursue in the coming years.
• Per the 2022 Retail Analysis, Lower Kirby sub-area would be well-suited for to “horizontal”
mixed-use development, potentially in conjunction with some type of non-retail, non-residential
“destination” amenity. It states: “the Lower Kirby area is much better suited for destination uses
… From a use perspective, incorporating significant destination, non-retail components would
complement retail uses, and act as a non-retail anchor for the retail component.” Stakeholders
noted, however, that a recent attempt to create a mixed-use development at the site was
unsuccessful in part because of the amount of public subsidy that would have been required.
• The Old Townsite was frequently discussed during the stakeholder engagement process.
Simply put, there is a strong desire on the part of many Pearland residents to see this area
revitalized, but nearly all stakeholders recognize that doing so will be complicated. The Retail
Analysis stated that because the area does not have the larger lot sizes needed to support large-
scale commodity retail and is better suited for “specialty retail” such as locally owned
restaurants, galleries, independent home furnishing stores, and so on. Stakeholders were
divided as to the feasibility of a large-scale redevelopment, but there was consensus that
aesthetic upgrades and beautification of the public realm and incremental commercial
redevelopment playing off of the new Sullivan Brothers residential development currently
underway represent promising near-term opportunities.
• Stakeholders expressed significant concerns that the nation’s rapidly evolving retail climate
could create further challenges for Class B and Class C shopping centers – Pearland Town
Center included. This sentiment was largely echoed in the Retail analysis, and stakeholders
expressed a desire to continue working with the Town Center’s owners on how to position the
area for long-term success.
14 PEARLAND PROSPERITY UPDATE
Housing costs have increased consistent with regional and national trends
• Another major theme with respect to Pearland’s status as a “community of choice” was housing.
Specifically, many stakeholders expressed concerns that housing costs have increased
dramatically in Pearland in recent years, pricing out many young families with children as well
as many workers essential to the local economy.
• Data reveal that while home prices have indeed grown rapidly in Pearland in recent years, this is
consistent with trends both within Greater Houston and nationally. Census data indicate that
Pearland has the best “home affordability ratio” among the comparison geographies. An
affordability ratio is calculated by dividing the median home price in a given community by its
median household income. Pearland’s home affordability ratio was 2.5 according to 2016-2021
ACS estimates, lower than that of Sugar Land (2.8) and Greater Houston (3.1).
• The real estate marketplace firm Zillow provides more comprehensive and current housing
estimates using its own proprietary data. The Zillow Home Value Index (ZHVI) provides a
seasonally adjusted “typical value” for all housing types (e.g., single-family, condo. etc.) in the
35th to 65th percentile range of property value for a given geography. Between August 2018
and August 2023, the ZHVI value for Pearland increased by nearly $106,000 – a trend that
almost certainly contributed to local perceptions of runaway prices. But this 39.4 percent
increase was actually the second lowest among comparison geographies, slightly ahead of
Sugar Land (38.6 percent) and lower than Greater Houston (44.1 percent).
• In other words, while real estate prices have indeed increased in Pearland, this is consistent
with both national trends and dynamics within Greater Houston. That said, with Zillow
estimating a “typical” Pearland home at $374,496, concerns that homes may be out of reach for
many buyers (e.g., younger families) are well-founded.
• Some stakeholders noted that housing issues can be difficult for local communities to address.
But Pearland does have control over the types of residential development it allows. And one
significant theme from the input process is that there was general support among stakeholders
for multifamily residential, townhomes, and other forms of denser residential development. In
the experience of BRS’ principals, this represents a significant shift in opinion from previous
planning processes. Stakeholders said that the community is no longer considering “garden-
style” apartment developments but is likely open to higher-quality multifamily developments
that are able to generate a large amount of tax revenue per acre. Said one leader, “If they look
good, are built right, and are in the right location we’ll take a look at them due to the fiscal reality”
RESEARCH EXECUTIVE SUMMARY 15
Future opportunities will come through “infill” development and redevelopment
• As Pearland begins a new era of slower growth and maturation, “infill” development and
redevelopment will be issues that come to the forefront.
