R2024-128 2024-07-22RESOLUTION NO. R2024-128
A Resolution of the City Council of the City of Pearland, Texas, adopting a
Pearland Cultural Arts Master Plan.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That the City Council approves the Pearland Cultural Arts Master Plan
attached hereto as Exhibit “A.”
PASSED, APPROVED and ADOPTED this the 22nd day of July, 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: 9C3C1DEA-1A4C-44DF-833B-D682360CBF90
Pearland Cultural Arts
Master Plan
2 PEARLAND CULTURAL ARTS MASTERPLAN
PEARLAND CULTURAL ARTS MASTER PLAN 3
Table of Contents
Leadership ...........................................................................................................................................................................4
Introduction ........................................................................................................................................................................5
City of Pearland Arts and Culture Programs ........................................................................................................................6
The Planning Process ...........................................................................................................................................................7
Vision ...............................................................................................................................................................................16
Vision for Cultural Arts Life of the City of Pearland ..........................................................................................................16
Strategic Priorities for the City of Pearland ........................................................................................................................16
Plan Goals .........................................................................................................................................................................17
Goal 1 | Build greater capacity, leadership and connection for Pearland’s arts and culture. .................................................17
Goal 2 | Build a sustainable and diverse public art program ..............................................................................................18
Goal 3 | Expand and diversify visitorship through cultural tourism ...................................................................................19
Goal 4 | Infuse creativity throughout Pearland through placemaking ................................................................................20
Goal 5 | Expand arts and cultural offerings for residents ....................................................................................................20
Funding ............................................................................................................................................................................22
Revised July 2024
4 PEARLAND CULTURAL ARTS MASTERPLAN
Steering Committee
Nicole Bowen
CBL Properties - Pearland Town Center
Matt Buchanan
City of Pearland Economic Development Corporation
Margo Green
Pearland Arts League, Former Pearland CVB
Advisory Board Member
Martin Griggs
City of Pearland - Community Development
Vatsa Kumar
ABI Enterprises
Lata Krishnarao
Ardurra Group, Inc.
Ryan McLemore
Brinkley Sargent Wiginton Architects
Kelly Moody
City of Pearland - Parks & Recreation
Manny Patel
Hotelier, CVB Advisory Board Member
Tracy Rohrbacher
City of Pearland - CVB
Lisa Savage
Alvin ISD
Liz Sitta
Brazoria County Precinct 3
Natasha Tennison
Gathering Outreach
Consultant Team
Cultural Planning Group
Linda Flynn, PhD, Partner
David Plettner-Saunders, Partner
Surale Phillips, Arts Market Researcher
LEADERSHIP
City Council
Mayor Kevin Cole
Mayor Pro Tem Joseph Koza
Tony Carbone
Mona Chavarria
Adrian Hernandez
Layni Cade
Chad Thumann
Rushi Patel
City Staff
Trent Epperson, City Manager
Ron Fraser, Deputy City Manager
Victor Brownlees, Assistant City Manager
Tracy Rohrbacher, Executive Director,
Pearland Convention and Visitors Bureau
PEARLAND CULTURAL ARTS MASTER PLAN 5
Visit Pearland commissioned this inaugural Cultural
Arts Master Plan to guide its continued arts and culture
development. This plan assesses the state of arts and culture
in Pearland to understand residents’ vision and priorities for
the cultural life of the community and to support growth
in tourism. Other objectives are to foster placemaking in
the city, align with economic development and the business
community, and articulate an appropriate role for Visit
Pearland to play in cultural development in relation to its
limited resources for arts and culture. It is also an homage to
late Mayor Tom Reid, who was a passionate arts supporter
and championed arts and cultural growth in Pearland.
The Cultural Arts Master Plan aligns with and reinforces
the 2024 Pearland Prosperity plan, especially its
recommendations regarding Cultural Arts, Places to Gather
and Old Town Revitalization.
INTRODUCTION
The City of Pearland, as the Community of Choice in the
Houston region, is distinguished by its highly diverse and
growing population of 129,000 and its innovative approach
to business support and economic development. The City
has experienced sustained and significant growth in its
business, industry, housing and city infrastructure, becoming
an exurban center for the nearby areas of Brazoria, Fort Bend
and Harris Counties.
Visit Pearland takes an active leadership role in arts and
culture. The City recognizes and embraces the benefits of
arts and culture in the life of the community, expressing
the creativity of its residents, enhancing quality of life,
connecting the community, supporting healthy youth
development, and elevating Pearland as a desirable place
and destination. Pearland’s Convention and Visitors Bureau,
which markets under the brand of Visit Pearland, oversees
the City’s primary investments in the arts, funded by its
Hotel Occupancy Tax revenues.
