HomeMy WebLinkAboutR2025-146 20250922RESOLUTION NO. R2025-146
A Resolution of the City Council of the City of Pearland, Texas, approving
the Old Town Revitalization Plan.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
That the Old Town Revitalization Plan, attached hereto as Exhibit “A,” is hereby
approved.
PASSED, APPROVED and ADOPTED this the 22nd day of September, A.D., 2025.
________________________________
J.KEVIN COLE
MAYOR
ATTEST:
____________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
APPROVED AS TO FORM:
____________________________
DARRIN M. COKER
CITY ATTORNEY
Docusign Envelope ID: 6CEB4184-3CD2-466B-8FA3-3FBB42A95231
E X E C U T I V E S U M M A R Y i
OLD TOWN REVITALIZATION PLAN
AUGUST 2025
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N E X E C U T I V E S U M M A R Yi i i i iTABLE OF CONTENTS
APPENDIX A:
EXISTING CONDITIONS
REPORT
APPENDIX B:
PUBLIC ENGAGEMENT
REPORT
APPENDIX C:
UDC ANALYSIS &
RECOMMENDATIONS
APPENDIX D:
IMPLEMENTATION
ACTION PLAN
2
INTRODUCTION
4
VISION
3
DISCOVERY
A, B, C, D
APPENDICES
5
IMPLEMENTATION
1 21 127 2403779
1
EXECUTIVE
SUMMARY
i i i i i
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A Ni vACKNOWLEDGEMENTS
CONSULTING TEAM
Olsson:
Ken Boone, Brennan Kane, Michelle Queen, AICP, Vivian Fung, AICP, Abby Newsham, AICP,
Shelby Ferguson, AICP, Taylor Plummer, AICP, Adam Rankin, Cody Perratt, Darren Varner,
Christian Galindo, Kyle McLaughlin, AICP, Gabby Hogan, Michelle Hirst, P.E., Abby Catt,
Benjamin Rehm, Erin Wilson, Ryan O’Carroll
Baxter & Woodman:
Cristin Emshoff, AICP, ENV SP, Jackson Marvel, Aaron Tuley, AICP, Miles Fabian, P.E.
CDS Community Development Strategies:
Steve Spillette, Ty Jacobsen
STAKEHOLDER COMMITTEE
Stacy Adams, The Bakers, Deenadayalan Bakthavatsalam, Charisse Barry, Larry Berger, Telisa Brown, Scott Burrer, Layni Cade,
Brad Christen, Kevin Cole, Thea Curry-Fuson, Brandon Dansby, Lonnie Elliot, Amy Fuller, Tessie Gurley, Dena Hanks,
Adrian Hernandez, Derrell Isenberg, Jim Johnson, Mickey Johnson, Taylor Laurence, Tina LeVert, John Loessin, Michael Maher,
John McDonald, Kerry Mohammadian, Devon Nixon, Dr. Alexander Okwonna, Albert Rogers, Isabel Shaw, Robin Simms,
Craig Slater, Gloria Spruce, Kevin Stuckey, Buck Stevens, Kathey Warfield
CITY COUNCIL
Kevin Cole, Mayor
Tony Carbone, Position 2
Joseph Koza, Position 1
Mona Chavarria, Position 3
Clint Byrom, Mayor ProTem, Position 4
Layni Cade, Position 5
Rick Fernandez, Position 6
Rushi Patel, Position 7
PLANNING & ZONING COMMISSION
Henry Fuertes, Position 1
Jenifer Ordeneaux, Position 2
Derrell Isenberg, Position 3
John McDonald, Position 4
Tommy Echols, Position 5
Trey Haskins, Position 6
Jennifer Henrichs, Position 7
PEARLAND ECONOMIC DEVELOPMENT
CORPORATION BOARD OF DIRECTORS
Michi Bruns Clay, Chair
Dena Hanks, Vice Chair
JW Washington, Secretary
Craig Slater, Director
Deenadayalan Bakthavatsalam, Director
Jerry Koza, Jr., Director
Ken Rice, Director
Thank you to all who contributed their time, energy, and passion to creating this vision for the future of Old Town Pearland. This
revitalization plan could not have been created without the input of the community and the following groups and individuals. This
effort was supported in whole by the Pearland Economic Development Corporation (PEDC) and the City of Pearland.
TECHNICAL COMMITTEE
Trent Epperson
Ron Fraser
Victor Brownlees
Matt Buchanan
Valerie Marvin
Jonathan Pollard
Vance Wyly
Martin Griggs
Katya Copeland
Florence Buaku
Patrick Bauer
Katie Peterson
Joshua Lee
Megan Flowers-Phillips
Lorenzo Wingate, P.E.
Eric Hammond
Rajendra Shrestha, P.E.
Carry Capers
Kevin Carter
Joel Hardy
Tracy Rohrbacher
City Manager, City of Pearland
Deputy City Manager, City of Pearland
Assistant City Manager, City of Pearland
Pearland Economic Development Corporation
Pearland Economic Development Corporation
Pearland Economic Development Corporation
Community Development, City of Pearland
Community Development, City of Pearland
Community Development, City of Pearland
Community Development, City of Pearland
Community Development, City of Pearland
Community Development, City of Pearland
Communications, City of Pearland
Marketing, City of Pearland
Engineering & Capital Projects, City of Pearland
Public Works, City of Pearland
City Engineer, City of Pearland
Parks & Recreation, City of Pearland
Parks & Recreation, City of Pearland
Grants-Special Projects Administrator, City of Pearland
Visit Pearland
OTHER SPECIAL THANKS
Chad Thumann, Former Councilmember Position 6
Melissa Cook, PEDC
Mou Sarkar, PEDC
Matthew Peno, PEDC
Roxanne Luna-Larsen, PEDC
Jennifer Danley, Community Development, City of Pearland
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O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A Nv iLETTER FROM MAYOR COLE
Pearland invests in great planning because we believe great results start with a shared vision. The Old Town
Revitalization Plan is a shining example of what happens when we combine deep community engagement,
thoughtful analysis, and bold ideas to shape the future of our city’s historic heart.
Over the past year, this effort has brought together residents, business owners, civic leaders, and partners in
an unprecedented conversation about what Old Town can and should be. We’ve walked its streets, studied its
history, examined its infrastructure, and, most importantly, listened to thousands of voices. More than 34,000
people were reached during the process, with over 7,000 residents actively participating—sharing insights,
aspirations, and creative ideas that became the foundation of this plan.
The result is a forward-thinking strategy that celebrates our past while investing in our future. The Plan reflects
a thorough evaluation of existing conditions, identifying both the opportunities we can seize today and the
long-term investments we must make for tomorrow. It focuses on infrastructure upgrades, business growth,
public space activation, and policies that support a vibrant, walkable, and connected district—one that honors
its history and embraces the energy of a modern Pearland.
Five Big Ideas anchor the vision—from the Depot District and the Grand Link greenway connection, to
the transformation of Broadway into a true Main Street, the creative infill of Sender’s Square, and the
neighborhood-scaled charm of South Junction. These concepts aren’t just drawings on a page—they’re
practical, phased steps designed to inspire confidence, attract investment, and deliver visible progress in the
short term while laying a strong foundation for lasting change.
This revitalization plan aligns with the goals in our Comprehensive Plan, Pearland Prosperity Strategy, Cultural
Arts Master Plan, and Parks Master Plan. It advances our commitment to safe, sustainable infrastructure, a
strong and diverse economy, and a whole community where everyone feels they belong.
Revitalizing Old Town Pearland will take leadership, investment, and partnership. It will also take patience—
some changes will be seen quickly, while others will take years to fully realize. But every new sidewalk,
improved park, special event, and thriving business will be a visible reminder of what’s possible when we work
together.
Thank you to everyone who contributed your time, ideas, and passion. This is your plan—a reflection of our
shared pride in where we’ve been and our shared belief in where we’re going. Together, we will ensure Old
Town continues to be a place to remember, a place to return to, and a place to belong.
Let’s get to work.
Revitalizing Old Town Pearland is not the work of one plan, one agency, or one moment in time. It is the shared
responsibility—and shared opportunity—of an entire community. This Plan lays the foundation, but its success
depends on the continued collaboration, creativity, and courage of those who live, work, and lead in Old Town.
From infrastructure upgrades and zoning reforms to incremental infill development and neighborhood-scaled
placemaking, this revitalization strategy is designed to unfold over years, not months. It provides both a north
star and a practical roadmap, with short-term actions to spark momentum and long-term frameworks to guide
future decisions. As conditions evolve, the Plan encourages flexibility and adaptation, always anchored in the
values and vision expressed by the people of Pearland.
What lies ahead will require leadership. It will require investment. But most importantly, it will require trust
in the process, in the partnerships, and in each other. The work will not always be easy. Some changes will
be visible right away, while others may take time to materialize. But every sidewalk improved, every vacant
lot reimagined, and every historic building reused will bring Pearland one step closer to a more vibrant,
connected, and people-centered Old Town.
To the residents who shared their ideas.
To the business owners who voiced their hopes.
To the civic leaders who believed in the promise of this place.
To the city staff and technical team who guided the process with care—
THANK YOU.
This Plan would not exist without your energy, your insight, and your belief in what Old Town can become. You
have helped shape not only a blueprint for revitalization, but a renewed sense of possibility for the heart of
Pearland.
On behalf of the City of Pearland, PEDC, and the Planning Team—Olsson, Baxter & Woodman, and CDS—
we are honored to have been part of this journey. Thank you for the opportunity to walk beside you, to listen
deeply, and to co-create a Plan that we believe will spark lasting change.
The next chapter starts now.
A COLLECTIVE PATH FORWARD
Kevin Cole, Mayor
City of Pearland
Vance Wyly, Director
Community Development
City of Pearland
REGIONAL CONTEXT
Pearland is in located in Brazoria, Fort Bend, and Harris
Counties in the southern part of the Houston metropolitan
area, approximately 20 miles south of downtown Houston,
Texas. The Regional Context, at right, maps Pearland’s
strategic location as a destination for major economic hubs
like the Texas Medical Center, Hobby Airport, and the Port of
Houston.
Pearland is regionally well-connected by major highways,
including State Highway 288 (SH 288), Beltway 8, and
Interstate 45 (I-45), as well as State Highway 35 (SH 35)/Main
Street and FM 518/Broadway Street. As SH 35 runs through
the city, it becomes Main Street, serving as the central north-
south corridor. Similarly, FM 518 transitions into Broadway
Street, providing the main east-west corridor through the City
of Pearland. South Houston and the small City of Brookside
Village are located to the north of Pearland along Beltway 8.
The City of Alvin is located approximately 10 miles south at
the intersection of SH 35 and State Highway 6 (SH 6). Directly
to the east, toward I-45 along FM 518, are the neighboring
cities of League City, Friendswood, Seabrook, and Webster.
Pearland lies within the Gulf Coast ecological zone,
characterized by coastal prairies, marshlands, and wetlands.
These habitats are critical for migratory birds and other
wildlife; thus, the region has several natural areas and
amenities nearby. Some of these assets include:
• Clear Creek (along the eastern and
northern edges of Pearland);
• Armand Bayou (15 miles northeast);
• the Brazoria National Wildlife Refuge
(30 miles south); and
• Galveston Bay (20 miles east).
Population Estimates of
Nearby Cities (2023)
• Houston (2,314,147 residents)
• Pearland (127,736 residents)
• League City (116,320 residents)
• Friendswood (40,826 residents)
• Alvin (28,633 residents)
• Seabrook (13,662 residents)
• Webster (12,182 residents)
Source: U.S. Census (2024)
v i i i S E C T I O N 1 | I N T R O D U C T I O N i x
45 miles45 miles
20 miles
26 miles
6 miles
12 miles
19 miles
18 miles
Galveston BayFORT BEND
COUNTY
CHAMBERS
COUNTYWALKER
COUNTY
LIBERTY
COUNTY
MATAGORDA
COUNTY
20 miles
26 miles
6 miles
12 miles
45 miles
19 miles
18 miles
288
BRAZORIA
COUNTY
35
GALVESTON
COUNTY
6
PORT OF
HOUSTON
25 MILES
HOBBY
AIRPORT (HOU)
6 MILES
HOUSTON INTERNATIONAL
AIRPORT (IAH)
37 MILES
69 610
45
10
6945
HARRIS
COUNTY
8
8
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | I N T R O D U C T I O Nx x iOLD TOWN STUDY AREA
Historic Old Townsite
The historic Old Townsite is the heart
of the study area, centered at the
intersection of FM 518/Broadway
Street and SH 35/Main Street.
Old Townsite’s boundaries extend
from Orange Street to the north
to Walnut Street to the south, and
from Galveston Street on the east to
Austin Avenue on the west.
The original Old Townsite boundary
was expanded, adding properties
to create the OTRP’s Old Town
study area. The expanded Old Town
study area (green) and the historic
Old Townsite boundaries (orange)
are illustrated in the map Old Town
Study Area (at right).
Old Town holds a cherished place in the city’s history,
yet it faces challenges sustaining its vibrancy and
connectivity. While iconic establishments like Killen’s
BBQ, Central Texas BBQ, and Pearland Coffee Roasters
draw visitors, the area struggles with limited pedestrian
activity and a fragmented connection between its
attractions. The Pearland Old Town Revitalization Plan
(herein referred to as OTRP or the Plan) seeks to address
these challenges through targeted investments that
enhance infrastructure, foster connectivity, and create
a lively atmosphere. The revitalization effort aims to
restore Old Town as the city’s beating heart by aligning
with Pearland’s Comprehensive Plan, Zoning Ordinance
update, and other strategic studies while presenting
ideas for catalytic change. The Plan envisions a dynamic
district where residents and visitors come together to
experience a special part of Pearland, an area with rich
cultural events and unique local businesses within a
thoughtfully designed and accessible space.
x x i
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | I N T R O D U C T I O Nx i i x i i iBY THE NUMBERS
340
acres
Size of Old Town Study Area
$761,664
per acre
Assessed Value
Demographics
2,642
Residents Living in Old Town
23.6%
Old Town Residents Over the Age of 55 Years
1,286
Number of Employees Working in Old Town
52% VS. 48%
Owner- vs. Renter-Occupied Housing Units
The infographics and data below provide a high-level snapshot of key demographic trends in Old Town. This information was
gathered and compiled as part of a larger effort to establish an in-depth understanding of Old Town, its residents, and influencing
factors. For a detailed report of existing conditions—including history, natural environment, land use, zoning, transportation, utilities,
demographics, and the real estate market—refer to Appendix A: Existing Conditions Report.
White Asian Some
Other
Race
Two or
More
Races
American
Indian
and
Alaska
Native
Native
Hawaiian
and Other
Pacific
Islander
Black or
African
American
OLD TOWN
PEARLAND (AS A WHOLE)
44.1
acres
13
percent
Vacant Land in the Study Area
x i i x i i i
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Yx i v 1O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A Nx i v
EXECUTIVE SUMMARY
1
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y2 3
Envisioning a Plan
Old Town Pearland is where the City’s story begins, a historic
district with roots dating back to 1894 and a spirit that still pulses
through its modest blocks, aging buildings, and long-standing
businesses. Yet over time, as Pearland expanded and changed,
Old Town found itself frozen in place. While it remains home to
cultural landmarks and local charm, the district has struggled to
keep pace with the growth and momentum seen elsewhere in
the city.
This Plan reimagines Old Town not as a relic of the past, but as
a dynamic place for the future, where history, community, and
opportunity meet. Through a year-long process of discovery,
engagement, and bold idea-making, the Old Town Revitalization
Plan (OTRP) charts a course for restoring this historic core as
Pearland’s cultural heart, neighborhood anchor, and community
gathering place.
THE CHALLENGE
Old Town is full of contrasts: cherished institutions and
underutilized lots, walkable blocks and fragmented connections,
strong identity and outdated regulations. More than 65% of
homes are well-maintained, yet 13% of land remains vacant.
Pedestrian infrastructure exists, but gaps and barriers persist.
These realities stem from a lack of a unified long-term vision,
outdated zoning tools, and disconnected investment. At the
same time, the area is rich with opportunities: historic homes,
local businesses, legacy parks, and the passionate voices of
residents and stakeholders who believe in what Old Town can
become.
Revitalization in Old Town isn’t about rewriting the past, it’s
about removing the barriers to a future that honors its legacy
while embracing vibrancy, inclusivity, and growth.
Quick Facts:
• 20 miles from downtown Houston
• 340 acres make up the study area
• Key Corridors: SH 35/Main Street,
FM 518/Broadway Street, Walnut
Street, Grand Boulevard
• 44 retail businesses
• 34% of land (acres) is single-family
residential
• 13% of land is vacant (44.1 acres)
• Nearly 70% of buildings in Old Town
were constructed before 1980
• Roughly 48% of housing units are
renter-occupied
• The BNSF rail line bisects the study
area, with only two at-grade public
crossings
• 1,286 people work within Old Town
• 23.6% of Old Town residents are
age 55 or older
• Points of Interest: Zychlinski Park,
Hunter Park, Historic Pearland High
School, Melvin Knapp Activity Center
Goals of the Revitalization Plan
The OTRP provides a comprehensive approach
to improving Old Town’s physical, social,
environmental, and economic climate.
The fundamental goals of this Plan are:
• Creating an active, desirable district with a
strong sense of place;
• Attracting new businesses (including
Old Town businesses) that create a
robust mixture of shopping, dining,
entertainment, and service options for
residents and visitors that provide job
opportunities for a variety of skills and
salaries;
• Enhancing public spaces for arts and
cultural events that serve the existing
members of the community and draws in
visitors from around the region;
• Building a diverse population, with
residents and workers supported by
complementary diverse housing and
employment opportunities;
• Growing the local property tax base; and
• Providing amenities that support and
enhance Old Town quality of life.