• Stakeholders said that while large tracts of developable land are now largely nonexistent on the
market, there are numerous smaller parcels of land that would be difficult or impossible to
assemble but that can accommodate smaller residential uses such as a townhome
development with perhaps a dozen units. Some stakeholders said they would like to see the
community welcome such uses and attempt to minimize friction in the development process in
order to expand the community’s housing supply.
• Redevelopment was also a major theme in input. Said one stakeholder, “Now that things are
starting to slow down a little bit, we need to reinvest in older areas of the community.” Another
said, “Growth is going to look different than before – if we have the right redevelopment
strategies in place we stand to capture a lot of that”
• Input participants cautioned, however, that redevelopment comes with significant challenges.
One individual said, “Redevelopment is an easy word to say but it’s a very tough thing to do.”
Stakeholders noted that redeveloping residential and commercial areas comes with additional
and often unpredictable costs. Redeveloping older commercial properties such as strip centers
also may not be economically feasible if a given property is still generating significant rental
income for its owners.
• But despite these challenges, stakeholders said they would like to see the community take a
proactive approach to promoting redevelopment, potentially through a formal, professionally
staffed initiative.
Maintaining and upgrading infrastructure will be vital for Pearland as it matures
• The importance of redevelopment is strongly connected with a need to maintain and/or upgrade
infrastructure. Said one stakeholder, “The biggest thing is constantly addressing infrastructure
and the bones of the community – if those aren’t solid the community becomes weak.”
• New road connections drew significant praise from stakeholders, with these enhanced
transportation connections frequently cited as one of the most positive developments in the
community in recent years. Stakeholders expressed a desire to complement progress on east-
west connectivity with enhanced north-south routes.
16 PEARLAND PROSPERITY UPDATE
• Leaders demonstrated a commitment to upgrading and maintaining infrastructure in August of
2023 when PEDC, with the support of City Council, agreed to allocate 20 percent of annual sales
tax revenues to fund upgrades to utilities, drainage, and other infrastructure in the Old Townsite
and other areas near SH 35.
• While input participants expressed strong support for ensuring that older areas of the
community are adequately maintained, several individuals said they do not want infrastructure
to be framed as another “east Pearland versus west Pearland” discussion and instead focus on
maintaining and upgrading infrastructure throughout the community.
RESEARCH EXECUTIVE SUMMARY 17
IMPLEMENTATION EVALUATION
The Implementation Evaluation in this section provides a high-level overview of the implementation of
the current Pearland Prosperity from its launch in January 2020 to the present. This section is not a
tactic-by-tactic analysis of progress or a recitation of accomplishments that may be found in annual
reports and meticulous tracking documents maintained by PEDC. Instead, it focuses on high-level
themes for the Pearland Prosperity Committee and partners to consider as they determine the structure,
content, and activation of the updated Pearland Prosperity plan. Similar to the preceding section, the
findings in the Implementation Evaluation are organized into bullets under descriptive subheadings.
These themes reflect the perspectives provided by staff and volunteers through individual interviews
and the online survey as well as BRS’ analysis of materials provided by PEDC.
An overall success under difficult circumstances
• Generally speaking, stakeholders had high praise for the Pearland Prosperity initiative as a
whole. When asked to assess Pearland Prosperity’s impact on the community, nearly 95 percent
of respondents said the initiative had either a “positive” or “very positive” impact.
• Input participants noted that the plan was also launched on the eve of the COVID-19 pandemic,
which made implementation of any strategic plan a major challenge for a significant portion of
2020 and beyond. Said one stakeholder, “It was very difficult to get a lot of things done during
the pandemic. The results were phenomenal based on these conditions.”
Partners made significant progress on each of the strategy’s seven Focus Areas
• As detailed in the PEDC’s annual reports and the organization’s thorough tracking of
implementation progress, partners made significant headway on each of Pearland Prosperity’s
seven Focus Areas. In fact, of the 25 strategic initiatives in the current plan, just one (“2.3 –
Establish a revolving loan fund (RLF) to incentivize primary business formation and growth”)
was still listed as a “Future Initiative” on PEDC’s most recent implementation tracking matrix.
• This is not to say that every other initiative is now or will be completed. As will be discussed
under subsequent headings, some efforts may require a renewed push to achieve success,
while other recommendations are no longer appropriate and will likely not be included in the
updated strategy. But overall, PEDC and its partners made impressive progress on activating
the Pearland Prosperity plan in the past three 3.5 years.