In line with state regulations, Pearland’s arts spending
supports tourism. Visit Pearland produces and sponsors
culturally diverse events, awards grants to nonprofits arts and
cultural organizations, and oversees public art including the
Pear-Scape Trail. More recently, Visit Pearland spearheaded
a pilot program of artwork on traffic signal boxes. Arts
and cultural events are part of Visit Pearland’s portfolio,
with The City’s Parks and Recreation Department as a
partner in events located in Independence Park, and various
community partners and venues throughout the city. Parks
and Recreation provides arts classes and camps through its
recreation program.
Developing
Cultural Life,
Tourism and
Placemaking
CITY OF PEARLAND ARTS
AND CULTURE PROGRAMS
The City’s direct involvement in arts and culture is broad and
impactful, although the financial investment is modest. City
arts and culture programs include involvement in events, the
Pear-Scape Trail public art program, and a grants program.
ARTS AND CULTURAL EVENTS:
ATTRACT = IMPACT
In line with its mission to promote tourism and hotel
stays, Visit Pearland is involved in a range of events serving
visitors and residents. Visit Pearland produces select events
with a strong attraction for overnight visitors, including the
longstanding annual Tony Booth Day event and the new
King Music Fest, a multiday event led by a Pearland resident
who is an Elvis-tribute artist, along with other tribute artists.
This approach parallels Visit Pearland’s successful efforts in
youth sports that have demonstrated impact on hotel stays.
Other events supported by Visit Pearland include the annual
Puranava Indian Art & Culture Fest, a free community
event, and other events focusing more on day trippers
from the region, residents of Pearland, and drawing fewer
overnight visitors. Pearland Parks and Recreation produces
or provides rentals for events in park locations, such as
the Holiday Lights Display, Spring Festival, Juneteenth,
Celebration of Freedom, Tejano Super Jam, and other
concerts and celebrations.
PROMOTING CULTURAL ARTS:
GRANTS AND SPONSORSHIP PROGRAM
With funding from the Hotel Occupancy Tax, the grants
program and sponsorships promote convention and hotel
industry activity through financial support of arts programs
and events. Nonprofit organizations located in Pearland
are eligible to apply and priority is afforded to programs
or projects that focus on the development of cultural arts
and fine arts in the community. The total annual amount
allocated for the cultural arts grant program is $40,000.
The maximum amount awarded by the grants program to
nonprofit arts organizations is $6,000. Alternatively, the
sponsorship program offers amounts determined by the
merit of the event marketing, attendance projections, and
hotel room night potential.
PEAR-SCAPE TRAIL
Beginning in 2016, Pearland commissioned colorful,
artist-designed pear sculptures to be placed in locations
frequented by visitors throughout the city. Twenty-three
pears are now beloved and instantly recognizable emblems
of Pearland. Visit Pearland developed the collection of pears
into a sculpture trail accompanied by a map and supporting
promotional materials. Seeking to broaden the type of public
art available to the community, Visit Pearland developed
a pilot initiative to install artist-designed mini-murals on
utility boxes in the Pearland Parkway corridor. In addition to
City-initiated public art, the community created murals on
privately owned buildings in Pearland.
6 PEARLAND CULTURAL ARTS MASTERPLAN
PEARLAND CULTURAL ARTS MASTER PLAN 7
Topic questions asked throughout the planning process
focused on:
What is the current state of arts, culture and
creativity for Pearland?
Where are the opportunities for Pearland
to advance public art?
Where are the opportunities to
grow visitorship?
THE PLANNING PROCESS
Necessary insight to guide the cultural plan was obtained
through a series of community engagement opportunities.
Insights were gathered and applied to ensure resident,
business and visitor constituents lend a voice to the future
life and growth of Pearland’s arts and culture and tourism
economy.
ENGAGEMENT METHODOLOGY
City of Pearland leadership and staff, stakeholders, residents,
and community leaders shaped the goals of this plan. The
planning process began in Summer 2023 with stakeholder
and community input gathered through interviews,
discussion groups and virtual meetings. The CVB convened
a steering committee to assist in guiding the planning process
and plan goals.
The public participation process included a variety of
opportunities for people to participate in planning including
an online survey, community meetings, and a community
pop-up site at the West Library. The City successfully
distributed a community survey receiving more than 1,700
responses.