The result of the planning process is this Plan, which
reflects the community’s vision and guides future
decision-making regarding growth, revitalization,
and development in Old Town.
KEY TAKEAWAYS
The Old Town Revitalization Plan is not just a compilation of
strategies; it’s a reflection of collective insight. Throughout the
planning process, five key takeaways consistently emerged as the
backbone of what Old Town needs to thrive. These themes are
more than observations; they are guideposts that shaped every
recommendation in the Plan. They represent what we heard from the
community, what we learned from on-the-ground research, and what
we believe is critical to success.
These takeaways affirm that revitalization requires balance: the past
and future must co-exist, physical upgrades must match policy shifts,
and community pride must be matched with real investment. They
speak about the need for bold leadership and incremental change.
As you read the Plan, you will see these principles woven throughout
anchoring the work in reality but pointing it firmly toward possibility.
1. Unlock Old Town’s Full Potential – Vacant land, outdated
codes, and limited investment must be addressed with tools
that support mixed-use, walkable redevelopment.
2. Embrace Walkability and Public Life – Streetscapes, public
spaces, and active transportation options are central to a
thriving downtown.
3. Protect and Evolve Neighborhoods – Infill development
and housing rehab must complement existing character
while supporting a range of incomes and lifestyles.
4. Invest in Parks and Culture – Activate Zychlinski and
Hunter Parks, connect trails, and celebrate Old Town’s
identity as a cultural district.
5. Coordinate Boldly – A long-term strategy requires
alignment among city departments, private partners, and
the community to deliver catalytic change.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y4 5
Vision Statement
Old Town Pearland
blends history,
culture, and
modern growth
with sustainable
infrastructure,
distinctive design,
walkability, and
vibrant public spaces.
Prioritizing safety,
accessibility, and
local businesses,
it thrives as
a connected,
welcoming
destination of choice
for all.
The Vision
A vision is more than words on a page; it is a shared dream for
what could be. The vision for Old Town Pearland is rooted in
memory, built on momentum, and aimed at transformation. It
imagines a district that honors its historic roots while becoming
something new: a dynamic, people-first destination that invites
connection, creativity, and community.
This vision didn’t come from individuals behind closed doors.
It was shaped by conversations on street corners, insights from
neighborhood champions, feedback from local businesses, and
dreams voiced by residents who grew up here. It paints a picture
of an Old Town that is alive with energy and purpose, a place
where you can walk your dog to the coffee shop, bring your
kids to a festival, or open a business that reflects your heritage.
A place where Pearland’s story is told not just in plaques and
street names, but in everyday moments shared in vibrant public
spaces.
The vision is clear: Old Town Pearland will be a district that is a
walkable, welcoming, and well-loved place where the community
gathers, and the city’s heart beats strong.
As the heart of Pearland, Old Town will feature:
• A mix of historic and new development
• Lively public spaces and community events
• Local businesses that reflect Pearland’s culture
• Safe, connected streets for people of all ages
• Housing choices that serve a diverse population
This is a place to remember, a place
to return to, and a place to belong.
ESTABLISH AND CULTIVATE OLD TOWN’S IDENTITY AND HOMETOWN FEEL.
Establish Old Town’s unique identity by preserving key destinations and traditions, incorporating
modern amenities, fostering a close-knit community that retains its small-town charm, and improving
aesthetics through enhanced landscaping, lighting, and infrastructure to create an inviting, visually
appealing environment that respects its character and history.
PROMOTE ECONOMIC HEALTH AND SUPPORT LOCAL BUSINESS GROWTH.
Promote sustainable economic growth by fostering diverse employment opportunities, supporting
local businesses, and creating an environment that encourages entrepreneurship, provides necessary
resources, and attracts both residents and visitors to ensure a resilient economy.
CREATE A DISTINCT OLD TOWN EXPERIENCE.
Foster a vibrant community with active public spaces that encourage social interaction and recreation,
diverse activities for day and night, and accessible housing, services, and amenities. Unique retail and
dining options support local businesses and enhance social engagement and nightlife with programs
and events, creating a dynamic space where residents and visitors can live, work, shop, and play.
ENHANCE CONNECTIVITY & ACCESS TO KEY DESTINATIONS.
Improve the transportation networks and overall accessibility, ensuring that all community members
can easily access important destinations, whether on foot, by bike, or with personal vehicles.
FOSTER NEIGHBORHOOD HEALTH AND QUALITY OF LIFE.
Ensure a high quality of life by implementing policies providing access to quality healthcare
and safety resources, fostering community involvement to strengthen vibrant, well-maintained
neighborhoods, and maintaining sustainable infrastructure prioritizing public health, safety, welfare,
and aesthetics.
The Values
Behind every decision in the Plan lies a set of core values unifying ideas that define what we build and why we build it. These values
were formed through listening, learning, and reflecting on what matters to the people of Pearland. They are the principles that ensure
revitalization is not just about infrastructure or economic development, but about equity, quality of life, and long-term stewardship.
Each value is a promise:
• To protect Old Town’s character while making room for growth.
• To place people and experiences at the center of design.
• To create access and opportunity for all, not just some.
• To build a place that supports small businesses and big dreams.
• To ensure that Old Town remains resilient, adaptive, and proud.
As the City moves from planning to implementation, these values will continue to serve as a compass guiding decisions, evaluating
progress, and keeping the vision grounded in the aspirations of the people it’s meant to serve.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y6 7THE PLANNING PROCESS
The creation of this Plan was not a top-down directive. It was a year-long collaborative journey that brought together residents,
business owners, city staff, civic leaders, and community partners to shape a shared vision for Old Town. The planning process was
designed to be transparent, inclusive, and iterative, ensuring that every phase built upon the last and that the final product reflected
local needs and ambitions.
The process was organized into five phases:
1. Discover – Establishing a baseline understanding of existing conditions.
2. Engage – Listening to the community and identifying opportunities.
3. Plan – Crafting concepts, strategies, and a shared vision.
4. Refine – Testing ideas, responding to feedback, and strengthening recommendations.
5. Implement – Creating a tactical roadmap for near- and long-term action.
From stakeholder meetings to site walks, open houses to zoning code reviews, the process was grounded in real places and real
voices. It balanced data with dialogue, aspirations with analysis. And at each turn, it asked a fundamental question: How do we create
a district that serves both today’s residents and tomorrow’s future?
List of Relevant & Past Plans
• FM 518/Broadway Street & Walnut Street
One-Way Pair Study (In Progress)
• Comprehensive Plan 2040 (2024)
• Cultural Arts Master Plan (2024)
• Pearland Prosperity Strategic Plan (2024 & 2019)
• Multimodal Master Plan (2021)
• Parks, Recreation, & Open Space Master Plan
(2020)
• Broadway Street, Corridor Development Plan
SH 288 to SH 35 (2020)
• SH 35 Corridor Redevelopment Strategy (2016)
• Trail Master Plan (2007)
• Old Townsite Redevelopment Plan (2005)
How to Use this Plan
This Plan provides a broad policy foundation to guide
future growth and reinvestment in Old Town, serving as a
dynamic framework that adapts to emerging challenges
and opportunities. Building on the vision and initiatives
outlined in the Comprehensive Plan 2040 (2024)
and Pearland Prosperity Strategic Plan (2024), the
OTRP offers policy guidance for elected and appointed
officials in addressing long-term needs, supports City
staff in making informed decisions on development
and redevelopment, and communicates priorities and
expectations to residents, property and business owners,
and developers. Additionally, the Plan establishes a clear
implementation strategy to advance the community’s
vision for Old Town.
The Plan is designed to organize information into different
levels, each serving a specific purpose to guide decisions.
This hierarchy ensures all decisions align with the
community's vision and priorities. Here's a breakdown of
the hierarchy:
• Vision—An aspirational statement reflecting the
community's shared desires for the future of Old
Town.
• Key Issues—Specific topics or functional areas
where efforts and resources should be focused to
reinforce the vision.
• Goals—Key targets, outcomes, or objectives that
support the intent of each value.
• Strategies—Recommendations and tactics for
implementing the goals in daily decision-making
to achieve the vision and address key issues.
• Actions—Short-term, mid-term, and long-
term steps necessary to advance the goals and
strategies including a lead implementor, timeline,
opinions of probable costs, and potential funding
sources.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y8 9ENGAGEMENT & OUTREACH
The goals of the Old Town Pearland Revitalization Plan (OTRP) were established through collaboration with multiple advisory
committees, including the Stakeholder Committee, Technical Committee, and Planning Team. These committees provided expertise,
guidance, and technical assistance, helping the Plan accurately reflect the community’s interests and priorities. The committees met
regularly to brainstorm ideas, review planning products, and prioritize actions.
The public survey was conducted over two months to gather feedback from residents, business owners, and stakeholders about
their vision and priorities for the historic Old Town district and surrounding neighborhoods and corridors. Over 2,880 respondents
participated. Key priorities included preserving Old Town’s historical charm, providing sustainable infrastructure, encouraging unique
economic development, and enhancing public spaces and experiences.
There were over 12 pop-up events hosted in the community, two public open houses, two virtual open houses hosted during the
process to raise awareness and gather input on Plan priorities, goals, and recommendations. In total, the OTRP reached over
67,00 individuals during the plan development process, and meaningfully engaged with more than 11,200 residents who ultimately
had a hand in determining the direction of the Plan’s recommendations. Engagement via the project’s website, the City’s social media
platforms, and local publishing/media outlets like the Community Impact Newspaper gathered more than 55,800 impressions and
touched a much broader community with project updates and information.55,800+ IMPRESSIONS
via website, social media platforms,
and local publishing outlets
2,880+ RESPONDENTS
participated in the public survey
11,200+ RESIDENTS
meaningfully engaged
in the planning process
Engagement Timeline
2024
June 17 – Project Kickoff
July 16 to 17 – Site Visit & Neighborhood Assessment
August 17 – Old Pearland Farmers Market
August 20 – Visioning Workshop & Bus Tour
August 30 – Pearland Public Library
September 21 – Old Pearland Farmers Market
October 1 to 3 – Planning & Design Workshop
October 2 – Public Open House #1
August 7 to October 4 – Online Public Survey
*2,880 responses were received!
October 19 – Fall Festival
October 24 – Trunk or Treat
November 2 – Outdoors for All
October 18 to December 30 – Virtual Open House
November 13 – Pearland Prosperity Presentation
November 16 – Old Pearland Farmers Market
December 6 – Hometown Christmas Festival
2025
March 10 – Joint Leadership Work Session #1
March 11 – Pearland Prosperity Presentation
March 11 – Open House #2
March 18 to April 1 – Virtual Open House
April 29 – Pearland Grand Arts & Eats Festival
June to July – Draft Plan Review Period
June 30 – Joint Leadership Work Session #2
September 2 - Presentation to Planning & Zoning Commission
September 22 – Public Hearing & Adoption by City Council
What We Heard
We want a place to gather,
not just drive through.
Old Town has so much
character—we just need to
bring it back to life.
Let’s make it easier for local
businesses to thrive here.
Parks and trails are great,
but we need connections
between them.
Broadway should feel like
Main Street—not a highway.
* Collected from focus groups, workshops, and online surveys.
“
”
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y1 0 1 1THE PLAN FRAMEWORKS To bring the vision of Old Town to life, this Plan is organized around five interconnected frameworks.
Together, they form a comprehensive approach that blends zoning and land use reform, placemaking,
mobility, infrastructure investment, and redevelopment. Each framework supports and reinforces the
others, ensuring that change is more than physical, but experiential and sustainable.
1 0 1 1
ACTIVE
TRANSPORTATION
Land Use & Character
At the heart of revitalization is the question of what is possible
and allowed. Old Town’s existing zoning code, while created
with good intentions, has become misaligned with the district’s
potential. It unintentionally prioritizes auto-oriented uses and
limits the organic, mixed-use character that defines thriving
neighborhoods and districts.
This framework employs zoning as a tool to encourage small
businesses, local restaurants, walk-up retail, upstairs housing,
and infill development that respects Old Town’s scale and
history. It calls for streamlined approvals, reduced barriers for
local entrepreneurs, and form-based elements that shape a
consistent, human-centered public realm.
PARKINGVEHICULAR
TRANSPORTATION
Utilities & Infrastructure
Beneath the surface, revitalization requires a foundation of
reliable, modern infrastructure. Over the last twenty years,
over $115 million has been dedicated to updating many of
Old Town’s underground systems; water, sewer, drainage, and
electric infrastructure to address aging and increase capacity
to accommodate new growth. The City has plans to continue
investing here and in key target areas, as identified by this Plan.
This framework provides a roadmap for strategic investment. It
identifies where upgrades are needed to unlock development,
mitigate flooding, or improve resiliency. Just as buildings and
streets define the visible experience of Old Town, infrastructure
defines its functionality and its readiness for the future.
Placemaking & Public Spaces
Places thrive when people feel welcomed, connected, and
inspired. Today, Old Town has parks and public spaces, but
they lack the programming, design, and amenities to be
true centers of community life.
This framework focuses on transformation through
activation. It includes flexible plazas for markets and
festivals, shade trees and benches for gathering, playful
art installations, and a network of small but meaningful
public spaces stitched together by walkable blocks. Here,
placemaking isn’t an add-on, it’s the soul of revitalization,
creating reasons for people to return.
Development & Redevelopment
Change rarely happens by chance, it must be cultivated. Old
Town has many opportunity sites, but fragmented ownership,
outdated entitlements, and financial constraints have stalled
reinvestment.
This framework identifies catalyst parcels, assembles a toolkit
for infill and adaptive reuse, and outlines how public-private
partnerships (P3s) can bring key sites to life. It includes
incentives for small-scale housing, policies for land banking,
and actions to support local developers and businesses. It’s a
framework not just for what to build, but how to build it in a
way that reflects local character and community benefit.
Mobility & Connectivity
For Old Town to succeed, it must be easy to reach and
enjoyable to navigate on foot, by bike, or by car. The area’s
compact grid is a strength, while gaps in sidewalks, lack of
crossings, and fast-moving traffic undermine its potential as
a walkable district.
This framework reclaims the street as a public space. It
introduces safer crosswalks, slower traffic zones, widened
sidewalks, bike routes, and clear connections between
neighborhoods and destinations. Streets like Broadway and
Main are reimagined not just as corridors for vehicles, but as
civic spaces where movement and placemaking coexist.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y1 2 1 3THE BIG IDEAS
DEPOT DISTRICT THE GRAND LINK
SOUTH JUNCTION SENDER’S SQUARE
Within each framework lives a set of strategies.
But to elevate those strategies into something
tangible—something inspiring—the Plan
introduces five Big Ideas. These are bold, visible
concepts designed to catalyze momentum,
unite public and private effort, and demonstrate
what’s possible when vision and action align.
1 2 1 3
BROADWAY STREET REALIGNMENT
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y1 4 1 5
Flex-Tech
Business Park
Boardwalk
Restaurants
Co-Working
Offices &
Business
Incubator
Welcome Center
& Event Space
Performance
Lawn
Relocated
Train Depot
Pedestrian
Overpass
Controlled BNSF
Rail Access
Eat-ertainment
Venue / Brewery
DEPOT DISTRICT:
A LIVING LEGACY
Centered around the original train
depot, the Depot District is Old Town’s
opportunity to reconnect with its
roots. Once a bustling hub of rail and
commerce, today it is poised to become
a civic and cultural anchor, home
to festivals, local art, and everyday
gatherings.
This Big Idea imagines the area as a
living museum and marketplace, where
the architecture honors the past, but the
energy is fresh and forward-thinking. It
could host farmers markets under string
lights, outdoor concerts near historic
markers, and serve as a front porch for
Pearland’s identity.
BIG IDEA 1: THE DEPOT DISTRICT BIG IDEA 2: THE GRAND LINK
THE GRAND LINK: A GREEN THREAD OF CONNECTION
The Grand Link transforms a disconnected set of parks, paths, and
streets into a continuous green corridor, a ribbon of walkability and
charm that ties the district together. It connects Zychlinski Park to Hunter
Park and trails beyond, weaving through quiet streets and civic spaces.
More than a trail, it’s a framework for a cultural hub. Residents can walk
from their front porch to a community concert, a youth sports game, or a
food truck rally without ever getting in a car. Grand Boulevard links more
than parks, it connects people, ideas, and memories.
C
C
B
BA
GRAND BOULEVARD
ACTIVATED AS
FESTIVAL STREET
N
G
R
A
N
D
B
L
V
D
E BROADWAY ST
FIRST UNITED
METHODIST
CHURCH
GATEWAY
MONUMENTS
ZYCHLINSKI
PARK
E JASMINE ST
SECTION B: PARKING STREET
JASMINE STREET TO PLUM STREET &
BROADWAY STREET TO PEAR STREET
SECTION C: LANDSCAPED MEDIAN STREET
PLUM STREET TO ORANGE STREET &
PEAR STREET TO WALNUT STREET
SECTION A: FESTIVAL STREET
BROADWAY STREET TO JASMINE STREET
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y1 6 1 7
SENDER’S SQUARE: INFILL AS OPPORTUNITY
Sender’s Square represents one of Old Town’s most promising opportunities for targeted infill development. Located near the
southeastern portion of the district, this area includes a collection of vacant and underutilized parcels ideally positioned for new
investment that respects Old Town’s scale while introducing much-needed housing and commercial space.
Rather than a single, standalone project, Sender’s Square envisions a coordinated development zone, one that could accommodate
a mix of townhomes, upper-story residential units, live-work spaces, or small-format commercial buildings. The framework supports
development that is compact, walkable, and consistent with the traditional street grid that gives Old Town its character.