18 PEARLAND PROSPERITY UPDATE
A need to “re-ignite” efforts around entrepreneurship
• One Focus Area where progress was slower than desired was “2. Business Formation and
Early-Stage Growth.”
• The centerpiece of this effort is “2.2 – Establish a hub for entrepreneurship to concentrate local
services and connect to the regional ecosystem.” PEDC and the City of Pearland commissioned
a Market Opportunity Assessment to study the feasibility of an entrepreneurship hub.
Completed in 2021, this report ultimately recommended moving forward with business model
planning for a hub. After a bid process, the Houston-based firm The Cannon was selected to
implement the Pearland Innovation Hub in November 2021. The initiative’s first employee, the
“Hub Navigator” was hired in May 2022.
• Stakeholders said the core concept behind the current model is to stimulate business growth
for firms across the industry and growth-stage spectrums with free programming including
mentoring/coaching and regular events for entrepreneurs.
• While stakeholders generally agreed that providing support for entrepreneurs and small
businesses is an essential need, they noted that the Innovation Hub is not yet meeting its goals
with respect to key metrics of signing up coaches and entrepreneurs.
• Stakeholders noted that the initiative is itself still a “startup” finding its footing and expressed
optimism that the Innovation Hub is a good concept in need of improved execution.
• The 2021 Market Opportunity Assessment recommended a “virtual” hub concept due to a lack
of near-term demand for a physical entrepreneurship facility in Pearland. Some stakeholders
said they felt the virtual approach was a hindrance, however. As one individual said, business
owners in Pearland tend to be “hands-on people” to whom “digital communities are not
appealing.” These stakeholders expressed optimism that the Innovation Hub moving into a
privately operated co-working space near Pearland Town Center will provide a major boost.
According to input participants, the Innovation Hub will occupy three offices and have up to 10
spaces for co-working or hot desks at the facility, which is also expected to include amenities
such as a kitchen, podcast studio, and small event space.
• Other suggestions from stakeholders for how the Innovation Hub can be improved include being
more intentional about marketing and branding the initiative in the community and clarifying
what, if any, additional resources and/or technical support are needed to ensure success.
RESEARCH EXECUTIVE SUMMARY 19
Quality of place priorities have evolved
• As previously discussed, there is not yet consensus among stakeholders in Pearland about the
type of quality of place enhancements the community should pursue and how it should pursue
them. That said, there was broad agreement that the “catalytic anchor projects” envisioned in
Strategic Initiative 6.2 – namely an indoor amateur sports complex and a hotel conference
center – are not currently priorities.
• While some stakeholders said they still support one or both of these ideas, there was broad
agreement that there is presently no political appetite to pursue them. According to
stakeholders, the primary concern with both concepts was their potential to create ongoing
funding gaps that would need to be filled by the public sector.
• Said one stakeholder, “The sports complex would have been nice but it would have been a
burden on the city. We didn’t want to be saddled with maintenance costs” Another stakeholder
said of public-sector support, “If someone wants to build a hotel/conference center, give them
an incentive. But let’s not become the bondholders and the debt financers”
• These sentiments speak to a core issue that stakeholders in Pearland will need to address
with the updated Pearland Prosperity plan. With broad agreement that Pearland needs to make
quality of place enhancements in order to maintain its status as a “community of choice,” what
role can and should the public sector play in catalyzing these improvements?
Workforce development progress represents a strong foundation for next-level opportunities
• One area where partners in Pearland made strong progress was Focus Area 7 – “Workforce and
Talent.” Said one stakeholder, “In the past 12-14 months, we’ve seen more workforce
development progress than we’ve seen in the previous 10 years.”
• Stakeholders pointed to the Chamber and PEDC each adding staff capacity for workforce
development as a major positive development and praised initial progress such as the “Work In
Pearland” initiative and the partnership between PEDC, Alvin Community College, and Lonza to
create a biotechnology certificate program.
• Input participants also noted that the 2022-2025 Workforce Strategy Action Plan provides an
ideal blueprint for enhancing talent efforts in the coming years.