Qualitative
Engagement
Quantitative
Research
Supplementary
Research
Quantitative Insight
Community survey
Research findings
Arts Market Study
Cultural Asset Inventory
Qualitative Insight
In-depth interviews
Discussion groups
Topic-based conversations
Virtual meetings
Research
Existing Conditions
Existing Policies and Plans
National Arts Research
8 PEARLAND CULTURAL ARTS MASTERPLAN
Engagement Activities
Following is a summary of the engagement activities conducted during the planning process.
Group Engagement Activity Description
Steering Committee Met four times during the planning Provided expert guidance for plan
process and plan development engagement and content
City of Pearland City Council Discussions with City Council members Explored the Council’s goals and alignment
with the cultural arts master plan
City of Pearland City departments participated in Identified opportunities for public art, arts
Departmental Staff interviews or mini-group discussions programming, and potential departmental
intersections with art projects
Community Stakeholder Individual interviews and group discussions Met with community leaders, organizations,
Engagement and were conducted with community arts and artists to understand potential
Discussion Groups organizations, individual artists, higher collaborations and opportunities for
education leaders, hoteliers, youth, the cultural arts master plan
chambers of commerce, and more
Community Survey 1,700 plus participants completed the Provided information and opinions about
cultural arts master plan survey their vision for the arts in Pearland including
priorities for public art and the plan
PEARLAND CULTURAL ARTS MASTER PLAN 9
WHAT DOES SUCCESS LOOK LIKE?
• Alignment with City Priorities
• Significant Increase in Visitors and Business
• A Unique Suburban Place with Plentiful Cultural Amenities
• A Distinct City Brand as a Cultural Destination
• A Vibrant, Centralized Cultural District
• Increased Number and Variety of Arts and Cultural Events
• Venues for Community Arts
• More Gathering Spaces, Including Intergenerational and
Kid-Friendly Spaces
WHAT WE LEARNED
WHAT ARE WE BUILDING ON?
• A Spirit of Innovation and Entrepreneurship
• Community Diversity
• Strong Brand Identity for Public Art and
Economic Development
• Diversity of Artists, Creative Businesses and Organizations
• Arts and Business Community Willingness to Collaborate
• Well-used Park System
• Well-recognized Public Art Program
WHERE ARE THE OPPORTUNITIES?
• Focus on Unique Cultural Tourism
• Develop Old Town District into a Cultural District
• Connect East and West with Activations
• Expand the Public Art Program
• Create Next Generation for Pear-Scape Program
• Activation of Parks with Public Art and Events
• Increase Arts Events and Arts Learning Opportunities
• Create a Large, Signature Event
• Build Resources for Marketing and Awareness
• Consider a Community Art Center
• Increase Gathering Places for Youth and Young Adults
• Address Access Issues (permits, insurance, police, etc.)
• Review New Grants and Funding Opportunities
• Support Independent Restaurants and Local Culinary Scene
• Build and Leverage Community Partnerships
Pearland Today:
Community
of Choice
Highlights from the engagement and survey are provided below. The priorities for the plan identified by all the participating
groups provide a foundation for the plan recommendations.
Pearland
Tomorrow:
A Cultural
Destination
10 PEARLAND CULTURAL ARTS MASTERPLAN
52%
Develop a community
arts and cultural center
in Pearland
58%
Create a more vibrant
downtown Pearland
73%
Provide more arts
and cultural events/
activities in Pearland
COMMUNITY PRIORITIES
51%
Provide more
opportunities for
children and youth to
participate in the arts
PEARLAND CULTURAL ARTS MASTER PLAN 11
81% / Public art festivals/events
62% / Functional art (artist-designed benches, bike racks, fences, etc.)
51% / The Pearscape Trail expanded to more places in the city
45% / Large scale iconic art (sculptures, large murals, etc.)
40% / Temporary or interactive public art (play, light, augmented reality, video, etc.)
29% / Art in commercial and residential developments
27% / Community initiated public art
TYPE OF PUBLIC ART
71% / Public parks, trails, and open spaces around the city
56% / All throughout the city
56% / Gathering spaces around the city
43% / Places that need revitalization (Old Town)
31% / Connecting the different parts of the City
PLACES FOR PUBLIC ART
IMPACT OF PUBLIC ART: I WANT PUBLIC ART TO . . .
68% / Create and enliven public gathering spaces and public buildings
66% / Enhance experiences of parks and trails
60% / Support the local arts community
47% / Celebrate all groups and communities in our city
42% / Raise awareness of the value of the arts
31%/ Celebrate the history of our city
28% / Attract visitors to the city
12 PEARLAND CULTURAL ARTS MASTERPLAN
immediate region. These results align with and reinforce key
messages in community engagement and the survey.