BROADWAY STREET:
A CORRIDOR REALIGNED
Broadway Street is more than a road, it is the spine of Old Town.
But today, it functions more like a barrier than a connector.
Fast-moving traffic, wide intersections, and limited pedestrian
infrastructure create an environment that prioritizes speed over
experience. For Old Town to truly thrive, Broadway Street must
evolve into a people-first corridor, a true localized pedestrian-
oriented, Main Street-like corridor that supports walking, biking,
and gathering alongside local commerce and everyday life.
TrailLive Work
Play
Mixed
Use
Post
Office
Existing
Grove
Existing
Grove
Flexible
Play
Fields
Flexible
Play
Fields
PlaygroundPlayground
PickleballPickleball
BIG IDEA 3: SENDER’S SQUARE BIG IDEA 4: BROADWAY STREET REALIGNMENT
PHASE 1 | THE FOUNDATION - WALNUT STREET RECONSTRUCTION
WALNUT STREET / PROPOSED FM 518
The Plan envisions Broadway Street as a vibrant, mixed-use corridor framed by buildings that engage the street and sidewalks that
invite people to linger. This transformation requires more than design, it demands coordination, sequencing, and readiness. The first
critical step is the full reconstruction of Walnut Street.
Walnut Street currently functions as a vital east-west connector and relief route for Broadway Street. Expanding and updating Walnut
Street to modern standards, with improved pavement, drainage, and pedestrian amenities, creates the capacity needed to temporarily
divert traffic and provide access during the future Broadway Street transformation. Without this foundational investment, major
improvements along Broadway Street would risk disruption without clear alternatives for movement, safety, and commerce.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 1 | E X E C U T I V E S U M M A R Y1 8 1 9
Game Yard
Food Truck
Park
Redevelop to
Restaurant or
Entertainment
Venue with Stage
& Lawn
LawnLawn
Stage
Neighborhood
Pocket Park
New Entertainment
Venue with
Large Outdoor
Experience
Enhanced Paving
Festival Street
Enhanced Paving
Festival Street
SOUTH JUNCTION:
SMALL MOVES, BIG IMPACT
Rather than large-scale new construction,
South Junction’s future lies in the reuse
of existing buildings, strategic infill on
overlooked parcels, and the creation of
smaller-scale spaces that feel personal,
adaptable, and authentically local. It’s
a place where an old warehouse could
become a maker studio or brewery, a vacant
lot could host a neighborhood garden or
small patio café, and a block of modest
storefronts could be reimagined as a hub
for artisans, creatives, or community-serving
businesses.
Public space here is not meant to draw
crowds from across the city or region, it
is designed for Old Town itself. Shaded
courtyards, pocket greens, and casual
gathering nooks can support food pop-
ups, neighborhood art walks, or Saturday
morning coffee meetups. It is a backdrop for
everyday life, not just special events.
PHASE 2 | THE TRANSFORMATION - BROADWAY STREET REDESIGN
BROADWAY STREET REALIGNED FOR OLD TOWN
BROADWAY STREET (2024)
Image Credit: Valley Transportation Authority
RAISED
INTERSECTION
LANCASTER BOULEVARD,
CALIFORNIA
Once Walnut is reconstructed, Broadway’s redesign can proceed with confidence, allowing for lane narrowing, on-street parking,
widened sidewalks, safe crossings, and new landscape features. Together, these corridors will define the new character of Old Town:
accessible, welcoming, and unmistakably local. By planning ahead and investing in infrastructure strategically, Pearland can reclaim
Broadway not just as a thoroughfare, but as the civic heart of a revitalized Old Town District.
Old Town’s realigned Broadway Street is about reconnecting the district to itself, to its neighborhoods, and to its future.
BIG IDEA 5: SOUTH JUNCTION
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 2 | I N T R O D U C T I O N2 0 2 1
INTRODUCTION
2 0 2 1
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 2 | I N T R O D U C T I O N2 2 2 3
About the Plan
The Pearland Old Town Revitalization Plan (OTRP) is a bold
initiative to transform Old Town Pearland into a vibrant, walkable
destination that supports economic growth, community
engagement, and sustainable development. Building on past
planning efforts, the Plan focuses on actionable strategies and
clear implementation steps to enhance Old Town’s character and
functionality. By revitalizing this historic district, the Plan seeks
to create a place where everyone can live, work, and enjoy life.
It is meant to be a special place where the community gathers
to remember its cultural roots, a destination for fun events
and celebrations, and a place to work and make meaningful
connections and memories.
Guided by a community-driven vision and stakeholder input,
including residents, property and business owners, and city
advisory groups, the Plan seeks to create a destination for
people of all ages to enjoy. Key elements include promoting
local businesses, enhancing public spaces, incorporating green
areas, and improving infrastructure to connect residents and
visitors with Pearland’s cultural and historical assets.
The OTRP addresses critical topics such as land use, urban
design standards, building vacancy solutions, utilization of
city-owned properties, infrastructure upgrades, and travel
and parking accommodations. It also emphasizes walkability,
mixed-use development, and public realm enhancements to
differentiate and support Old Town’s revitalization efforts.
This initiative represents a long-term commitment to preserving
Old Town’s heritage while embracing its future potential. It
positions Old Town as the heart of Pearland and a regional
destination for shopping, dining, and recreation. The OTRP
seeks to create a more equitable community, bolster the local
economy, and safeguard resources, ensuring a long-term,
resilient asset for Pearland and its residents.
Goals of the Revitalization Plan
The OTRP provides a comprehensive approach to
improving Old Town’s physical, social, environmental,
and economic climate.
The fundamental goals of this Plan are:
• Creating an active, desirable district with a
strong sense of place;
• Attracting new businesses (including Old
Town businesses) that create a robust mixture
of shopping, dining, entertainment, and
service options for residents and visitors that
provide job opportunities for a variety of
skills and salaries;
• Enhancing public spaces for arts and cultural
events that serve the existing members of
the community and draws in visitors from
around the region;
• Building a diverse population, with residents
and workers supported by complementary
diverse housing and employment
opportunities;
• Growing the local property tax base; and
• Providing amenities that support and
enhance Old Town living and quality of life.
The result of the planning process is this Plan, which
reflects the community’s vision and guides future
decision-making regarding growth, revitalization, and
development in Old Town.
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 2 | I N T R O D U C T I O N2 4 2 5
How to Use this Plan
This Plan provides a broad policy foundation to guide
future growth and reinvestment in Old Town, serving as a
dynamic framework that adapts to emerging challenges and
opportunities. Building on the vision and initiatives outlined in
the Comprehensive Plan 2040 (2024) and Pearland Prosperity
Strategic Plan (2024), the OTRP offers policy guidance for
elected and appointed officials in addressing long-term
needs, supports City staff in making informed decisions on
development and redevelopment, and communicates priorities
and expectations to residents, property and business owners,
and developers. Additionally, the Plan establishes a clear
implementation strategy to advance the community’s vision for
Old Town.
The Plan is designed to organize information into different
levels, each serving a specific purpose to guide decisions. This
hierarchy ensures all decisions align with the community's vision
and priorities. Here's a breakdown of the hierarchy:
• Vision—An aspirational statement reflecting the
community's shared desires for the future of Old Town.
• Key Issues—Specific topics or functional areas where
efforts and resources should be focused to reinforce
the vision.
• Goals—Key targets, outcomes, or objectives that
support the intent of each value.
• Strategies—Recommendations and tactics for
implementing the goals in daily decision-making to
achieve the vision and address key issues.
• Actions—Short-term, mid-term, and long-term
steps necessary to advance the goals and strategies
including a lead implementor, timeline, opinions of
probable costs, and potential funding sources.
Planning Process
The OTRP was developed over 13 months and consisted of five
primary phases:
1. Discover—Established a baseline understanding of Old
Town. Assessed the study area’s existing physical, economic,
demographic, regulatory, and operational conditions.
Reference Appendix A for more information.
2. Engage—Identified issues and opportunities facing Old
Town and formulated a clear vision for the future. Appendix
B summarizes stakeholder and public engagement and
documents all input received throughout the planning
process.
3. Plan—Developed alternative concepts, policies, and
programs and prepared draft recommendations for
this document. Recommendations address land use,
transportation, parking, utilities, public infrastructure, historic
preservation, safety, placemaking, and more. Appendix
C provides a detailed analysis of the City’s current Zoning
Ordinance, including recommendations to direct the future
growth, develop character, and district functionality.
4. Refine—Verified that all concerns and comments were
addressed. The draft Plan was presented to leadership,
elected officials, and the public for review and feedback.
5. Implement—Created a step-by-step roadmap for the future
of Old Town, developing specific strategies and tasks to
ensure the Plan is achieved day-by-day over the next 10 to 20
years.
Public engagement efforts began at the Plan’s kickoff and will continue
well after the Plan is adopted, refer to the graphic below. Community
support is critical for realization and successful implementation as
revitalization efforts begin.
When reading the Plan's recommended strategies, refer to
Section 4, Vision for an overview of the community engagement
process and findings that led to the established vision for
Old Town. Each recommendation framework includes the key
issues and goals identified during the planning process. The
recommendation framework maps illustrate the strategies
outlined in Section 5, Implementation, accompanied by
a narrative describing the intent and actions necessary for
successful implementation.
When using this Plan to guide decisions about Old Town,
City staff members and leaders should focus on its intent.
Opportunities, like new programs or developments, may arise
that boost the study area’s vibrancy but do not fully align with
every detail of the Plan (e.g., a project might not wholly match
the Future Land Use Framework). In such cases, decision-makers
should remain flexible when applying the Plan and evaluating
proposals.
Example considerations include:
• Does this proposal fit and/or expand upon the defined
market niche?
• Does this proposal help achieve the stated vision,
values, goals, or strategies?
• Does this proposal align with the intent of this Plan and
any new opportunities that may have developed since
its adoption?
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 2 | I N T R O D U C T I O N2 6 2 7
ROLES & RESPONSIBILITIES
The goals of the Plan were established and verified consistently
via collaboration with multiple advisory committees, including
a Stakeholder Committee, a Technical Committee (local agency
staff), and a Planning Team (consultants). These advisory
committees provided expertise, guidance, technical resources,
and assistance in developing a strategic implementation
and investment plan to achieve the vision and goals for the
revitalization of Old Town.
Stakeholder Committee (SC)—The 46-person SC included
local and regional leaders, stakeholders, and community
representatives from various interest groups and organizations
within the community. SC members played a central role in
public outreach and championing the Plan, meeting four times
to brainstorm ideas, provide direction to the Planning Team,
review planning products, and prioritize actions.
Technical Committee (TC)—The TC, comprised of staff and
professionals from various City departments with on-the-ground
knowledge of Pearland’s current state and plans, supported the
Planning Team when local resources or expertise were needed.
The TC met four times during the process and guided the
deliverables to be consistent with Old Town and surrounding
areas’ goals, priorities, and requirements.
Planning Team—The Planning Team (i.e., Olsson, Baxter
Woodman, and CDS) collaborated with City staff members
to prepare for meetings and public outreach events. The
Planning Team prepared OTRP sections, including the Existing
Conditions Report (Appendix A), vision and goals (Section
4, Vision), revitalization strategies, and ultimately, the Big
Idea Programming and assessments and implementation plan
(Section 5, Implementation), which identifies key projects for
implementation and funding resources.
PLAN ORGANIZATION
The Plan is organized into four sections and three appendices,
detailed as follows:
Introduction—This section introduces the Plan, including its
purpose and timeline, and the expanded Old Town planning
area (herein referred to as Old Town or the study area).
Discovery—Evaluating and analyzing existing conditions, the
market, existing planning efforts, and other forces established
a detailed understanding of the study area. This section
summarizes the findings from the analysis and what we heard
during engagement efforts that guided the development of
the framework recommendations. Frameworks for land use,
placemaking & public spaces, mobility & connectivity, utilities
& infrastructure (water, sewer, drainage, and electric), and
development & redevelopment opportunities are included.
Vision—This section outlines Old Town’s desired future.
Discovery includes a vision statement, big ideas, and themes
the community agreed upon through exercises and surveys. The
vision is the foundation for the recommendations outlined in the
next section.
Implementation—The Implementation section outlines clear
strategies and actions to guide progress toward realizing the
community’s established vision. This includes identifying lead
implementor, timeline, opinions of probable costs, and potential
funding sources for each recommended strategy.
Appendix A: Existing Conditions Report—This supplemental
report provides a detailed assessment of the study area’s history
and regional significance, including an evaluation of its current
transportation, demographic, market, land use, and character
conditions.
Appendix B: Public Engagement Report—Summarizes the
input received from the community throughout the process, both
in-person and online. All comments received are transcribed and
available in this appendix.
Appendix C: UDC Analysis & Recommendations— Provides a
zoning code analysis and targeted recommendations to support
revitalization, guide development, and establish the desired
character of Old Town.
Appendix D: Implementation Action Plan — The
Implementation Action Plan describes how the policies and
actions in the OTRP Plan should be carried out. It provides
recommendations for administering the planning process and
enhancing linkages between the OTRP Plan, PEDC Strategic
Plan, and the Capital Improvement Program (CIP).
PUBLIC ENGAGEMENT
Public outreach was important throughout the planning process,
as public input helped shape and enhance the Plan. Outreach
educates residents and other community members about the
planning process, related community goals, policies, and how they
can be involved. Public engagement was undertaken to inform,
educate, solicit input, and build support for Plan implementation.
• Advisory Committee Meetings: These working sessions,
conducted by the Stakeholder Committee (SC) and
Technical Committee (TC), provided opportunities for
discussion with the Planning Team and presentations
on specific topics. Outside meetings, the Advisory
Committee championed the planning effort and
encouraged community members to share their ideas.
• Public Participation Plan: Developed with input from
the TC, this community engagement strategy enabled
residents, public and private agencies, community
organizations, local businesses, and educational
institutions to come together and work toward a shared
vision for a vibrant Old Town. Public engagement
occurred early and consistently throughout the process,
encouraging participation via a variety of in-person and
digital approaches.
• Open House Events (2): Two in-person public open
house events were hosted to educate the community,
gather input, gauge reactions to information and ideas,
and review the draft recommendations. Each open house
was also hosted online in a virtual setting to gather
additional feedback from those unable to attend the in-
person events.
• Workshops: These sessions solicited ideas on various
planning topics and feedback on proposed concepts.
The public workshop, design charrette, and focused
discussions were interactive, with participation from the
public, SC, and TC members.
• Interviews and Focus Groups: During scheduled
interviews and community events, one-on-one
conversations with council members, interested residents,
SC, and TC members occurred. These meetings provided
detailed information, and feasibility analysis and further
refined the Plan’s recommendations.
• Engagement Techniques: Various public engagement
techniques, such as social media, traditional news media,
email blasts, online forums, surveys, and information
available to local organizations, were used to engage a
broader range of participants.
• Interactive Web Presence: The project website provided
event updates, meeting notices, and other program
information. The City of Pearland and PEDC also posted
information on their respective websites, providing links
to the official project website and virtual open houses for
awareness and input.
Refer to Section 3, Vision (Page 79), for the vision statement and
themes resulting from the engagement process. Refer to
Appendix B: Public Engagement Report for all events and
documented responses.
Engagement Timeline
2024
June 17 – Project Kickoff
July 16 to 17 – Site Visit & Neighborhood Assessment
August 17 – Old Pearland Farmers Market
August 20 – Visioning Workshop & Bus Tour
August 30 – Pearland Public Library
September 21 – Old Pearland Farmers Market
October 1 to 3 – Planning & Design Workshop
October 2 – Public Open House #1
August 7 to October 4 – Online Public Survey
*2,880 responses were received!
October 19 – Fall Festival
October 24 – Trunk or Treat
November 2 – Outdoors for All
October 18 to December 30 – Virtual Open House
November 13 – Pearland Prosperity Presentation
November 16 – Old Pearland Farmers Market
December 6 – Hometown Christmas Festival
2025
March 10 – Joint Leadership Work Session #1
March 11 – Pearland Prosperity Presentation
March 11 – Open House #2
March 18 to April 1 – Virtual Open House
April 29 – Pearland Grand Arts & Eats Festival
June to July – Draft Plan Review Period
June 30 – Joint Leadership Work Session #2
July 7 - Presentation to Planning & Zoning Commission
July 28 – Public Hearing
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Old Town History
Old Town is the origin story of Pearland’s evolution from
a small agricultural community to the bustling city it is
today. Its history dates to 1894, when the Gulf, Colorado,
and Santa Fe Railway Company officially laid out the
town’s plan. This development established Pearland as a
significant stop along the railway, spurring early settlement
and economic activity in the region.
As the years progressed, Old Town played a central role
in Pearland’s growth and cultural development. Landmark
buildings, such as the First United Methodist Church,
established in 1917, and the Pearland School, built in
1937, became cornerstones of the community, fostering
a sense of identity and place. The historic train depot,
a relic of Pearland’s early railway days, and the active
railway through Old Town are enduring reminders of the
City’s rich rail heritage. These cultural sites tell the story of
Pearland’s past and provide a foundation for current efforts
to revitalize Old Town.
Historic Assets & Points of Interest
• Zychlinski Park (1894)
• Train Depot, original site (1900)
• Long Family House (1910)
• Palmer Family House (1910)
• First United Methodist Church (1917)
• Pearland High School (1937)
• Hunter Park (2008)
1892
Witold von Zychlinski, a
man of Polish nobility,
bought 2,560 acres of
land surrounding the
Mark Belt outpost and
Santa Fe rail line known
as the Old Townsite.
1894
Zychlinski platted the original townsite on
September 26, 1894, filing the plat with the
Brazoria County courthouse and naming
several streets that remain there today.