• Stakeholders contacted as part of this strategic planning process highlighted several potential
“next steps” that they would like to see the community prioritize. One of these is creating a more
formal, action-oriented “partnership framework” for workforce development supported by
20 PEARLAND PROSPERITY UPDATE
professional staff at the Chamber and PEDC. Said one stakeholder, “I would love to have a
smaller meeting of people in the workforce (space) so we can come together. We are each doing
our own little thing but I don’t feel like we’re working together.” Another stakeholder said, “Having
someone who says ‘I need an hour of your time’ and put together a well programmed meeting
would be very helpful.”
• Input participants also expressed support for the establishment of formal “Career Pathways” –
a series of connected education and training programs that enable students to “stack” skills and
credentials over time in order to access better job opportunities in a given field. Stakeholders
said manufacturing, biotechnology, and health care service delivery (e.g., nursing and related
fields) represent the most promising career pathway opportunities for Pearland. Stakeholders
further noted that the University of Houston-Clear Lake at Pearland being positioned as an
“organizing hub for professional and continuing education programs” within the Clear Lake
campus network presents significant opportunities in this area.
• Input participants also noted a need to continue working on initiatives to support diverse talent
and emerging leaders. Said one stakeholder, “If there is a criticism, it’s that Pearland is a very
diverse community … but I don’t think we do enough to highlight or celebrate that diversity. We
need to see more people of color and women in roles of high visibility.” Stakeholders praised the
Chamber’s newly formed Diversity Business Council and its Young Professionals group and
expressed a desire to continue to support the work of these groups.
Formal communications were strong; stakeholders desire more awareness at the “grassroots” level
• In BRS’ experience, many communities with holistic economic development strategies face
challenges communicating their strategic priorities and implementation progress to a variety of
internal and external audiences. Acknowledging this difficulty, however, Pearland stakeholders
said – and BRS’ principals agree – that the PEDC and its partners have done an excellent
overall job communicating the successes of Pearland Prosperity.
• PEDC staff have meticulously tracked implementation progress and communicated key “wins”
to internal and external audiences through press releases, online media, earned media, and
other avenues.
• Stakeholders said while this messaging has been instrumental in keeping Pearland’s most
“plugged-in” leaders and citizens informed, the community would benefit from reaching a
broader range of audiences. One stakeholder said that there are “micropockets” of information
RESEARCH EXECUTIVE SUMMARY 21
within Pearland; as an example, this individual noted that many residents get most of their
information from sources such as HOA meetings. Stakeholders said there is an opportunity to
communicate more directly with such groups to convey the overall value of the initiative. Said
one stakeholder, “Lots of things with the strategy aren’t tangible (things) that people can see all
of the time. We need to be our own biggest cheerleader.”
A need to convey that Pearland Prosperity is a “team effort” with “clear ownership roles”
• Stakeholders said that Pearland Prosperity is frequently perceived as “PEDC’s strategy.” As
Pearland’s economic development organization, PEDC is indeed instrumental in advancing the
community’s holistic economic development strategy. But input participants noted that
Pearland Prosperity is not an organizational strategy but instead a program of work for the
community. The City of Pearland, the Pearland Chamber of Commerce, education and training
providers, and numerous other partners have a role to play in advancing strategic
implementation.
• Stakeholders said they would like to see the updated Pearland Prosperity framework and
implementation effort clearly communicate that the initiative is a community strategy. At the
same time, input participants stressed the importance of ensuring that each strategic initiative
has a clear organizational “owner” to ensure that it is implemented in a timely fashion.
Some desire to “streamline” the overall program of work
• Stakeholders in Pearland understand that there are numerous factors that influence a
community’s competitiveness, ranging from sites and buildings to quality of place amenities
that can be “differentiators” for attracting jobs, talent, and investment.
• The current Pearland Prosperity strategy was designed to address a wide range of topics in
order to grow and diversify the local economy and ensure that Pearland remains an attractive
destination for individuals and businesses. Stakeholders broadly supported this approach, but
some input participants suggested that the community may benefit from a more “streamlined”
strategy with a smaller set of high-impact initiatives. A key task for the Pearland Prosperity
Committee will be determining whether a more focused program of work is desirable for the
updated strategic plan.