Across all areas of the City appear abundant opportunities to
connect the arts with youth. Regardless of the arts index, all
areas show 45% of households with persons under the age
of 18.
The population of the full study area (city and region)
is 519,029 people and 183,663 households. The largest
percentage of the population (40%) is concentrated in
areas with a significantly higher-than-average index for arts
attendance and visitation (above 120); 37% is in moderate-
indexing areas; 22% is in low-indexing areas.
The highest indexes for the city’s population include
attending live country music concerts, live theatre, and live
rock music concerts. Interest for live arts such as classical
music and dance as well as visiting museums and art galleries
is also above average within the city limits.
PEARLAND’S ARTS MARKET POTENTIAL
The market study provides a portrait of the strength, character
and location of arts activity among the population in the City
of Pearland and the surrounding region, generally defined as a
30-minute drive from the center of the City. Data is compiled
into indexes for different types of arts activity: 1) the types of
activities people attend or visit, and 2) the types of personal
creative activities people may do on their own. Indexes
measure how much the population engages in a particular arts
activity compared to the national average.
Interest in the arts is strong in the city and the region.
The largest portion of the regional population (209,570
people) live in high-arts-indexing areas. Moderate-indexing
areas carry a population of 193,188 also within the city,
but mainly in the region. This analysis suggests that the
majority of city residents are eager to participate in arts and
cultural activity and that arts and cultural providers can
draw participants from both the city population and the
1 The Pearland City limits appear as a green line in the map. This analysis is produced at the block group level of geography which does
not align exactly with city boundaries, so in some cases a block group may extend slightly over the city boundary, therefore demographic
counts and reporting may be slightly higher than what the City of Pearland reports.
Full Area Arts Attendance & Visitation Map1
PEARLAND CULTURAL ARTS MASTER PLAN 13
Participation in the personal creative activities studied in this
report hovers close to the national average of 100, with the
highest index reported among the city’s resident population
for playing a musical instrument.
The indexes reflect long-known socioeconomic barriers and
other inequities to arts access. Education and income levels
historically predict adult arts attendance and visitation, and
this is true for Pearland and the region. Higher indexing
areas hold higher levels of education and income.
The city and the region forecast a modest measure of
transience and growth, with slightly more growth in the low-
arts-indexing areas of the city and region.
PEARLAND’S CULTURAL ASSETS
Pearland is home to a community of 26 nonprofit arts and
cultural organizations and a minimum of seven commercial
dance and music studios. There are additional arts-related
businesses and individual artists, not identified in this
inventory, located in the community and contributing to the
cultural vitality of the city.
Pearland is
Poised to Engage
More Visitors and
Residents with
The Arts
14 PEARLAND CULTURAL ARTS MASTERPLAN
The nonprofits encompass a broad range of artistic disciplines
including festivals, music, theater and youth arts. Reflecting
Pearland’s diversity, the largest category is cultural heritage.
Almost all are small-budget organizations (annual budgets
less than $1 million) which suggests that many are operated
with scarce resources and few paid or non-paid staff.
The community-based nature of the nonprofit organizations
illustrates the need for additional resources and tools to
build and sustain these groups. Arts communities require
supportive policy to progress to a higher level of capacity,
and greater capacity is what enables them to better serve
the community.
Pearland offers a collection of small-scale venues for the
performing arts. Small theaters include the Sri Meenakshi
Temple auditorium (500 seats), recently refurbished Horizon
Montessori School auditorium in Old Town (385 seats),
West Pearland Library Auditorium (100 seats), Pearland
Theater, and Silambam studio theater. The Hilton Garden
Inn can be adapted for smaller concerts.
The high schools contain excellent auditoriums/theaters, but
they are generally used year-round by the school district and are
not available for community use. Similarly, there are few gallery
spaces for the visual arts. The West Pearland Library boasts a
new, well-equipped Makerspace, a communal workshop with
shared equipment for personal creative projects.
There are larger outdoor venues for the arts, including the
Pearland Town Center Pavilion and the Independence Park
Stage. The strong interest for the arts in Pearland stand
in contrast to the limited inventory of venues and the
community’s desire for larger cultural facilities.
Pearland Arts and Cultural Organizations and Businesses
PEARLAND CULTURAL ARTS MASTER PLAN 15
26 Nonprofits
3D Productionz
Arberia Inc.
Beyond Generosity Inc.
Czech Heritage Society of Texas, Harris County
Chapter
Friends of Pearland Malayalee Community
Kannappan Art Museum
Kemetyu Global Economic Development
Corporation
Khai Tri Vietnamese Language and Culture Academy
Kids’ Backporch Productions (Make It Up
As We Go Productions Inc.)