1883
A post office was
established before the
community was platted.
1895
The Southern Homestead Company
began promoting Pearland’s fertile land,
attracting people from the Midwest. A
business district was established at the
current intersection of Main Street and East
Broadway Street, in the heart of Old Town.
1900
Pearland experienced disaster in the
catastrophic Galveston hurricane of 1900, which
destroyed nearly all of early Pearland, killed
almost three-quarters of the population, and
drastically impacted farmers’ ability to grow
oranges, pears, strawberries, and other staples.
1912
A high school was constructed in
1912, and infrastructure development
occurred, connecting Pearland to
surrounding communities.
1934
New economies
arose once again
when oil was
discovered nearby.
1959
Population growth, land
expansion, and economic
development occurred over the
next several decades, and in
1959, Pearland was incorporated. 2009
The renovated
depot
served as the
location of
the Chamber
of Commerce
offices until
2009, when
the chamber
moved to a
new location.
1980
The historic train
depot (originally
located in Old
Town) closed, and
was later moved
off site.
1987
City Hall also
moved from Old
Townsite, and
relocated to Liberty
Drive alongside the
train depot.
[New] Old Town Revitalization
Plan is adopted and
implementation begins.
2025
The Cultural Arts Master Plan
and Comprehensive Plan
update are adopted.
2024
2005
[First] Old
Townsite
Redevelopment
Plan is drafted.
1915
Disaster again impeded the
City’s growth when another
hurricane hit and destroyed
most of the community’s
fruit trees.
1918
In 1918, a devastating
freeze followed, further
compromising the local
farming industry.
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Past & Relevant Plans
This OTRP is not the first strategic plan highlighting the area
and its corridors; there are other plans and studies that serve as
the foundation and justification for this planning effort. Many
of these plans, though older, hold long established visions and
plans that still ring true.
COMPREHENSIVE PLAN 2040 [2024]
The Pearland Comprehensive Plan 2040 identifies six
catalyst sites with potential for development and short-term
revitalization, including Greater Old Town (as it is referred to in
the plan). The plan highlights Old Town’s potential to become a
vibrant, walkable destination enriched by its historic structures
and diverse land uses. Public outreach for the Comprehensive
Plan emphasized the community’s desire for more event spaces,
compact housing, and gathering areas, establishing a more
community-oriented destination.
The Greater Old Town catalyst site was designated as an area
with significant potential for future development and a strategic
focus in the Comprehensive Plan. The plan outlines strategies
to enhance the area’s identity and attractiveness, including
integrating branding standards and leveraging the area’s existing
character. The catalyst site includes a mixture of existing uses
and undeveloped land, making it a prime location for targeted
investments and development initiatives. The information
regarding Greater Old Town in the current Comprehensive Plan
was considered in the foundation of the Old Town Revitalization
Plan.
Note: The study area boundaries of the current Old Town
Revitalization Plan differ from those referred to in the
Comprehensive Plan 2040.
List of Relevant & Past Plans
• FM 518/Broadway Street & Walnut Street
One-Way Pair Study (In Progress)
• Comprehensive Plan 2040 (2024)
• Cultural Arts Master Plan (2024)
• Pearland Prosperity Strategic Plan (2024 & 2019)
• Multimodal Master Plan (2021)
• Parks, Recreation, & Open Space Master Plan
(2020)
• Broadway Street, Corridor Development Plan
SH 288 to SH 35 (2020)
• SH 35 Corridor Redevelopment Strategy (2016)
• Trail Master Plan (2007)
• Old Townsite Redevelopment Plan (2005)
CULTURAL ARTS MASTER PLAN [2024]
The Pearland Cultural Arts Master Plan addresses Old Town’s
revitalization and cultural enhancement by proposing its
development into a designated cultural district. This plan
emphasizes leveraging Old Town’s historic and geographic
significance within Pearland to create a vibrant, walkable area as
a hub for arts, culture, and community events. The plan suggests
promoting and incentivizing the establishment of arts-related
businesses, performance venues, and culinary spaces to attract
residents and visitors, thereby enriching the cultural fabric of Old
Town.
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. The plan highlights the importance of integrating
Old Townsite into the broader cultural and tourism strategies.
It proposes exploring a Texas Cultural District designation for
Old Town through the Texas Commission on the Arts, which
would formally recognize the area’s cultural significance and
potentially unlock additional funding and resources for its
development. The plan also advocates for coordinating Old
Town’s revitalization efforts with ongoing city projects, ensuring
the district becomes a key destination and focal point within
Pearland’s cultural landscape.
PEARLAND PROSPERITY STRATEGIC PLAN [2024]
The 2024 Pearland Prosperity Strategic Plan emphasizes the
revitalization of Old Town as a critical initiative. Despite its
historical significance as the original town plat for Pearland
in 1894, Old Townsite does not feature a traditional historic
downtown. Still, it offers a walkable street grid with small lot
sizes, which is rare in Pearland today. The cultural and symbolic
importance of the area is recognized, and strategies aim to
enhance its quality of place, attract jobs, and retain talent.
Given the fragmented ownership and small lot sizes, full-scale
redevelopment is challenging and will likely require long-term
public sector involvement for financial, staff, and technical
support.
Strategic recommendations for revitalizing Old Town include
continuing infrastructure improvements, leveraging new
residential developments, and identifying a design solution
for FM 518/Broadway Street to enhance walkability. The plan
proposed developing an area master plan for Old Town that
includes a market analysis and considers regulatory frameworks,
public infrastructure investments, and incentives to encourage
private sector redevelopment. A new staff position dedicated
to supporting redevelopment efforts was also identified.
Strategies include pursuing public-private partnerships to
harness momentum from recent developments, such as the
Sullivan Brothers’ Row Houses and Bungalows residential
development, which is expected to spur further walkable, mixed-
use developments. The goal is to create a unique entertainment
destination that offers different activities, dining, shopping, and
cultural experiences that distinguish it from nearby areas.
MULTIMODAL MASTER PLAN [2021]
The Pearland Multimodal Master Plan emphasizes the
importance of Old Town by proposing enhancements that
focus on improving connectivity and pedestrian safety to key
destinations such as schools, parks, and commercial/retail
centers. Phase I (2020-2025) of the plan focuses on improving
pedestrian infrastructure along Mykawa Road. The plan includes
the addition of a 10-foot-wide sidewalk on one side of the
road. During Phase 2 (2025-2030) of the plan, Broadway Street,
running east to west, is set to undergo significant improvements,
particularly with the construction of 10-foot-wide sidewalks on
both sides of the street, extending to the train tracks. In Phase
3 (2030-2035), the plan continues to extend the construction
further along Broadway Street to Old Alvin Street.
The plan proposes integrating Old Town into a broader network
of recreational trails and pedestrian pathways, connecting the
area to other parts of Pearland and the greater region. A new
trailhead was proposed at Hunter Park, and a trail connection
through the park to the Town Ditch Trail would establish a
regional link from Old Town to the Clear Lake Trail system
and beyond. Additionally, the plan restates the 2007 Trail
Master Plan recommendation for trails throughout Old Town—
specifically along Grand Boulevard and the train tracks south of
Orange Street to tie into Mary’s Creek Trail.
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PARKS, RECREATION, AND OPEN SPACE MASTER PLAN [2020]
The Parks, Recreation, and Open Space Master Plan addresses the enhancement of Old Town by proposing significant improvements
to existing parks so that assets are maintained and can better serve the community. The plan outlines the need for landscape site work
enhancement at Hunter Park to improve its usability and appeal. This includes adding green spaces, pathways, and flexible facilities
to serve both passive and active recreational needs. The plan identifies the need for specific upgrades to maintain Zychlinski Park’s
relevance and usability, including improved lighting to provide security during evening hours and a permanent restroom facility.
The areas surrounding Zychlinski Park are also part of the plan’s broader strategy to enhance connectivity and accessibility. The plan
advocates expanding trail networks to enhance recreational connectivity through neighborhood trail connections and park “spurs.”
These “spurs” are essentially smaller, connecting trails that branch off more extensive trail networks to provide direct access to parks
and other recreational spaces from residential areas. Specifically, the plan envisions connections from Zychlinski Park to Independence
Park, just outside Old Town. Independence Park is slated for significant upgrades, including developing a new loop trail that will
connect with adjacent neighborhoods, making it more accessible to residents from Old Town.
The plan details the creation of safe pedestrian routes and crossings across major commercial corridors like FM 518/Broadway Street
and SH 35. Corridors like Walnut Street and Grand Boulevard propose widened sidewalks, signage, and enhanced lighting to facilitate
pedestrian access to area parks. Strategies like improving crosswalks and establishing Safe Park Zones slow traffic by lowering speed
limits and raising traffic violation fines to enable safer access.
BROADWAY STREET, CORRIDOR DEVELOPMENT
PLAN SH 288 TO SH 35 [2020]
The Broadway Corridor Development Plan focuses on
leveraging the unique historical and cultural characteristics
of the oldest part of the city. Old Town presents complex
development challenges due to existing commercial activities,
small parcel sizes, fragmented ownership, and proximity to
residential neighborhoods. The plan emphasizes creating a
vibrant, walkable neighborhood destination that preserves
the local charm while attracting both residents and visitors.
Proposed concepts include a dynamic gathering space for
locals, potentially hosting food trucks and pop-up retail. A
catalyst project proposed at Cherry Street and Broadway Street
was identified and named Cherry Plaza. This plaza and others
identified in this Corridor Development Plan are envisioned
as pedestrian-friendly spaces for events and social gatherings,
enhanced with landscaping and art for a memorable experience.
Recommendations included housing options like above-floor
residential units and live-work townhomes to support commercial
activities. Shared parking strategies and flexible land use were
proposed to accommodate peak demands while maintaining
the area’s accessibility. Recommendations were made to slow
traffic and enhance the small-scale commercial atmosphere to
support Cherry Street’s redevelopment potential. Increasing
the neighborhood’s density helps sustain local businesses,
making the area attractive for investment and redevelopment.
Ultimately, the plan confirms the viability of redevelopment in
Old Town.
SH 35 CORRIDOR REDEVELOPMENT STRATEGY
[2016]
The SH 35 Corridor Redevelopment Plan aimed to transform
Pearland’s Old Townsite District into a vibrant destination by
focusing on the development of the Old Townsite Esplanade.
The proposed esplanade was designed to enhance pedestrian
and streetscape elements to create an inviting atmosphere that
balances vehicular and non-vehicular traffic. This esplanade is
central to the plan’s strategy, connecting key activity centers
(like an open-air food court for food trucks) within Old Town and
catalyzing further property investment and commercial activity.
Key activity centers were identified, including the Old Townsite
Esplanade, Killens Barbeque, and redevelopment of the
former Alvin Community College campus into a new mixed-use
community featuring internal gardens, venues for cultural events,
and artists’ workspace.
The vision of the Old Townsite District includes a broad mixture
of product types with a limited number of land use categories,
primarily residential, commercial retail, and office. The plan
states that the uses will build on the existing character and
attract residents and visitors. One notable physical barrier was
the location of the Burlington Northern-Santa Fe (BNSF) railroad
tracks and remaining parcels that lack adequate size and shape
to be improved under existing regulations without being part
of a larger land assemblage. Lastly, the strategy emphasizes
establishing the Old Townsite District as a community
destination, offering unique commercial venues with a character
compatible with current uses. The opportunities identified are
carried into the recommendations and frameworks of this Plan.
THE CONNECTION BETWEEN ZYCHLINSKI
PARK AND INDEPENDENCE PARK IS A KEY
RECOMMENDATION OF THE 2020 PARKS
MASTER PLAN.
Source: Pearland’s Parks, Recreation, Open Space &
Trail Master Plan (2020)
OLD TOWNSITE TARGET AREA (BELOW)
Source: Broadway Street, Corridor Development Plan
SH 288 to SH 35 (2020)
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OLD TOWNSITE REDEVELOPMENT PLAN [2005, UPDATED IN 2014]
The former Old Townsite Redevelopment Plan aimed to transform Old Town into a vibrant, mixed-use, walkable district that reflects
Pearland’s historical roots while meeting modern urban needs. The plan discusses the redevelopment of Main Street into a central
commercial corridor that will serve as the spine of Old Town, integrating retail, commercial, and residential uses. It highlights the need
for tree-lined streets and improved pedestrian pathways to create an attractive and accessible environment for residents and visitors.
The plan also proposes the reconfiguration of Broadway Street and Walnut Street into a one-way couplet system, enhancing traffic
flow and pedestrian safety while encouraging mixed-use development along these corridors. These changes are intended to create a
safer pedestrian environment and provide a commercial destination that would attract residents of all areas of Pearland and visitors. A
feasibility study is currently underway for the One-Way Pair at FM 518 and Walnut Street, which will likely impact the outcomes of this
updated planning document.
Additionally, the former plans call for integrating Old Town into a broader citywide network of parks and green spaces. This includes
developing flexible and inviting green spaces incorporated into businesses and enhancing existing parks to provide recreation and
improve drainage and retention. The plan also proposes creating safe pedestrian routes that connect area parks to the network
planned to extend across Pearland, connecting Old Town to the more extensive regional network, including the Shadow Creek Ranch,
Mary’s Creek, and Clear Creek Trails. Though highly aspirational, the intended outcomes of the 2014 plan were not realized.
It is important to note that the study area boundaries of this Old Town Revitalization Plan (OTRP) differ from those referred to in the
2014 Old Townsite Redevelopment Plan.
TRAIL MASTER PLAN [2007]
Old Town is a crucial focus in the Pearland Trail Master Plan,
emphasizing the integration of trails and parks to enhance
connectivity and community. Independence Park is highlighted
for its concrete paved internal trails just southeast of the
study area along Pearland Parkway. These trails are primarily
recreational and do not extend beyond the park boundaries.
During Phase III (10-15 years, 2030-2035), as detailed in the
Parks, Recreation, and Open Space Master Plan (2021), the
plan will focus on adding new sidewalks along one side of Old
Alvin Road and John Lizer Road. These improvements could
connect the existing internal trails at Independence Park with the
newly constructed sidewalks, enhancing cyclist and pedestrian
connectivity between the park and the OTRP study area. It plans
for potential trailheads at the intersection of Walnut Street and
Main Street and the addition of new secondary trails along
Grand Boulevard and the train tracks. Sidewalk linkages along
streets like Orange Street and Old Alvin Road are also planned
to maintain connectivity to important locations such as St. Helen
Catholic Church and Pearland Junior High East. Refer to this
Section 3, Discover for the existing transportation network and
analysis for more details regarding planned trail connections
(refer to Mobility & Connectivity on Page 58).
ZONING ORDINANCE UPDATE (IN PROGRESS)
The City of Pearland is currently undertaking a comprehensive
update to its Unified Development Code (UDC), specifically
focusing on the Old Town District, as part of a broader initiative
to revitalize the City’s historic square mile. This effort is a
key action to the implementation of the OTRP. The primary
goal is to transform Old Town into a vibrant, connected, and
economically thriving district that honors its historical roots while
accommodating contemporary needs.
The impetus for updating the UDC stems from the recognition
that existing regulations may not adequately support the desired
mixed-use, pedestrian-friendly development envisioned for Old
Town. By revising UDC language, the City aims to encourage a
more diverse range of land uses, facilitate infill development,
and promote architectural designs that reflect the area’s historic
character, as detailed later in this Plan. These changes are
expected to attract new businesses, enhance walkability, and
improve the overall aesthetic appeal of the district.
The updated UDC is anticipated to have a significant impact
on Old Town’s revitalization by creating a more flexible
and supportive regulatory environment. It will enable the
development of a mix of residential, commercial, and cultural
spaces, fostering a lively and inclusive atmosphere. Moreover,
by preserving the district’s unique historical elements while
accommodating modern amenities, the UDC aims to enhance
the quality of life for residents and make Old Town a destination
for visitors.
FM 518/BROADWAY STREET CORRIDOR STUDY
(IN PROGRESS)
The Houston-Galveston Area Council (H-GAC) is conducting a
comprehensive corridor study of Pearland’s FM 518/Broadway
Street, spanning from McLean Road to East Edgewood Drive/FM
2351. A key component of this study is evaluating the potential
conversion of Walnut Street and Broadway Street from McLean
Road to Barry Rose Road into a one-way pair. The primary
objectives of the study include enhancing safety, improving
corridor access, promoting multimodal mobility, mitigating
congestion, and enhancing air quality. The study is expected to
be completed by summer 2025.
A one-way pair refers to two parallel streets running in opposite
directions, each designated as one-way, that together handle
traffic flow more efficiently than if both streets were two-way.
In the context of Pearland’s FM 518/Broadway Street corridor,
implementing a one-way pair could help manage congestion
by improving traffic circulation, reducing conflict points like left
turns, and enhancing safety for drivers, pedestrians, and cyclists.
However, this could have drastic impacts on businesses located
adjacent to Broadway Street.
The findings of H-GAC’s one-way pair study will have significant
implications for the future of development in Old Town.
As Broadway Street serves as the primary corridor and the
backbone of the district, the vision for Old Town outlined
in this Plan must play a central role in guiding all future
decisions regarding traffic patterns, street design, and public
realm improvements along this key route. Aligning corridor
enhancements with the community’s goals for a walkable,
vibrant, and human-scaled environment will be essential to
ensuring that transportation solutions support, not hinder, the
district’s long-term growth and vitality. The study’s insights will
provide context for shaping a cohesive, successful corridor that
balances mobility, safety, and placemaking.
OLD TOWNSITE DOWNTOWN REDEVELOPMENT DISTRICT PLAN
(2005)
FM 518/BROADWAY STREET STUDY CORRIDOR
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DISCOVERY
3 6 3 7
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Old Town Analysis
Before we can envision what Old Town can become,
we must first understand what it is today. The Existing
Conditions Report (Appendix A) is the foundation of this
Plan, offering a comprehensive and objective portrait of
the study area’s physical form, land uses, infrastructure,
housing, economic activity, and regulatory framework.