Loka Dharma Seva Foundation of America
M I S T (Masks Issues Stages)
National Black Film Festival
Peace for Pearland
Pearland Arts League
Pearland Band Booster Club
Pearland Chamber Symphony
Pearland Chinese Association
Pearland Community Band
Pearland Foundation for the Performing and Visual Arts
Pearland Theater (Pearland Theatre Guild)
Shadow Creek Choir Booster Club
Silambam Houston
Sri Meenakshi Hindu Temple
Texas Toot Inc.
Young Artistic Performers Inc.
Yunnan Association of Houston
7 Businesses
Allegro Academy of Music
Coomer Ballet Conservatory
Dance Visions Studios
Divine Dance Arts
Foundation for Creative Leadership
Latin Dance Factory
Xtreme Level Dance & Fitness Studio
16 PEARLAND CULTURAL ARTS MASTERPLAN
VISION AND PRIORITIES
CITY OF PEARLAND
VISION FOR CULTURAL LIFE
A connected and inclusive creative community
celebrating Pearland’s cultural and geographic
diversity with residents and visitors.
STRATEGIC PRIORITIES
Trusted Government
Connected Community
Resilient Finances
Safe Community
Strong Economy
Sustainable Infrastructure
PEARLAND CULTURAL ARTS MASTER PLAN 17
• Increase grant and sponsorship amounts commensurate
with the projects.
• Consider marketing grants that support arts and cultural
organizations’ campaigns targeting regional visitors.
IV. Develop ongoing relationships and guidelines for
interdepartmental collaboration for cultural events,
public art and economic development initiatives.
• Identify one or more liaisons in each City department
interfacing with arts and culture.
• Conduct periodic meetings of the departmental liaisons
to stay informed on plans and activities relevant to the
arts and culture program.
• Develop guidelines to facilitate and improve
interdepartmental collaboration as needed.
V. Expand current marketing initiatives to include more
cross-promotion for cultural tourism.
• Continue work with the arts and cultural, creative,
business, culinary and other sectors to develop
promotions with local businesses, nonprofits and arts
organizations. These may include:
• Delores Fenwick Nature Center and artist
collaborations. Example: https://www.nps.gov/
ever/learn/news/wild-observations-art-exhibit.htm
• Brewery and restaurant cross promotions with
theatres and arts organizations and artists (live
painting events, history tours, etc.)
• Continue to select and curate arts and cultural offerings
promoting Pearland’s history, cultural diversity, and
evolving contemporary culture.
• Identify, connect and package distinctive Pearland
places, events, cultures and heritage as an ongoing
theme in visitor marketing.
• Consider an annual season of themed promotions.
• Work with the Community of Choice brand to integrate
and further differentiate Pearland’s cultural brand
in the regional marketplace. Example: https://www.
visitportland.com/visit/things-to-do/activities/arts-
entertainment
• Develop a brand guide based on the Prosperity
brand that ensures individual marketing efforts
support the Pearland cultural brand.
• Prioritize artistic excellence in programming and
investments.
PLAN GOALS
Informed by City and community leaders, artists, business
owners, and residents, the plan goals elevate Pearland’s
cultural offerings to fulfill the aspirations of its diverse
population, attract new and returning visitors, and to
heighten the level and variety of quality arts and cultural
experiences in the City of Pearland.
GOAL 1
BUILD GREATER CAPACITY, LEADERSHIP
AND CONNECTION FOR PEARLAND’S
ARTS AND CULTURE.
Lead: Pearland Convention and Visitors Bureau (markets
Visit Pearland brand)
Timeframe: 1-3 years
Staff Resources: 1 FTE Arts Administration/Staff or
Contract Position + Part Time Public Art Program Manager
Financial Resources: HOT (hotel occupancy tax) Funds
I. Create staff positions for an arts administrator and a
part-time contracted public art manager.
• Focus arts administrator on broader cultural tourism
programming, marketing, expanded metrics, arts grants
and sponsorships.
• Focus public art manager on expansion of Pear-Scape trail
and forming structure for public art program. (See Goal 2)
II. Build the capacity of Visit Pearland to lead the City’s
arts and cultural investments.
• Designate Visit Pearland as the City’s local arts agency
and leadership body for the local arts and cultural
community.
• Identify ongoing professional development opportunities
to enhance staff capacities related to arts and culture.
• Participate in local and regional arts, cultural and creative
economy networking and conferences.
III. Advance the arts grants program and sponsorships to
create more impact.
• Continue the focus of nonprofit grants on projects that
provide publicly accessible arts events and activities in
Pearland.
• Expand eligibility to creative businesses with
qualifications in arts and cultural programming such as
individual artists, event producers and promoters.
18 PEARLAND CULTURAL ARTS MASTERPLAN
II. Expand and evolve the signature Pear-Scape program.
• Conduct a new round of commissioned Pear-Scape
installations.
• Expand the accessibility of the current Pear-Scape
program to include corporate, public and private
sponsors with an emphasis on:
• Funding through sponsorships and HOT funds.
• Encouraging the expansion of the Program
without limitations on the number of pears.
• Celebrating and encouraging community
participation and expression through the program.
• Commission a team of local artists to develop an
evolution of the Pear-Scape concept.
• Incorporate flexibility to utilize a stock design or
custom design.
• Incorporate and advance the basic elements of the
current program to reflect Pearland’s innovation
and demonstrate creative approaches to the City’s
pear identity.
• Link the evolution of the Pear-Scape concept to
the Community of Choice brand and Connected
Community strategic priority.
• Implement the new, evolved Pear-Scape concept with
artworks and events over time.
III. Evolve the current public art program.
• Utilize public art to connect Pearland’s communities and
neighborhoods.
• Expand the utility box program citywide.
Examples: Dublin Utility Box Art Program, Sugar
Land Traffic Box Wrap Art.
• Ensure geographic equity of public art locations
and installations.
• Celebrate local talent with a focus on local and
regional artists.
• Consider other small-scale public artworks
including benches, crosswalks, and other
functional art.
• Diversify the program through art and artists.
• Create a City mural program. Example: Sugar
Land murals, Beaumont CVB.
• Widely promote selection opportunities to
ensure a diverse pool of artists.
• Develop mural guidelines for the program
(see examples).
• Expand temporary installations throughout
the city. Example: Solana Beach temporary art
program.
VI. Build on current Visit Pearland marketing content to
locally promote the arts and cultural experience.
• Consider multiple marketing channels to align with how
people access arts and culture information and provide
appropriate messages and engagement.
• Change community perceptions and habits to favor
attending arts and culture in Pearland.
• Identify and remove barriers that cultural organizations
and artists face in contributing to the events calendar
• Consider developing a community arts advocates
program that amplifies marketing through additional
means of influencers, marketing partners, word of
mouth, and list sharing.
• Work with Visit Pearland to integrate the necessary tools
and tracking for successful marketing and audience
development.
GOAL 2
BUILD A SUSTAINABLE AND DIVERSE
PUBLIC ART PROGRAM.
Lead: Pearland Convention and Visitors Bureau
Timeframe: 1-3 years
Staff Resources: Contract Position – Part Time Public Art
Program Manager (See Goal 1)
Financial Resources: HOT funds, partnership funds,
potential percent for art funds
I. Formalize City of Pearland public art program.
• Create public art program policies and guidelines based
on national best practices. (See examples.)
• Convene public art selection panels for specific artworks
or public art initiatives. Choose individuals from
Pearland and the region who hold high qualifications in
relation to the project(s).
• Develop long-term collections management and
maintenance plans.
• Document the existing collection in a management
software platform.
• Contract with a qualified professional or firm
to conduct a comprehensive maintenance and
conservation review of the public art collection
and develop a future maintenance program.
Update the review and plan every five years.
• Include the cost of public art maintenance and
conservation in annual City arts and culture budgets.
Revised July 2024
PEARLAND CULTURAL ARTS MASTER PLAN 19
GOAL 3
EXPAND AND DIVERSIFY VISITORSHIP
THROUGH CULTURAL TOURISM.
Lead: Pearland Convention and Visitors Bureau
Timeframe: 3-5 years
Staff Resources: Arts Administrator (See Goal 1)
Financial Resources: HOT funds and other City and
partnership funds
I. Expand specific arts and cultural events to drive
visitorship and increase hotel occupancy revenues.
• Expand programming partnerships with local and
regional producing organizations for arts and cultural
events. Identify, produce and promote destination events,
building on the experience of pilot events such as the
King Music Fest.
• Develop a signature cultural event for Pearland. Areas
of focus may include a multicultural festival, mural
festival, or public art festival or build on existing regional
festivals.
• Link installations to City celebrations
and events.
• Install at locations where activation is
needed throughout the community.
• Identify opportunities with the Parks
Department and other City departments to
develop artistic and placemaking projects.
• Provide public art mentorships and internships.
IV. Assess the development of a City and private art
requirement to support expansion and evolution of
the existing public art program.