It is not just a snapshot in time; it is a tool for discovery,
grounding future recommendations in real-world context.
Old Town is a district of contrasts. It is home to legacy
businesses and long-time residents but also contains
vacant lots and aging infrastructure. Its street grid
is compact and walkable, yet many corridors feel
disconnected or underutilized. This tension between
potential and reality is where transformation begins.
Through mapping, data analysis, and on-the-ground
observation, this report identifies the conditions that shape
daily life in Old Town, both the assets that should be
preserved and celebrated, and the challenges that must be
addressed.
The purpose of this analysis is twofold: first, to create a
shared understanding of how Old Town functions today,
and second, to inform a clear, actionable framework for
revitalization. We examine not only what is visible, the
condition of buildings, the form of development, and
the location of parks, but also the underlying patterns of
investment, mobility, and regulation that influence what
can and cannot occur in the study area.
Key findings from this assessment reveal opportunities to
better connect neighborhoods, reimagine underused land,
modernize outdated zoning, and support a wider variety of
housing and business types. They also highlight the need
for improved pedestrian and bike access, stronger public
realm amenities, and design standards that reflect the
community’s vision for a walkable, human-scaled place.
This assessment is the starting point for an open, inclusive
dialogue about what this place means to Pearland and
what role it can play in the City’s future. As a foundational
step in the planning process, the insights gathered
here help ensure that strategies for reinvestment,
redevelopment, and design are rooted in the real,
everyday experiences of Old Town’s residents, business
owners, and stakeholders.
TOPICS FOR ANALYSIS:
»LAND USE & CHARACTER: Urban
design, land use, and regulatory
frameworks.
»PARKS, RECREATION, & OPEN
SPACES: Open space and
environmental conditions, including
programming and existing assets.
»MOBILITY & CONNECTIVITY:
Transportation and access.
»UTILITIES & INFRASTRUCTURE:
Water, sewer, drainage, and
electrical utilities and infrastructure
provision.
»DEVELOPMENT &
REDEVELOPMENT OPPORTUNITIES:
Real estate inventory, incentive
barriers, and market opportunities.
Quick Facts:
• 20 miles from downtown Houston
• 340 acres make up the study area
• Key Corridors: SH 35/Main Street, FM 518/
Broadway Street, Walnut Street, Grand Boulevard
• 44 retail businesses
• 34% of land (acres) is single-family residential
• 13% of land is vacant (44.1 acres)
• Nearly 70% of buildings in Old Town were
constructed before 1980
• Roughly 48% of housing units are renter-occupied
• The BNSF rail line bisects the study area,
with only two at-grade public crossings
• 1,286 people work within Old Town
• 23.6% of Old Town residents are age 55 or older
• Points of Interest: Zychlinski Park, Hunter Park,
Historic Pearland High School, Melvin Knapp
Activity Center
3 8
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QUADRANT 1 QUADRANT 2
QUADRANT 4
QUADRANT 3
4 0 4 1
Old Town is a historic district with a rich architectural
heritage that dates to 1894 and features several
older homes that reflect this long-standing history.
As a result, Old Town’s housing stock comprises
historic homes from the late 19th and early 20th
centuries and newly constructed residences designed
to complement the area’s historic character. The
housing variety across the study area is impressive,
ranging from garden-style apartments to quadplexes,
duplexes, single-family homes, and historic homes.
Great examples of live-work units and homes
converted into businesses are also present.
As of 2023, 45.8 percent (498) of Old Town’s housing
was built before 1980, compared to 20.2 percent
(5,807) in East Pearland and 12.2 percent (5,826)
in the City of Pearland. Old Town’s housing stock
is considerably older than comparison areas; thus,
maintaining and revitalizing these older homes
will positively impact housing availability in the
community.
As part of the planning process, a parcel-by-parcel
housing assessment was conducted to better
understand the conditions and potential of the
existing housing stock. This assessment helped
identify key focus areas for preservation, infill
development, and reinvestment, especially in areas
with vacant lots or aging structures in need of repair.
It also highlighted opportunities
to reinforce neighborhood
character through compatible
new construction and strategic
rehabilitation of historic homes
(i.e. CDBG funding). These
insights form the basis for
targeted revitalization strategies
aimed at protecting Old Town’s
unique identity while supporting
a more diverse, inclusive, and
resilient residential fabric.
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Protecting Existing Neighborhoods
Old Town presents a compelling mix of existing conditions that offer a solid foundation for thoughtful revitalization. The study
area has experienced a notable blend of preservation and new development in recent years, including the introduction of
architecturally sensitive housing such as 1900s-style bungalows and Southern row houses that emphasize front porches and
pedestrian-friendly design. These additions complement the study area’s traditional character and reflect growing interest in
walkable, human-scaled neighborhoods.
Overall, the residential building stock is in relatively strong condition: 65 percent of homes are well maintained, while another 23
percent are in fair condition and often still in active use. Buildings in poor or dilapidated condition make up a small percentage of
the total, often vacant or awaiting redevelopment, offering near-term opportunities for infill and reinvestment. The corridors that
run through Old Town also reflect a similar pattern, with several recently improved properties elevating the visual and functional
quality of the area.
Each of Old Town’s quadrants offers its own opportunities:
• Quadrant 1 includes a mix of higher-density housing
types, such as duplexes and townhouses, that introduce
diverse residential options while anchoring key
intersections.
• Quadrant 2 features a more traditional urban fabric
of single-family homes interwoven with institutional
buildings, surface parking, and streets with the
potential to evolve into shared, community spaces.
• Quadrant 3 hosts older homes sitting alongside vacant
parcels, where structures have been removed over
time, revealing both the depth of the neighborhood’s
history and its capacity to accommodate new growth.
• Quadrant 4 houses the study area’s most apartment
complexes, positioned near new single-family
construction and signaling a transition zone between
established and emerging development.
These conditions reflect a district with real momentum and
layers of potential. While the quality of existing buildings and
the diversity of housing types offer stability and character, the
scattered vacancies, varied building conditions, and unique
spatial patterns create room for future reinvention that builds on
Old Town’s distinctive strengths.
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This map represents the existing use of land in Old Town,
providing insight into how the study area developed
over time and informing possibilities for how it may
evolve in the future. Today, Old Town’s land use patterns
are notably distinguished by the railroad tracks and
Broadway Street. Most of the land east of the railroad
tracks is currently used as commercial property, however,
a notable number of parcels consist of residential uses or
vacancies.
CURRENT LAND USE
To the west of the railroad tracks, most
of the land consists of residential use,
with the exception of parcels fronting
along Broadway Street. Vacant land is
most concentrated near the railroad
tracks, with the number of vacant parcels
decreasing as distance from the railroad
tracks increases.
LAND USE QTY.ACRES AVG.
ACRES
% TOTAL
ACRES
Single-Family
Residential 502 115.67 0.53 37%
High-Density
Residential 16 30.26 0.54 9.7%
Commercial /
Retail 75 110.13 0.63 35.2%
Public /
Institutional 16 8.36 0.52 2.7%
Parks 2 4.08 1.36 1.3%
Utilities 29 27.16 1.03 8.7%
Vacant 111 44.06 0.40 14.1%
TOTAL 751 339.73 0.72 100%
Transportation -105.46 23.7%
STUDY
AREA 445.19 100%
Source: Brazoria County Appraisal District (BCAD)
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This map illustrates the existing zoning classifications
that shape land use and development patterns within
Old Town. These regulatory designations establish
the foundation for how properties can be used and
developed, guiding decisions on building form, land
use mix, density, and compatibility with surrounding
uses. Understanding these current zoning conditions is
essential to evaluating how well the existing regulatory
framework aligns with the community’s vision for Old
Town’s future.
The study area is primarily governed by three custom
zoning districts tailored to the Old Town context: Old
Townsite General Business (OT-GB), Old Townsite
Mixed-Use (OT-MU), and Old Townsite Residential
(OT-R). These districts reflect previous planning efforts
aimed at promoting infill development and preserving
the area’s distinct character. However, in practice,
the extent to which these zones actively support or
unintentionally limit the type of compact, walkable, and
vibrant places envisioned in this Plan varies.
This map serves as a diagnostic tool to assess where
zoning may be proactively ensuring desired outcomes,
such as encouraging a mix of uses or fostering a
pedestrian-oriented environment, and where it may be
passively allowing or even restricting reinvestment and
neighborhood-scale evolution. Overlay districts, where
present, further influence design standards and site
development, adding another
layer of regulatory context that
may either reinforce or conflict
with emerging planning goals.
4 74 6
* Note: A Planned Development (PD) is defined as a
flexible, master-planned zoning classification designed
for single or mixed-use projects. Instead of strictly
following conventional zoning rules, a PD allows
custom-tailed regulations—such as permitted uses,
setbacks, density, and design standards—organized
around a specific PD Design Plan.
*
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Current Zoning & Character
The majority of Old Town is regulated using three zoning
categories: Old Townsite General Business (OT-GB), Old
Townsite Mixed-Use (OT-MU), and Old Townsite Residential
(OT-R). Currently, the area east of the railroad tracks is zoned
for mixed-use and varying types of commercial development.
Beyond the Broadway Street and Walnut Street commercial
corridors, blocks west of the railroad tracks are currently zoned
for residential use.
While intentionally established for the area, the standards
outlined within the existing OT districts are misaligned with the
formal policy recommendations of this Plan. Generally, rules to
build mixed-use and traditional walkable development patterns
are more restrictive than auto-centric uses and development
patterns. For example, OT-GB zoning category currently allows
gas stations, drive-thru’s, and various types of auto repair shops
through a conditional use permit or by-right, while upper-
floor residential uses in commercial buildings (mixed-use) are
only allowed through a conditional use permit, not by-right.
Conventional, auto-centric development standards have over
time resulted in today’s current setting which does not reflect the
aspirations for this study area as a vibrant, walkable downtown.
Public spaces and pedestrian friendly destinations are lacking,
there is an oversupply of parking in the area, and there is a lack
of activated connectivity systems.
The Unified Development Code (UDC) was adopted by the City
Council on February 27, 2006, and is the primary regulatory
tool used to ensure development that aligns with adopted
planning policies and regulations. A UDC’s primary purpose is
to provide navigation, interpretation, and implementation of
City regulations related to the physical development of private
property. At a baseline, the UDC should:
• Make it easy to achieve the goals of this Plan
• Be user-friendly to encourage broader participation in
the community’s development, including small-scale
developers and local entrepreneurs
• Strike a balance between certainty and flexibility,
enabling creative approaches that defend against
undesirable outcomes
• Be supported by the community
Getting the right regulations in place is a critical element of
implementation. In order to achieve the aspirations and goals of
this plan, development formats and land uses that are desired
must be explicitly enabled by the regulations, and undesired
uses and formats should be limited or prohibited.
Create Many Reasons to be in Old
Town Pearland
A vibrant downtown should have a variety of destinations that
appeal to people of all walks of life. To achieve this, the zoning
for Old Town should make it easy to establish uses that align
with the aspirations and goals of this Plan. Zoning districts are
used to establish allowed uses “by-right,” with special standards,
or through a conditional or special use permit. Uses allowed
“by-right” are easiest to establish because they are approved
administratively, whereas uses allowed through a special permit
require a longer approval process subject to scrutiny.
Orient Buildings to the Streetscape
Building to the street is a fundamental principle for creating
walkable development patterns because it connects the public
sidewalk directly with area destinations, and orients utilities like
dumpsters and parking lots to the rear yard of the building.
While Old Town has a handful of buildings built to the street,
there is a propensity of auto-centric building orientation, with
building entrances far away from the street and parking lots
making up most of the lot’s frontage. The lack of consistent
building orientation diminishes the study area’s sense of place
and comfort for pedestrians. Zoning for the study area should
require a variety of pedestrian-oriented frontage types, such as
street front, terrace, courtyard, and patio frontages, and prohibit
parking lots in the front yard setback of commercial, high-density
residential, and mixed-use properties.
Prioritize Pedestrians in Streetscapes
and Site Design
To promote walkability, sidewalks—both along public streets
and adjacent to private property—should provide a comfortable
setting, consistent quality, and efficient access to destinations.
Streets in Old Town should be designed to accommodate slow-
moving traffic. Where vehicles are moving greater than 25 miles
per hour, sidewalk areas should be physically separated from
driving areas through buffer areas like landscaping, on-street
parking, bike lanes, and other barrier elements. Sidewalks should
also provide abundant space for multiple people to comfortably
walk side-by-side throughout Old Town. To enhance comfort,
these areas should be property shaded using building elements
or street trees, and include amenities like benches, landscaping,
and lighting. While streetscapes are not directly influenced by
the zoning code, private site design which includes pedestrian
walkways is included in the scope of the development ordinance.
Retail & Commercial
Civic & Institutional
Parks & Recreation
Cyclist Crashes
Pedestrian Crashes
Crash Density
Surface Parking
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 3 | D I S C O V E R Y5 0 5 1
Parking requirements for renovation and
infill development are a barrier for small,
local businesses to locate in Old Town.
However, the perception that there is
not enough parking in key areas is also
something preventing activity.
3
Disjointed access to alleyways in older
neighborhoods create an access and
maintenance issue for City services
and utilities. Reclaiming alleyways and
easements over time will help to secure
future safety and sustainability.
The trees in Old Town are beloved; it is
a challenge to balance the preservation
of the existing canopy with the removal
and replacement of trees suited to
withstand the weather of the Gulf Coast
region over time.
Neighborhoods are disconnected from
area amenities and feel that walkable
destinations in Old Town are limited.
Thus many residents leave Old Town
for family activities, recreation, and
entertainment.
5
2
4
1
The absence of a long-range vision
for Old Town is causing a disjointed
approach and lack of coordination
among city, regional, and state planning
efforts, resulting in reactive planning
rather than proactive strategies.
WHAT WEHEARD
FROM THE COMMUNITY
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Old Town boasts a rich foundation for parks, recreation,
and natural features, but currently lacks the design,
amenities, and programming needed to realize its full
potential. While the study area is well-positioned for
outdoor activity, most events have shifted to larger,
more equipped venues, leaving Old Town without
regular programming or a sense of activation. Zychlinski
Park, located in the heart of the district, offers limited
amenities and minimal community engagement, while
Hunter Park remains largely undeveloped. Though
planned trail connections suggest future promise, there
are currently no links to nearby natural assets like Mary’s
Creek or Clear Creek.
While an asset, Mary’s Creek also has Federal Emergency
Management Association (FEMA) designated floodplains
within Quadrant 3 of the study area. Floodplains are
categorized based on the statistical likelihood of
flooding. A 100-year floodplain has a 1% annual chance
of flooding, while a 500-year floodplain has a 0.2%
annual chance. These designations help guide flood
insurance requirements and development standards, with
the 100-year zone subject to stricter regulations due to
higher risk.
PARKS, RECREATION, & NATURAL FEATURES
5 35 2
With thoughtful investment in design,
flexible gathering spaces, and
recreational infrastructure, Old Town
could evolve into a vibrant destination
where people choose to gather, explore,
and spend their time.
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Parks, Recreation, & Open Spaces
EXISTING SYSTEMS OVERVIEW
Melvin Knapp Activity Center
The Melvin Knapp Activity Center, located at 2424 South Park
Avenue, is a recreational facility for active adults 50 years and
older. Operated by the Pearland Parks & Recreation Department,
the Center has over 600 active members. It offers a variety of
programs, activities, trips, and classes that are either low-cost
or free, in addition to the annual membership fees for Pearland
residents and non-residents.
The facility includes a fitness room equipped with treadmills,
stationary bikes, and a weightlifting machine, as well as a
computer lab with internet access. Additional amenities include
rooms designated for crafting, games, exercise classes, and
quilting. The multipurpose room is used for dancing, socializing,
dining, and other activities.
Plans are underway to expand the Melvin Knapp Activity Center
to increase the available program space, allowing additional
square footage dedicated to exercise and fitness activities.
This initiative is part of Pearland’s broader efforts to enhance
recreational facilities and services for the community.
Town Ditch Trail
The Town Ditch Trail is a recreational pathway outside the study
area’s north boundary that enhances regional connectivity (via
Clear Creek Trail) and provides Pearland residents with a scenic
route for walking, jogging, and cycling. It runs along the north
bank of Town Ditch, extending from SH 35/Broadway Street
to Old Alvin Road. The trail is approximately 10 feet wide and
includes a steel truss pedestrian bridge, metal handrails, and
retaining walls for safety and durability.
The McHard Road expansion project includes the construction
of a multi-use trail designed to enhance connectivity between
the Town Ditch Trail and the Clear Creek Trail. The roadway
expansion project widened Old Alvin Road to a four-lane
undivided concrete roadway with curbs and gutters, extending
from Town Ditch to McHard Road. Completed in February 2019,
the $11 million project included drainage enhancements along
Linwood Street and Orange Street, sidewalks, streetlights, a
detention pond, and a multi-use trail along the north bank of
Town Ditch. Plans are underway to connect the Town Ditch Trail
with the Shadow Creek Ranch and Clear Creek Trails.
Zychlinski Park
Zychlinski Park, located at 2243 Grand Boulevard, is the City’s
oldest park, offering a blend of recreational amenities and
historical significance (refer to the Parks, Recreation, & Natural
Features map on the previous page). The 1.2-acre park is named
after Count Wladyslaw Zychlinski, the Polish nobleman who
played a crucial role in the early development of Pearland by
purchasing and subdividing the land in the late 19th century.
Opportunity Gap for Regional
Trail Connectivity
Old Town is where several key trail systems have an
opportunity to connect. This connection, between
Clear Creek Trail and Mary’s Creek Trail, should
celebrate its location within Old Town through
distinct placemaking, public art installation,
wayfinding, and park design.
Underutilized and
Underdeveloped Parks
All of the study area’s designated public park
and green spaces are located in the northeast
quadrant (Quadrant 2), leaving many Old Town
neighborhoods without adequate access to quality
outdoor spaces and recreational amenities.
Disconnected Destinations
Old Town’s strong existing neighborhoods provide
an immediate population that is eager to utilize
functional, fun, and meaningful spaces. However,
current spaces are under-programmed and
outdated, but more importantly, disconnected from
surrounding neighborhoods.
3.7 ACRES
across 2 parks
A Texas State Historical Marker within the park commemorates
its rich history, including its role as a central hub for community
baseball games spanning nearly two generations.
Zychlinski Park is east of SH 35, bordered by Park Avenue on the
east and North Grand Boulevard on the west. There is a parking
lot to the north, and the park is accessible from both the eastern
and western sides, with sidewalks and street parking available
along Park Avenue and North Grand Boulevard. Zychlinski Park
is bordered to the south by the former Pearland High School
campus, with neighborhood churches to the north and west and
single-family residential homes interspersed with a mixture of
uses to the east.
The park includes amenities like a basketball court, picnic area,
playground (designed for children aged 5 to 12), and paved
sidewalk trails. Points of interest include two painted pear
sculptures that are part of Pearland’s Pear-Scape Trail, a time
capsule (established on September 22, 2007, and to be opened
in 2057), and nearby local attractions like the 1937 High School
campus, First United Methodist Church, Killen’s Barbecue, and
more. Zychlinski Park is now home to the City’s first interactive
chalk mural (established in 2024 at the Pearland Grand Arts and
Eats event).
Zychlinski Park was a former location for the Pearland Farmers
Market, before relocating to Independence Park. As the local
market continues to expand, Zychlinski Park’s central location
and historical charm are ideal for a future Farmers Market
expansion site and the associated community gatherings and
programming.
Hunter Park
Hunter Park, located at 3701 East Orange Street, occupies the
former homestead site of Robert L. Hunter and Julia Martin
Hunter. The Hunter family’s history is one of the state’s legendary
Old 300, the collection of families and individuals vital to the
settlement of Texas following the purchase of land parcels from
Stephen F. Austin in the early 19th century. The Hunter family
owned the land until 2014 when it was generously donated to
the City of Pearland.
This 2.5-acre linear park is bordered by a drainage ditch to the
north, single-family homes to the south, a sparsely developed
subdivision to the east, and commercial properties to the
west. Access is available via street parking and sidewalks along
Orange Street, though it lacks designated crosswalks.
Though undeveloped, Hunter Park’s historical significance
makes it a meaningful site for residents. Hunter Park is currently
underutilized; however, the current Parks, Recreation, and Open
Space Master Plan envisions the space as a passive recreational
park with facilities to accommodate formal social gatherings and
a potential trail extension to improve regional trail connectivity.
Zychlinski Park
1.2 acres
Hunter Park
2.5 acres
Town Ditch Trail
1.6 miles
Zyclinski Park Trail
0.2 miles
Single-Family Residential Uses
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Points of Interest
Points of Interest
Points of Interest
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There are inconsistent markers and a
lack of clear identity. Though the City
installed enhanced street signage in
2010, many still desire bold gateways,
public art, and custom street features
to make Old Town more memorable
and distinct.
2
Hunter Park has the opportunity to be
the trailhead to the larger regional trail
network. Efforts should be made to
reimagine portions of both Hunter Park
and Zychlinski Park to celebrate their
historical significance, connect to future
trails, and provide open space to the
neighborhoods and businesses.
Old Town’s lack of sidewalks, trails, and
activated connections limit visitorship
between Old Town businesses and
destinations. Integrate elements of
a safe and comfortable public realm,
including street trees, landscaping,
flowers, shade structures, signage,
seating, lighting, and public art.
Inconsistent streetscaping and lighting
discourage residents from spending
time in Old Town. But more so the
lack of places to go and things to do.
Prioritize public realm improvements
and encourage the development of
programmable open spaces.
4
1
3
WHAT WEHEARD
FROM THE COMMUNITY
Old Town Pearland is the heart of the City, and its location at the
convergence of major corridors and future trail segments gives it the
potential to be a destination for outdoor recreation for residents as
well. That said, the district currently lacks functional open space that
enables high-quality of life and opportunities for residents, workers,
and visitors.
Residents desire enhancements to existing parks to improve their
day-to-day recreational experiences; some suggestions were new
playgrounds, dog parks, and trails for outdoor leisure. Additionally,
there are areas within Old Town that entirely lack green spaces. There
is a desire for these empty areas to provide more daily-use outdoor
areas that will improve resident’s quality of life. Lastly, residents
repeated a desire for more connectivity to existing and proposed
trails, including Mary’s Creek Trail and the Clear Creek Trail. Old
Town could be a centerpiece of strategic outdoor spaces for the City,
and yet, it is difficult to access. Improving multimodal access for all
residents and adjacent neighborhoods is critical to ensuring improved
recreation opportunities for residents and workers.
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O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 3 | D I S C O V E R Y5 8 5 9MOBILITY & CONNECTIVITY
The study area faces several mobility and
connectivity challenges that must be addressed to
enhance its functionality and aesthetic appeal.
Broadway Street is the major east-west
thoroughfare in the study area. It lacks the Main
Street-style corridor with on-street parking, lower
speed limits, and buildings near the right-of-
way that encourage vehicles to slow down as
they pass through. The outdated and damaged
infrastructure and pavements along major
corridors and intersections lack the appropriate
crosswalks, pavement width, or dedicated space
for bicycles or pedestrians to share the road with
vehicles, creating a challenging environment for
multimodal options to thrive.
In addition, there is a lack of access management
for properties along major thoroughfares, leading
to increased conflict points and traffic flow
issues with large swaths of parking lots without
dedicated driveways and multiple entry and exit
points. Some parking areas require the driver to
back their vehicle into a traffic lane to leave a
place of business, forcing drivers to slow down to
avoid crashes.
Finally, the lack of proper curb,
gutter, and edge treatments
along most thoroughfares,
particularly in residential
corridors, impacts drainage
and visual character with wide,
open-ditch drainage systems.
Roadways of this nature are less
safe for vehicles to park along
the street to access homes and
businesses, fearing one wrong
move might end up with a
vehicle in the ditch.
5 95 8
Note: The proposed trail alignments illustrated on the
map are from the Parks, Recreation, Open Spaces and
Trail Master Plan (2020).
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Mobility & Connectivity
EXISTING SYSTEMS OVERVIEW
Parking
Currently, there are 5,085 formalized marked parking spaces
within Old Town. The study area comprises 51.05 acres of
parking lots and spaces, accounting for 10.81 percent of the total
study area’s land (including all property and rights-of-way).
• 4,503 spaces (47.19 acres) serve private businesses and
residential communities
• 384 spaces (1.87 acres) serve public facilities (e.g.,
schools, county offices, etc.)
• 198 spaces (1.99 acres) provide on-street public parallel
and angled parking (primarily Grand Boulevard)
Parking lots are typically bounded by a setback buffer from
the roadway, which includes curb and gutters, sidewalks, and
planting strips. Some off-street parking locations include pull-
in parking spaces, which back directly onto a thoroughfare.
Examples of such pull-in parking are typically located at
structures built between 1950 and 1980. When pulling in and
out of these spaces, conflicts with roadway users and a lack of
visibility are issues. These spaces can also make it difficult for
pedestrians since the pull-out parking spaces typically do not
include sidewalk pavement.
Angled on-street parking is provided mainly along Grand
Boulevard within the provided median, and other pull-in angled
street parking is adjacent to churches along Grand Boulevard.
Marked on-street, parallel parking is a newer parking typology
within the study area. These parking spaces were added
between 2023 and 2024 on Grand Boulevard, Pear Street, Park
Avenue, Galveston Avenue, and Houston Avenue, adjacent to
new housing developments. The parking spaces are inset into
the curb (parking bays) and were added as part of general curb,
gutter, drainage, and streetscape enhancements.
Rights-of-Way
The widest rights-of-way (ROW) in Old Town include Texas
Department of Transportation (TxDOT) corridors, SH 35 and
FM 518, and the City-owned Grand Boulevard. Most corridors
within the study area have a right-of-way of 60 feet, including,
on average, 20 feet of roadway pavement, 10 to 12 feet of space
for sidewalks and buffer strips, and 16 to 20 feet for drainage
and property buffers. Notably, Austin Street has a narrow ROW
compared to other north-to-south corridors and, in places, is only
35 feet wide.
Walnut Street’s ROW width varies from 45 feet wide to 85 feet
wide. The narrower portions of ROW, specifically between
McLean Road and Veterans Drive, may be a barrier for future
unplanned drainage, roadway, and pedestrian projects.
The width of the BNSF railroad corridor ROW is 100 feet. The
corridor includes a double-tracked rail alignment (two parallel rail
lines), drainage channels, and a vegetative buffer.
Walkability Gaps Disrupt Everyday
Connections
Despite its compact street grid and square
blocks, Old Town remains difficult to navigate
on foot. Worn or absent sidewalks, limited
crossings, and disconnected bike lanes
compromise safety and access, particularly
for children, seniors, and those with mobility
challenges. Residents expressed a desire for
safe, complete, and connected pedestrian
routes that link neighborhoods, parks,
schools, and local businesses. Improvements
to intersections, lighting, and pathways are
key to creating a walkable district.
Physical and Perceptual Barriers
FM 518 and SH 35 serve as major regional
corridors but act as barriers within Old
Town, dividing key destinations and
discouraging pedestrian movement. The
active BNSF railroad, limited crossing points,
and inconsistent traffic patterns at key
intersections compound the fragmentation.
These conditions not only affect safety and
circulation but also erode the sense of place.
Stakeholders emphasized the need for traffic
calming, crossing improvements, and better
east-west and north-south continuity.
Future Mobility Needs are
Multimodal
Residents and stakeholders expressed strong
interest in options beyond the car, whether
walking to coffee shops, biking to parks, or
accessing events without relying on parking.
Planned investments like expanded sidewalks
along Broadway Street, trail connections
through Hunter Park, and new Safe Park
Zones signal a shift toward people-first
design. Prioritizing active transportation
networks and integrating “last-mile”
solutions will be essential for a connected
and inclusive future Old Town.
There are a series of access alleys and decommissioned/un-
constructed rights-of-way located within Old Town. The alleys
are 20 feet wide and serve multiple purposes, such as providing
access to commercial properties, rear garage access for the
new Sullivan Brothers Builders development along East Pear
Street, and drainage buffers between residential land uses.
Other locations identified include portions of the Sacramento
Avenue and Texas Avenue corridors where road pavement
was never constructed due to the adjacent railroad. Lastly, two
corridors are identified north of Zychlinski Park; the northern has
buildings built within, and the southern serves as an access drive
for Zychlinski Park. The ROW of Jasmine Street between Grand
Boulevard and Park Avenue does not contain a thoroughfare and
is a green buffer adjacent to the park.
Intersection & Crossing Controls
There are nine signalized intersections within the study area.
Seven of the nine intersections provide pedestrian push-button
signalization on at least one side of the intersection. There
are limited opportunities to cross FM 518, noting the almost
one-mile (0.96-mile) distance between crossing opportunities
at SH 35 and Woody Road. The signalized intersections of
FM 518 with Mykawa Road and McLean Road do not include
sidewalks or pedestrian crossing facilities. The newly upgraded
intersections with SH 35 at FM 518 and Orange Street feature
brick pavers, new Americans with Disabilities Act (ADA)
compliant ramps, rumble strips, crosswalk lighting, plantings,
and crossing signage. In addition, the signalized intersections
at McLean Road are only 65 feet apart, which causes circulation
and traffic back-ups onto adjacent thoroughfares when traffic
increases. Many intersections that provide sidewalks leading up
to the intersection do not include ADA-compliant or upgraded
crossings.
Active Transportation
There are over 15.34 miles of sidewalks in Old Town, meaning
that 46 percent of the study area’s thoroughfares have sidewalks.
Recent projects along Orange Street have provided six-foot-
wide concrete paved sidewalks connecting the study area from
east to west. Large portions of Walnut Street lack sidewalk
facilities, mainly west of Veterans Drive. In addition, large
portions of FM 518, west of SH 35 and SH 35, and south of FM
518 lack sidewalk facilities. The study area also features new five-
to six-foot-wide sidewalks and signalized crossings along SH 35
north of FM 518.
Four-foot-wide bicycle lanes are included along FM 518 west of
SH 35. These bicycle lanes are neither buffered nor protected
from adjacent vehicle travel lanes, which means that a cyclist
using this facility is placed within two to three feet of 40-mile-
per-hour moving traffic. In addition, the bicycle lanes cross many
commercial and local access drives and curb cuts, increasing the
chances of a vehicle-cyclist collision.
Trails and shared-use paths within the study areas are located at
Zychlinski Park and serve the sidewalks connecting the segment
along Park Avenue. In addition, a portion of the Clear Creek Trail
system is located just north outside of the study area along the
Town Ditch drainage channel but dead ends abruptly at SH 35,
with no provided crossing or end destination.
State Highway 35 /
Main Street
50 miles per hour
FM 518 /
Broadway Street
40 miles per hour
FM 518 /
Broadway Street
40 miles per hour
BNSF Railroad
15 - 25 trains
per day
Bicycle Lane (Existing On-Street)
Traffic Signal (With Pedestrian Signals)
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Old Town is home to a complex utility infrastructure network that supports its mix of residential, commercial, and
public spaces. As one of the City’s earliest developed areas, much of the infrastructure was built during Pearland’s
early growth and now requires replacement. Through the City’s Capital Improvement Program (CIP), many aging water,
wastewater, and drainage facilities have been replaced and maintained, setting the stage for revitalization.
For example, the City continues to
prioritize replacing transite water pipes,
reducing dead-end lines, and adding fire
hydrants to minimize leaks and repairs.
Improvements to the Alice Water Plant and
Ground Storage Tanks have also addressed
system challenges. Sewer upgrades
include replacing clay pipes prone to
infiltration and inflow (I&I)
and rehabilitating lift stations like
Orange and Mykawa to manage peak
flows during wet weather. Projects to
replace undersized trunk lines and
targeted sewer replacements are
underway. Multiple drainage projects
have been completed to manage runoff,
mitigate flooding, and improve capacity
in areas with open ditches and undersized
culverts.
These efforts include detention basins,
in-line detention, and erosion control
programs. While the system currently
meets demand, future growth will require
expanded storage and treatment capacity.
Continued monitoring and investment
in the Alice and McLean Road Water
Plants, Ground Storage Tanks, Wastewater
Treatment Plants, and drainage systems
will be essential.
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O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 3 | D I S C O V E R Y6 4 6 5DRAINAGE INFRASTRUCTURE
CIP Projects Completed or Planned
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Recurring flooding during heavy rainfall
events impacts homes, streets, and
businesses. Low-lying topography and
insufficient drainage systems contribute
to localized flooding, particularly in
Quadrant 3 near Mary’s Creek.
3
Insufficient street lighting contributes to
safety concerns and a lack of evening
activity. Poor lighting in many areas
creates visibility issues for pedestrians
and drivers, contributing to perceptions
of insecurity and limiting use of public
spaces after dark.
Infrastructure improvements must
be visible, consistent, and equitably
distributed. Disjointed repairs, potholes,
and broken sidewalks reflect deferred
maintenance. A transparent and
equitable approach to public investment
is needed to restore trust and encourage
private reinvestment.
Outdated utilities must be upgraded
before significant redevelopment can
occur. The current utility infrastructure,
water, sewer, and electric lacks the
capacity and reliability to support new
development. Strategic investment is
needed to unlock potential catalyst sites
and support mixed-use growth.
5
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4
1
Aging infrastructure, particularly
drainage and streets, hampers daily
functions and investment. The poor
condition of Old Town’s infrastructure
hinders revitalization, necessitating
urgent repairs to support growth and
quality of life.
WHAT WEHEARD
FROM THE COMMUNITY
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O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 3 | D I S C O V E R Y6 8 6 9
Old Town has 149 vacant parcels totaling 68.6 acres
of land. This makes up 20.6 percent of the study area’s
acreage. This map shows vacant and City-owned
parcels, combined with the parcels below median
market value per acre (BCAD). More vacant property is
on the southeast side of Old Town than the northwest,
with notable concentrations of vacant parcels near the
intersection of SH 35 and Jasmine Street and along
SH 35 on the north side of the study area. Clusters of
vacant parcels often represent the first and best places
to consider for catalyst development. Many vacant
parcels in the southeast quadrant are presently under
development as single-family homes.
One method for looking at potential redevelopment
opportunities in an area is to see which properties are
valued below the median market value per acre. Also
mapped are the properties whose market value per acre
was below the threshold of the first quartile (or, roughly
half of those below median) of market value per acre
among commercial properties. These properties may
be considered undervalued compared to other such
properties in Old Town.
VACANT, CITY-OWNED & PARCELS BELOW MARKET VALUE PER ACRE
Properties located along the
railroad tracks are among the least
valued. Commercial properties
with below median values are
ideal candidates for teardown and
redevelopment, particularly if they
are older (not historic) structures.
Several such properties are
located along both major roadway
corridors through the study area,
especially on SH 35.
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Economics & Demographics
EXISTING CONDITIONS OVERVIEW
Real Estate Market Trends
• Retail rental rates and occupancies in Old Town are
currently lower than in other areas. The occupancy rate
is still relatively close to those areas and is considered
healthy overall.