• Identify current and future city planning projects where
public art will enhance the project, including park
development and City capital projects.
• Consider adoption of a percent for art requirement on
city capital improvement projects, including an in-lieu-
of fee that allows for artworks to be placed offsite in
locations that are highly publicly accessible.
• Consider adoption of a percent for art requirement on
private real estate development. See Funding section.
Revised July 2024
20 PEARLAND CULTURAL ARTS MASTERPLAN
• Create regular networking and collaboration
opportunities for creatives, businesses, and nonprofit
arts and cultural organizations. Work to engender a
sense of community connection and pride among
Pearland’s community of creatives and arts and cultural
organizations.
• Provide professional development programming (e.g.,
workshop training) to build the capacity of local arts
and cultural organizations to improve their brand and
messaging.
• Provide arts and cultural organizations with a brand
guide that ensures individual marketing efforts support
the Pearland Community of Choice brand.
GOAL 4
INFUSE CREATIVITY THROUGHOUT
PEARLAND THROUGH PLACEMAKING.
Lead: City of Pearland Community Development,
Economic Development Corporation, Pearland Convention
and Visitors Bureau
Timeframe: 5-7 years
Staff Resources: Collaborations between City Departments
and EDC
Financial Resources: General funds and economic
development capital funds
I. Explore development of a cultural district in Old Town.
• Build on and coordinate with City efforts to revitalize
and activate Old Town as a walkable cultural and historic
• Invest as needed in contracts for services with
partners to bring in needed expertise and manage
the workload of production.
II. Expand activation efforts in public spaces and parks
throughout Pearland.
• Enhance existing venues and gathering places with
additional arts and cultural events and activities.
Concentrate programming in existing venues and places
such as Independence Park, Pearland Town Center,
University of Houston – Clear Lake, existing theaters
and auditoriums, and potentially, Lower Kirby.
• Increase regularity in the availability of arts and cultural
programming to expand audiences through greater continuity.
• Align and coordinate efforts with the Parks Master Plan,
especially Goal 2, regarding recreational programs and
community events in the cultural arts.
III. Enhance current Visit Pearland data collection to
capture specific data related to visitation of arts and
cultural places throughout the City.
• Institute a city-wide visitor survey or other data
collection effort in collaboration with arts and cultural
organizations to establish a benchmark for visitor party
characteristics and impacts on which to track progress
every two to three years (e.g., demographics, location,
visitation drivers, marketing channels, and hotel stays).
IV. Support the organizational development of local arts
and cultural nonprofits and creative businesses to
better serve community interests.
PEARLAND CULTURAL ARTS MASTER PLAN 21
• Explore the viability of building a new visitor center
for the Convention and Visitors Bureau in Old Town
to improve visitorship throughout the city and boost
marketing efforts to both residents and visitors.
• Explore long-term development of cultural facilities
with a community partner, such as a cultural center
or performing arts center. This can include exploring
a partnership for development of the top floor of the
University of Houston – Clear Lake at Pearland’s new
STEM and classroom building.
GOAL 5
EXPAND ARTS AND CULTURAL
OFFERINGS FOR RESIDENTS.
Lead: Pearland Convention and Visitors Bureau Marketing
and City of Pearland Parks and Recreation Programming
Timeframe: 3-5 years
Staff Resources: Collaborations between City Departments
Financial Resources: HOT funds and other City and
partnership funds
I. Develop arts and cultural programming reflecting the
aspirations of residents identified in the planning process.
• Based on the research results, expand arts and cultural
programming at existing venues and parks, intended and
designed more specifically for the interests of residents
and not constrained by a primary focus on tourism.
• Provide and facilitate arts and cultural
programming for families and residents of all ages.
• Offer small-scale, informal arts and cultural
activities that enhance the experience of visitors
and quality of life for residents, such as music
events, art galleries and exhibits, arts markets,
public art events, etc.
• Establish cooperative success of programming efforts
with the Parks Department as the distinct lead for
planning and producing programming and Visit Pearland
as the distinct lead for marketing available programs.
• Utilize community partnerships in developing arts and
cultural programs, such as University of Houston – Clear
Lake at Pearland, businesses, chambers of commerce,
libraries, event producers, the culinary sector, artists and
arts organizations, and others.
hub. Coordinate with Old Town revitalization plan
(currently underway).
• Identify and promote opportunities for arts and cultural
events and festivals to locate or be programmed in Old
Town. Incentivize event producers, arts organizations,
artists, developers and others to encourage their
participation.
• Promote and incentivize new or expanded arts and
culinary spaces in Old Town, such as performance
venues, art galleries, event spaces, arts-related businesses,
and restaurants.