• The industrial market in Old Town is fully occupied,
similar to the surrounding City and Downtown
Friendswood area. The asking rent for industrial space
in Old Town is somewhat higher than in Pearland.
• Office space in Old Town is rented for significantly
less than in comparison areas. However, occupancy
rates are quite healthy, surpassing those of the City of
Pearland overall, which is impressive given the current
challenging regional and national office market.
• In the past 15 years, nearly 75% of active sales tax
permits have been issued, including 61 since 2020. This
pattern points to frequent tenant changes in an area of
older commercial buildings, while also demonstrating
continued business interest in locating in Old Town.
Commercial Activity
In recent years, the study area has seen significant commercial
activity. Nearly three-quarters of the active sales tax permits
have been issued in the last 15 years, with 61 issued since 2020.
This level of activity in an area with older commercial buildings
suggests considerable tenant turnover but also indicates
ongoing business interest in operating in Old Town. Given the
recent activity in existing commercial spaces, new commercial
spaces targeting the right tenants should attract strong interest.
Recently, dining, boutique retail, automotive, and salon/beauty
businesses have been particularly active in obtaining permits in
Old Town.
Considering the existing conditions in the study area and the
recent trends in commercial absorption and development, a
near-term forecast for commercial space demand in Old Town
was generated. This forecast is shown for each commercial
land use (i.e., retail, office, industrial, and multifamily) and is
based only on existing conditions. This illustrates the potential
for development in a scenario where little else changes about
Old Town. For more significant and robust development and
redevelopment, there will need to be catalyst projects and/or
other new factors that would help drive additional demand for
commercial space in the study area.
Housing Supply Assessment
Comparing the multifamily housing market data of Old
Town with the surrounding City of Pearland and Downtown
Friendswood, Old Town lags these areas in both occupancy and
rent, likely due to the age of its multifamily housing. Most of the
multifamily units in Old Town were built in the 1970s, with the
newest units now 25 years old. Consequently, rental rates for
new market-rate multifamily developments would be significantly
higher than the current rates in Old Town but would likely align
with newer units just outside the study area.
Single-family homes in Old Town rent for significantly less than
those in the City of Pearland overall. This is primarily due to
the age and size of the homes, rather than any undesirable
aspects of Old Town’s location. However, rents per square foot
for single-family homes in Old Town compare favorably to those
in the City of Pearland as a whole, which contrasts with the
lower multifamily rents in Old Town. New single-family rental
properties in Old Town could command healthy rental rates
based on the current market. Plus, the occupancy of rented
houses in Old Town is strong, as the average number of days
a rental house stays on the market over the past two years is
comparable to the entire City. In conclusion, while single-family
homes in Old Town have lower overall rental rates due to their
age and size, they still offer competitive rents per square foot
and maintain healthy occupancy rates, indicating a strong rental
market.
Homes in Old Town are generally older and smaller than the
average house in Pearland, resulting in lower average and
median sales prices than the City overall. The highest-priced
home sold in Old Town in each of the last three years was still
below the average and median prices of homes sold in the City
of Pearland. However, like single-family rentals, prices per square
foot in Old Town exceed those in the City, indicating a higher
value per unit of space. The average days on the market are
comparable to the entire City, suggesting a healthy demand.
Therefore, new and renovated single-family homes for sale in
Old Town can expect healthy pricing, reflecting the study area’s
higher price per square foot compared to the City.
Building Permits
Since 2019, there has been significant permitting and platting
activity in the study area, with 203 permits and plats issued for
various projects. This represents nearly one-quarter of the 865
properties in the study area. While most permits were issued
for commercial properties, nearly 40 percent were for new or
renovated residential properties, with notable activity in 2020
and 2024. Renovation, redevelopment, and infill development
are already underway in Old Town, and this activity is expected
to accelerate as the study area revitalizes.
OPPORTUNITIES FOR OLD TOWN
Old Town is uniquely positioned to evolve into a vibrant, mixed-
use district rooted in authenticity, scale, and local character.
Its traditional street grid, civic landmarks, and location within
a growing city make it a natural destination for reinvestment.
Future development should leverage this foundation to
create a walkable, economically dynamic area that attracts
small businesses, diversifies housing choices, and fosters
neighborhood vitality.
Retail and Services
There is clear market capacity to support additional retail
offerings that align with Old Town’s scale and walkability. Food,
beverage, and specialty retail uses are especially well-suited
to this environment. Large-format retail is not appropriate, but
smaller, experience-driven concepts can thrive in storefront and
mixed-use formats.
CATEGORY ESTIMATED UNMET DEMAND
Restaurants & Bars $10 - $12 million annually
Specialty Food Stores $2 - $3 million annually
Personal Services $1 - $2 million annually
Boutique Retail $2 million annually
These sectors represent viable opportunities for infill
development and adaptive reuse that complements the study
area’s walkable form and enhances local identity.
Commercial and Employment Uses
Traditional large-scale office development is not a primary
fit for Old Town; however, opportunities exist for creative
office space, co-working hubs, and professional services in
flexible formats. The presence of civic institutions, community-
oriented programming, and historic assets supports demand for
adaptive reuse and low-intensity commercial activity. Prioritizing
workspace solutions for sole proprietors, entrepreneurs, and
small businesses can add vibrancy and encourage daytime use
throughout the study area.
Residential Development
Old Town has the capacity to introduce a broader range of
housing choices that serve diverse household types, age groups,
and income levels. The citywide need for housing variety,
especially smaller units and non-single-family formats, positions
Old Town to capture a meaningful share of future infill demand.
HOUSING TYPE ESTIMATED DEMAND
Townhomes / Missing Middle 150 - 200 units
Small Multifamily Rentals 100 - 150 units
Live-Work or Flex Units 25 - 50 units
Cottage Court / Accessory
Dwelling Units (ADUs)
30 - 50 units
Missing middle housing refers to a range of multi-unit or
clustered housing types—such as duplexes, fourplexes, and
cottage courts—that fall between single-family homes and
large apartment buildings. These types offer more affordable,
walkable housing options and are often compatible in scale with
traditional neighborhoods.
The housing formats listed above support walkability, promote
neighborhood diversity, and can be integrated incrementally
across a variety of sites. Emphasis should be placed on designs
that respect existing character while introducing new lifestyle
and affordability options. Increasing residential development
in Old Town supports local businesses by creating a built-in
customer base within walking distance. Residents living nearby
are more likely to spend money locally rather than driving to
other areas, which can help reduce vehicle trips and alleviate
traffic congestion in and around Old Town.
Strategic Market Position
Old Town’s opportunity lies not in competing with regional-
scale centers, but in delivering a distinct experience through
local retail, lifestyle housing, and human-scaled public spaces.
Reinforcing these characteristics through targeted investment,
regulatory flexibility, and placemaking will enable Old Town to
evolve into a sustainable, people-first destination that supports
Pearland’s long-term economic and community development
goals.
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Feedback highlighted a need for
more variety in Old Town, with few
restaurants, personal services, shops,
or evening entertainment options.
Residents expressed a desire for a more
diverse mix of uses to make the area a
livelier, more complete destination.
3
Safety and pedestrian accessibility were
recurring concerns. Respondents desired
improved lighting, walkable paths, and
enhanced public spaces to foster a safer,
more inviting environment.
Design and appearance, lack
of engaging activities, and the
underutilization of public spaces were
cited as areas needing significant
attention.
There is a sense of lost civic pride in
Old Town, with few features that make
the area memorable or emotionally
resonant. There is little that tells
Pearland’s story or showcases what
makes it special—making it hard to feel
connected to or fall in love with.
5
2
4
1
There is a strong desire to see visible
investment in Old Town as a sign of the
City and its leadership’s commitment
to its future. People want to feel that
Old Town is a priority again, with
improvements that honor its history and
signal meaningful change.
WHAT WEHEARD
FROM THE COMMUNITY
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Public Survey Highlights (Continued)
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VISION
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Developing a Guiding Vision
A crucial aspect of small-area planning is defining the
community’s vision for its future. In a growing community like
Pearland, there is a wide range of opinions, thoughts, and
visions. Significant efforts were made to engage and involve
the community, ensuring their voices were heard, considered,
and reflected in this Plan. This included a visioning workshop,
online survey, pop-up events (12), public open houses (2),
virtual open houses, and Stakeholder Committee (SC) and
Technical Committee (TC) meetings. The development of this
Plan and its recommendations emphasized multiple avenues
for community input and consensus building. This process
involved agreeing on what is feasible and the best way
forward, considering various viewpoints. The vision and values
of Old Town emerged from this collective input.
The OTRP’s vision depicts the 10- to 20-year direction
Pearland wants Old Town to pursue and paints a picture of
the community’s ideal future district. The vision is designed to
inspire commitment from community members while providing
a framework for future planning.
Vision Statement
Old Town Pearland
blends history,
culture, and
modern growth
with sustainable
infrastructure,
distinctive design,
walkability, and
vibrant public spaces.
Prioritizing safety,
accessibility, and
local businesses,
it thrives as
a connected,
welcoming
destination of choice
for all.
This section describes the consensus-built vision and values of Pearland that are the backbone of the recommendations and
frameworks within this Plan. The vision and values were developed based on the input gathered throughout the engagement process
on the issues, concerns, and opportunities facing Old Town, as detailed in Appendix B. The goals and strategies of this Plan are
presented on the proceeding pages, which work to realize the themes and address key issues for Old Town Pearland.
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Values
Building on the vision, the values serve as broad philosophies that capture Pearland’s ideals for Old Town and guide the community
throughout this Plan’s lifetime, irrespective of changes in its goals and recommended strategies. These values highlight the cross-
sector approach necessary to achieve Old Town’s revitalization. The vision is supported by five values listed below in no specific order,
as each is equally important. These values inform all aspects of the Plan and provide an organizing framework for recommendations.
ESTABLISH AND CULTIVATE OLD TOWN’S IDENTITY AND HOMETOWN FEEL.
Establish Old Town’s unique identity by preserving key destinations and traditions, incorporating modern
amenities, fostering a close-knit community that retains its small-town charm, and improving aesthetics
through enhanced landscaping, lighting, and infrastructure to create an inviting, visually appealing
environment that respects its character and history.
PROMOTE ECONOMIC HEALTH AND SUPPORT LOCAL BUSINESS GROWTH.
Promote sustainable economic growth by fostering diverse employment opportunities, supporting
local businesses, and creating an environment that encourages entrepreneurship, provides necessary
resources, and attracts both residents and visitors to ensure a resilient economy.
CREATE A DISTINCT OLD TOWN EXPERIENCE.
Foster a vibrant community with active public spaces that encourage social interaction and recreation,
diverse activities for day and night, and accessible housing, services, and amenities. Unique retail and
dining options support local businesses and enhance social engagement and nightlife with programs
and events, creating a dynamic space where residents and visitors can live, work, shop, and play.
ENHANCE CONNECTIVITY & ACCESS TO KEY DESTINATIONS.
Improve the transportation networks and overall accessibility, ensuring that all community members can
easily access important destinations, whether on foot, by bike, or with personal vehicles.
FOSTER NEIGHBORHOOD HEALTH AND QUALITY OF LIFE.
Ensure a high quality of life by implementing policies providing access to quality healthcare and safety
resources, fostering community involvement to strengthen vibrant, well-maintained neighborhoods, and
maintaining sustainable infrastructure prioritizing public health, safety, welfare, and aesthetics.
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THE PLAN
Old Town is a place rich in history, charm, and small-town character, offering a unique and authentic sense of community. As it evolves,
the vision for Old Town is to preserve its historic identity while embracing thoughtful revitalization that enhances walkability, fosters
small business growth, and strengthens its role as a cultural and economic destination. Future development will prioritize maintaining
the study area’s unique character, ensuring that new buildings and public spaces reflect Old Town’s historic roots while integrating
modern amenities that support a vibrant, pedestrian-friendly environment. Future uses should complement the existing residential,
commercial, and industrial uses, while incorporating a defining character of Old Town that is walkable and inviting.
Over the next decade, Old Town will become a thriving, mixed-use district that distinctively blends the history of the past with
new investment, creating a destination where residents and visitors can gather, shop, and experience local culture. Streetscape
improvements, public gathering spaces, and strategic infill development will enhance connectivity, safety, and the overall aesthetic
appeal of the area. Fostering an arts-minded, community-driven atmosphere and encouraging commercial and residential growth
investment, will emerge Old Town as a celebrated destination that honors its past while shaping a vibrant and prosperous future.
RECOMMENDATION FRAMEWORKS
This Plan provides a comprehensive approach to revitalizing Old Town by organizing recommendations into five key frameworks:
Future Land Use, Mobility & Connectivity, Utilities & Infrastructure, Placemaking & Public Spaces, and Development & Redevelopment
Opportunities. Each framework addresses a critical aspect of growth and redevelopment, ensuring a balanced strategy that enhances
land use, improves transportation access, strengthens community identity, and fosters economic vitality. These elements create a
cohesive vision for a vibrant and thriving Old Town, as described above.
LAND USE & CHARACTER
The Land Use & Character Framework outlines preferred land uses and character development opportunities
in Old Town, guiding growth based on existing conditions, development patterns, and community goals.
TRANSPORTATION & MOBILITY (VEHICULAR, ACTIVE, PARKING)
The Mobility & Connectivity Frameworks (Vehicular Transportation, Active Transportation, Parking) focus
on improving transportation access for all modes, including vehicles, pedestrians, and cyclists. They identify key
corridors, enhance connectivity, and provide parking recommendations to support revitalization.
UTILITIES & INFRASTRUCTURE (WATER, WASTEWATER, DRAINAGE, ELECTRICAL)
The Utilities & Infrastructure Framework (Water, Wastewater, Drainage, Electrical) outlines recommendations
for water, wastewater, drainage, and electrical improvements, ensuring reliable services and sustainable
infrastructure that enhance the quality of life and support the vision for Old Town’s growth and revitalization.
PLACEMAKING & PUBLIC SPACES
The Placemaking & Public Spaces Framework aims to strengthen Old Town’s identity by enhancing its historic
character, public spaces, and overall appeal for residents and visitors.
DEVELOPMENT & REDEVELOPMENT
The Development & Redevelopment Opportunities Framework (Big Ideas) supports economic growth by
fostering a diverse business environment, driving consumer activity, and encouraging collaboration among
businesses, stakeholders, and the City of Pearland. Among the identified opportunities, this Plan presents five
Big Ideas to be prioritized as catalytic projects for transformative change in Old Town. These Big Ideas include
detailed conceptual plans, feasibility analyses, and specific implementation actions to drive meaningful and
lasting revitalization.
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Land use and development are core principles that
influence the composition of Old Town and shape the
study area’s evolution. Land use refers to how land
is allocated and utilized for various purposes, such
as residential, commercial, industrial, or recreational.
Development, in turn, encompasses the processes
and activities that transform the land to accommodate
specific land use objectives, including the construction of
buildings, infrastructure, and amenities.
These concepts profoundly influence Old Town’s
physical, social, and economic landscapes. Land use and
development patterns must be strategically evaluated
and planned. Effective land use and development
management leads to sustainable and well-functioning
communities that cater to the needs of their residents,
promote economic growth, protect the environment, and
pave the way for exciting and memorable destinations.
The Land Use and Character Framework identifies
the vision for Old Town’s future land uses, associated
with community character defined through place types.
Place types are a way to describe areas based on their
overall character, including land use, building form,
transportation patterns, and community feel. They help
guide development that reflects how a place looks,
functions, and supports the community’s
long-term vision.
It is critical that Old Town has a shared
understanding of future growth, character,
and use. Land use recommendations were
developed through an understanding of
existing conditions, development patterns,
market forces, and community priorities.
Old Town’s vision and values, as identified
through this planning effort, were also
central to crafting the recommendations
made in this section.
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Single Unit Residential neighborhoods in Old Town embody the
charm and livability of classic gridded, walkable communities.
These neighborhoods feature modest homes with square
footage that reflects an approachable scale for families and
individuals alike. This setting is also ideal for small-scale missing
middle housing types that take the form of a detached house
but may include additional units. Homes are nestled along tree-
lined streets, designed to encourage connection and interaction
among neighbors. Connected sidewalks exist through the
neighborhood, offering safe and inviting setting for all modes of
movement. These sidewalks link homes to nearby parks, schools,
and local shops, reinforcing a strong sense of community and
access to everyday essentials. The neighborhood’s compact lot
sizes and efficient layouts reflect an era of thoughtful simplicity,
where homes were designed to prioritize function and livability.
The preservation of this character ensures these areas remain
vibrant, attainable, and welcoming to residents of all ages and
stages of life.
RECOMMENDED HOUSING TYPES
• Detached House – Neighborhood Lot (4K – 7K s.f.)
• Detached House – Compact Lot (2.5K – 4K s.f.)
• Multi-Unit House (1 – 4 units)
• Accessory Dwelling
• Cottage Court Arrangements
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 25 feet maximum
• Side Setback: 5 feet minimum
• Rear Setback: 10 feet minimum
Open Space
• Open Space: 10%
Height
• Building Height: 2.5 stories maximum
Single Unit Residential
Photo Source: www.flintlocklab.com
Understanding Place Types and Their Application in Small Area Planning
In the evolving practice of community planning and urban design, “place types” have emerged as a foundational tool for shaping
the physical, functional, and experiential qualities of neighborhoods and districts. Place types provide a framework to understand,
communicate, and plan for the diverse environments that exist within a community. Unlike traditional land use classifications or zoning
districts, which focus primarily on regulatory definitions and allowable uses, place types describe the desired character, scale, and role
of a place in the broader urban fabric. They are not regulatory in themselves, but they serve as the bridge between community vision
and the future policies and zoning tools needed to implement that vision.