• Promote and facilitate development of artists’ live-
work spaces. Consider partnering with a nonprofit
developer, such as ArtSpace, or a developer that
specializes in live-work developments.
• Expand the presence of independent restaurants
in Old Town through incubators or incentives for
culinary entrepreneurship.
• Develop a cultural district strategic plan. The process
and plan should include these and additional elements to
strengthen development of the district as a successful and
sustainable entity:
• community and stakeholder input
• identification of geographic boundaries
• district partnerships
• goals and strategies
• brand and identity
• an asset inventory
• a program plan and management plan
• funding model
• marketing plan
• Explore future designation of Old Town as a Texas
Cultural District through the Texas Commission on the
Arts. Begin with Commission assistance as a resource for
planning and development of the cultural district.
II. Create and enhance vibrant arts and cultural hubs
throughout Pearland.
• Focus arts and cultural programming on existing or
emerging gathering places in Pearland to reinforce their
attraction for the community. (See Goal 3.II, activation
of public spaces)
• Identify and facilitate opportunities to purchase, renovate
and incentivize small space and venue development for
live arts and community arts learning spaces.
• Encourage and support arts spaces and amenities in the
main hubs throughout the city.
22 PEARLAND CULTURAL ARTS MASTERPLAN
Funding recommendations:
• Allocate a full 15% of HOT annual revenues to permissible
arts uses, including grants, arts and cultural events,
marketing the arts, public art, salaries, and administration.
• Consider allocation of a portion of the accumulated $7
million HOT reserve funds to implementation of this
plan.
• Consider one-time or ongoing allocations of General
Funds to meet high priority arts and cultural needs that do
not fit within the HOT restrictions.
• Consider allocation of eligible economic development
funds for capital purposes related to arts and culture, such
as arts venues, a community cultural center, and build-out
of arts spaces within existing facilities. Note that EDC
funds are restricted to public projects and entities.
• Apply for public and private grants, such as the Texas
Commission on the Arts, for annual operating support,
project funding, and potential designation as a Texas
Cultural District.
• Seek project funding through collaborations with arts and
cultural organizations in the community.
• Create a new grants category of general operating support
for nonprofit arts and cultural organizations and small
creative businesses. Create the guidelines in partnership
with potential grantees.
• Consider creation of a nonprofit foundation to raise funds
for arts and culture, including public art, on behalf of
the community. Alternatively, create a fund at the City
of Pearland to receive donations, contributions, and
sponsorships designated for arts and cultural purposes,
including public art.
FUNDING
The City of Pearland currently funds arts and culture primarily
through its hotel occupancy tax (HOT). By state statute,
HOT revenues must be used to promote tourism and the
convention and hotel industry; 15% of HOT revenues can be
used broadly for arts and cultural purposes, except for capital
projects. These requirements interpret that arts and cultural
activities funded with HOT revenues must be accessible to the
visitor but not necessarily focused on the visitor and tourism.
In Pearland, HOT arts funding has been used for project
grants to local arts and cultural organizations where the
project has a relationship to tourism, including the Pear-
Scape public art pieces, which are in places frequented by
visitors. The Pearland Convention and Visitors Bureau (Visit
Pearland) also maintains an events calendar that includes
many arts and cultural events and activities available to both
resident and visitor.
Visit Pearland’s current annual budget projects a total of
$1.7 million in HOT revenues. This suggests that $255,000,
or 15%, can be available in 2024 for permissible arts uses.
Visit Pearland currently maintains an accumulated reserve
of approximately $7 million in HOT revenues. A portion,
in accordance with the 15% cap, could be allocated for
permissible arts uses in implementing this Cultural Arts
Master Plan or other eligible arts expenses.
The City of Pearland also faces significant ongoing demands
on its General Funds, with leadership expressing that
revenue use for arts and culture would be a low priority.
The City prioritizes General Fund uses for public safety and
infrastructure needs.
Pearland’s Economic Development Corporation (EDC)
holds authority to fund public infrastructure (capital)
projects within certain restrictions. There is potential for use
of EDC funds for public capital infrastructure uses related to
the arts, such as cultural facilities and capital improvements
related to a cultural district, assuming compliance with EDC
technical funding restrictions.
Given the constraints on public arts revenues in the City, this
plan focuses on ways to meet identified needs that can be
funded with HOT dollars, both annually and in use of the
accumulated HOT surplus.
Revised July 2024
PEARLAND CULTURAL ARTS MASTER PLAN 23 Revised July 2024
Visit Pearland iii
Texas