At their core, place types are holistic descriptions of how an area should look, feel, and function. Each place type is defined by a
combination of elements: intensity and scale of development, form and design of buildings, the presence of public spaces and
streetscapes, connections to mobility networks, and the types of uses that support economic and social life. Importantly, they
recognize that successful places are not defined solely by the buildings or land uses within them, but by how these components
interact to create a cohesive and meaningful experience for people.
In small area planning efforts such as the revitalization of Old Town, place types provide an essential tool for visioning and
implementation. They enable staff, community members, and decision-makers to move beyond abstract discussions of land use and
instead focus on the qualities that make a place distinctive and vibrant. For example, a place type for a “Local Main Street” may
describe an environment with mixed-use buildings of two to three stories, continuous street-facing facades, outdoor dining and
gathering spaces, and a pedestrian-oriented street network. This level of specificity helps convey a vision that is tangible and relatable,
while also being adaptable to future change.
Place types are particularly effective in areas like Old Town, where traditional zoning codes may be misaligned with current conditions,
desired uses, or future aspirations. Old Town Pearland, like many legacy districts, is shaped by a patchwork of uses, lot configurations,
and building forms that have evolved over time, often in ways that are incompatible with current zoning. Place types allow planners
and community stakeholders to describe a desired future condition without being constrained by outdated regulatory frameworks.
They also allow for nuance, capturing areas of transition, hybrid use patterns, or emerging development forms that are not well
represented in traditional zoning categories.
Importantly, place types are not zoning districts. While zoning serves a critical role in regulating development, it is a tool, one that
must evolve to reflect the character and values embodied in place types. For Old Town, this means that once place types are defined
and vetted through a community-driven process, they must be translated into a flexible and modern zoning code environment. This
may involve developing new zoning overlays, adopting form-based code elements, or creating hybrid districts that align more closely
with the place-based intent. The goal is not to impose rigid standards, but to provide a regulatory foundation that enables the place
types to emerge over time through incremental development and reinvestment.
A successful zoning framework inspired by
place types will focus not just on land use, but
on outcomes. walkability, public life, mixed-
income housing, economic resilience, and high-
quality design. For example, a place type aimed
at creating a “Civic Center” may encourage
institutional anchors, public plazas, community-
oriented buildings, and shared parking strategies.
The zoning code must then accommodate this
range of uses and intensities while ensuring
flexibility to respond to market realities and
evolving community needs.
In the context of Old Town’s revitalization, applying
place types provides an invaluable planning tool
that honors its historical evolution while charting
a path for future investment. They provide clarity
of vision, consistency across planning documents,
and a common language for public-private
dialogue. As the foundation for zoning reform and
urban design strategy, place types ensure that Old
Town becomes not just a collection of parcels and
regulations, but a cohesive, character-rich place
with a clear identity, authentic to Pearland’s past
and future.
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Multi-Unit Residential neighborhoods offer diverse, inclusive,
and attainable housing with medium density living. They
integrate varying scales of multi-unit housing types into
the community’s urban fabric. Designed for comfort and
connectivity, these areas include shared green spaces,
pedestrian pathways, and community amenities to foster
interaction. The architecture balances density with a human-
centered approach, ensuring livable, welcoming homes. These
neighborhoods support a vibrant, diverse community, aligning
with Old Town’s vision of inclusivity and opportunity.
RECOMMENDED HOUSING TYPES
• Townhome (up to 8 units per building)
• Multi-Unit House (1 – 4 units)
• Low-Density Walkup (3 – 12 units)
• Medium-Density Walkup (13 – 24 units)
• Apartment Complex (12 – 40 units)
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 10 – 25 feet maximum
• Side Setback: 0 – 10 feet
• Rear Setback: 10 feet minimum
Open Space
• Open Space: 10 – 15%
Height
• Building Height: 3 stories maximum
Multi-Unit Residential
Flex Residential neighborhoods combine the charm of single-
family homes with adaptable live/work spaces. Designed
for walkability and versatility, they support small businesses,
studios, and home offices while maintaining a residential feel.
Strategically placed neighborhood commercial spaces, such as
cafés and boutiques, serve as community hubs. Minimal parking
requirements emphasize a pedestrian-friendly design, with wide
sidewalks, street trees, and bike paths promoting connectivity
and active transportation.
RECOMMENDED HOUSING TYPES
• Detached House – Neighborhood Lot (4K – 7K s.f.)
• Detached House – Compact Lot (2.5K – 4K s.f.)
• Accessory Dwelling
• Townhome (up to 8 units per building)
• Multi-Unit House (1 – 4 units)
• Low-Density Walkup (3 – 12 units)
• Live/Work
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 20 – 30 feet maximum
• Side Setback: 5 feet minimum (0 feet for shared walls)
• Rear Setback: 5 feet minimum
Open Space
• Open Space: 10% minimum
Height
• Building Height: 3 stories maximum
Flexed Unit Residential
Photo Source: www.onyxandeast.com
Photo Source: www.boxdevco.com
Photo Source: www.wheelerdistrict.com
Photo Source: www.apartments.com
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Business Center areas are vital local-regional shopping,
services, and economic activity hubs. These areas feature a
walkable, town center format of conventional mid- to -large
box development and outlot commercial spaces. These centers
provide residents and visitors convenient access to a wide
range of goods and services, from essential retail to dining and
entertainment. Despite their scale, thoughtful design elements
such as pedestrian pathways, landscaping, and signage enhance
functionality and create inviting spaces for shoppers and visitors.
Strategically located along major transportation corridors,
these areas are designed to maximize visibility and accessibility,
positioning them as key destinations within the community and
the broader region.
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 10 – 25 feet maximum
• Side Setback: 10 feet minimum (0 feet for shared walls)
• Rear Setback: 20 feet minimum
Open Space
• Open Space: 20 – 30%
Height
• Building Height: 2 stories maximum
Business Center
Neighborhood Centers are vibrant, community-focused
spaces designed to provide life to surrounding neighborhoods.
Emphasizing walkability and human-scale development, these
centers foster a sense of connection and belonging, offering
residents convenient access to everyday amenities and gathering
spaces. Characterized by smaller-scale buildings limited to two
stories, neighborhood centers host a mix of local coffee shops,
restaurants, and small service-oriented businesses that reflect
the community’s unique identity. These centers are thoughtfully
designed to encourage pedestrian activity, with wide sidewalks,
outdoor seating, and inviting storefronts creating a lively and
welcoming atmosphere. Where possible, on street parking
should be utilized and off-street parking should be minimal and
shared by multiple tenants. This approach maintains the intimate
scale of the area while accommodating visitors and supporting
local businesses. These centers are designed to be more than
just functional—they are destinations where residents meet,
relax, and engage with their community.
RECOMMENDED HOUSING TYPES
• Upper-floor residential in mixed-use building
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 0 – 10 feet maximum
• Side Setback: 5 feet minimum (0 feet for shared walls)
• Rear Setback: 5 feet minimum
Open Space
• Open Space: 5 – 15%
Height
• Building Height: 2 stories maximum
Neighborhood Center
Photo Source: www.wichitabyeb.com
Photo Source: www.brooksideeast.com
Photo Source: www.crexi.com Photo Source: The Kansas City Star
Photo Source: continuumpartners.com
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Civic Center in Old Town serves as the heart of public life and
civic engagement, providing a hub for community activities,
cultural events, and institutional functions. Anchored by public
and institutional facilities or campuses, these areas are central
gathering spaces that reflect the shared identity and values of
the community. Civic buildings should stand out and feel more
important than everyday businesses, with architecture that
reflects their public purpose. They should have grand features
like tall columns, larger-scale designs, and decorative details that
make them look stately and welcoming. Placing them further
back on their lots allows for open spaces in front, making them
more visible and giving them a sense of importance in the
community. Strategically located within Old Town, civic centers
are designed to foster accessibility and inclusivity, welcoming
residents and visitors alike. Key features may include municipal
buildings, historical society venues, and open spaces for public
events and celebrations. These facilities are complemented
by pedestrian-friendly design elements, including plazas,
shaded seating areas, and walkable pathways, which encourage
interaction and a sense of connection. These places serve as
a functional space for civic operations and as a cultural and
social anchor for Old Town. They embody the community’s
commitment to collaboration, celebration, and engagement,
creating a dynamic environment where people come together to
learn, connect, and celebrate shared experiences.
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 20 feet minimum
• Side Setback: 5 feet minimum
• Rear Setback: 5 feet minimum
Open Space
• Open Space: N/A
Height
• Building Height: 4 stories maximum
Civic Center
The Community Mixed-Use corridor is a dynamic and vibrant
area that seamlessly integrates residential, commercial, and
public spaces. Designed to serve the broader community, this
corridor offers a lively and diverse environment where people
can live, work, shop, and gather in one cohesive setting.
Walkability and connectivity are central to the character of this
corridor. Wide sidewalks, street trees, and thoughtfully designed
streetscapes create safe and inviting spaces for pedestrians and
cyclists, encouraging active movement and reducing reliance on
cars. Buildings are oriented toward the street and feature a mix
of uses, such as ground-floor retail or office with apartments or
offices above, fostering a human-scaled, interactive experience.
This corridor is designed to support a variety of activities, from
enjoying a meal at a local restaurant to attending public events
or simply strolling through engaging streetscapes. Pocket
parks, plazas, and public gathering spaces enhance the sense
of community and provide opportunities for relaxation and
connection.
RECOMMENDED HOUSING TYPES
• Live/Work
• Upper-floor residential in mixed-use building
• Medium-Density Walkup (4 – 12 units)
• Apartment Complex (12 – 40 units)
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 10 feet maximum
• Side Setback: 10 feet maximum
• Rear Setback: 5 feet minimum
Open Space
• Open Space: N/A; common areas or
balconies encouraged
Height
• Building Height: 4 stories maximum
Community Mixed-Use
Photo Source: civiclive.com
Photo Source: www.westsideseattle.com
Photo Source: Westerbeck Architecture LLC
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Community Transitional corridors are dynamic, flexible zones
designed to evolve alongside the community’s needs. These
areas provide a bridge between lower-intensity residential
neighborhoods and more integrated mixed-use developments,
offering a gradual transition that respects the character and scale
of surrounding neighborhoods. With a focus on adaptability,
these corridors accommodate a range of uses, including small-
scale retail and offices Their design emphasizes compatibility,
ensuring that new developments enhance rather than disrupt the
existing fabric of the area. Thoughtful site planning, buffering,
and design elements help maintain harmony with adjacent
neighborhoods, preserving their identity while introducing new
opportunities. Accessibility is a cornerstone of these corridors,
with well-connected streetscapes and pedestrian-friendly
pathways fostering walkability and encouraging community
interaction. Over time, these areas will grow to support diverse
activities, create economic opportunities, and strengthen
connections.
RECOMMENDED HOUSING TYPES
• Upper-floor residential lofts/apartments in
mixed-use building
• Live/Work
• Medium-Density Walkup (4 – 12 units)
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 10 feet maximum
• Side Setback: 0 feet minimum
• Rear Setback: 5 feet minimum
Open Space
• Open Space: N/A; common areas or
balconies encouraged
Height
• Building Height: 3 stories maximum
Community Transitional
The Local Main Street corridor serves as the commercial anchor
of the community, offering a pedestrian-focused environment
that captures the unique character and charm of the area.
Defined by small-scale storefronts, this corridor is home to
local businesses, boutique shops, and inviting cafés, creating a
vibrant streetscape that prioritizes walkability and fosters social
interaction. The design of this corridor emphasizes human-scale
architecture and thoughtful details, such as wide sidewalks,
outdoor seating, and street trees, which enhance comfort and
accessibility. Public spaces, including pocket parks and plazas,
act as gathering spots for events, activities, and everyday
moments of connection. This corridor is more than just places to
shop and dine—it is a welcoming destination that celebrates the
community’s identity and spirit.
RECOMMENDED HOUSING TYPES
• Upper-floor residential lofts/apartments in
mixed-use building
PROPOSED FRONTAGE STANDARDS:
Lot Standards
• Front Setback: 5 feet maximum
• Side Setback: 10 feet maximum
• Rear Setback: 5 feet minimum
Open Space
• Open Space: N/A; common areas or balconies
encouraged if above 8 feet of the sidewalk
Height
• Building Height: 2 stories maximum
Local Main Street
Photo Source: Gresham Smith
Photo Source: images1.loopnet.com
Photo Credit: southeastventure.com
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Case Studies
PHILADELPHIA, PENNSYLVANIA: THE PORCH AT
30 TH STREET STATION
The Porch at 30th Street Station in Philadelphia transformed a
former parking lot into a vibrant third space through low-cost,
flexible design and ongoing community programming. Led by
University City District, the project used movable furniture, food
trucks, and live events to activate the space and attract daily
users. By observing behavior and adapting in real-time, the
space quickly became a beloved destination for commuters,
residents, and visitors alike. Its success demonstrates how
simple, responsive interventions can create inclusive, people-
centered places in even the most utilitarian settings.
DOVER, NEW HAMPSHIRE: WASHINGTON STREET
MILLS AREA
Once an industrial corridor with little community connection,
Dover revitalized the Washington Street Mills area through
strategic rezoning and adaptive reuse incentives. The City
updated zoning to allow residential lofts, ground-floor
businesses, and limited commercial density, while discouraging
incompatible uses. Historic mill buildings were transformed into
housing, offices, and co-working spaces, supported by third
places like a riverside plaza and brewery taprooms. This blend of
residential density and community-oriented uses reinvigorated a
forgotten part of downtown with new life and purpose.
DELRAY BEACH, FLORIDA: PINEAPPLE GROVE
ARTS DISTRICT
Delray Beach revitalized its underused Pineapple Grove corridor
by encouraging mixed-use development and creative third
spaces like art galleries, small theaters, and public plazas.
The City overhauled its zoning code to prioritize pedestrian-
friendly uses and restrict drive-throughs, auto-centric businesses,
and incompatible industrial uses. The framework supported
townhomes, live/work units, and mid-rise housing, introducing
gentle residential density that activated the street and supported
local businesses. Today, the area is a thriving cultural hub that
blends walkability with an arts-driven identity.
INDIANAPOLIS, INDIANA: WEST WALNUT STREET
ROAD DIET
The City of Indianapolis reviewed its transportation safety issues,
which included concerns about wide lanes, speeding, insufficient
bicycle facilities, and poor neighborhood connectivity. It viewed
the public-private investment in the Indianapolis Cultural Trail as
a way to tackle these issues and boost downtown revitalization.
To make way for the new eight-mile biking and walking trail,
the City implemented road diet projects, reducing lanes on
adjacent streets from up to six to three in many cases. The
trail’s completion in 2012 has improved visibility and foot traffic
for local businesses. Ultimately, the cultural trail functions as a
greenway, a pedestrian buffer, and an economic development
tool, aligning with the core principles of sustainable urban
design: people, planet, and profit.
Photo: Projects for Public Spaces
Photo: www.visitphilly.com
Land Use & Character
Community character refers to the distinct identity of
a place—a “sense of place” that people experience
in a setting. Today, Old Town is lacking in its sense of
place due to its development pattern. The current use
and format of properties do not create comfortable,
consistent, and efficient places for people to walk to
multiple destinations. While there are clear commercial
areas, the auto-centric design of individual sites
creates separation from neighboring properties and
the streetscape. In addition to standards for site
design and building orientation, establishing land
use regulations will be important for supporting the
evolution of Old Town.
Promote Uses that Create
Destinations and Third Places
“Third places” are destinations outside of a person’s
place of work and residence where one can spend time
with others and connect with the community. There are
a number of uses that promote character and sense of
place that are allowed in Old Town today. However,
some uses that may be appropriate destinations and
third places are limited by a requirement to obtain a
conditional use permit, such as a gym, laundromat, fine
arts studio, bakery, coffee roasting, consignment shop,
convenience store, general retail store, market, and
micro-brewery.
Integrate Residential Density
Integrating mixed-use development, gentle density
housing types, and apartments in appropriate locations
is a key strategy for the study area’s revitalization.
Vibrant places areas function best when there is
residential density in close proximity to local businesses
and other destinations. More people in Old Town
could have several benefits – more customers for local
businesses, a livelier and safer environment, optimized
use of infrastructure, healthier and more active
lifestyles, and increased property values.
Prohibit or Limit Uses that
Diminish Quality of Character
Uses like auto repair and sales, gas stations, large-
scale outside sales and storage, parking lots, and
drive-throughs are most often designed in a manner
that does not enhance walkability and an urban
sense of place. Uses that do not readily align with
the aspirations of the plan should be limited through
supplemental standards, the conditional use permit
process, and/or full prohibition.
Photo: chinburg.com
Single Unit Residential
Flex-Unit Residential
Multi-Unit Residential
LIVING
Business Center
Neighborhood Center
Civic Center
CENTERS
Community Mixed-Use
Community Transitional
Local Main Street
CORRIDORS
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The Mobility and Connectivity Framework:
Vehicular Transportation was devised to identify
specific opportunities to expand and improve
automobile access and movement to and
within Old Town. It also includes some specific
transportation opportunities, such as a pedestrian
overpass, a protected cycle-track along Broadway
Street, the Grand Boulevard redesign, and an
entertainment district just north of Broadway
Street. The Plan identifies and articulates the
opportunities that will make Old Town a more
well-connected, safe, and multimodal destination.
Ideally, every residential and commercial
property should connect with safe and accessible
sidewalks. Trails and shared-use paths should
connect parks and other key destinations. Areas
with local shops should provide a comfortable
walkable environment. Intersections should
accommodate pedestrians and cyclists with push-
button signalization, crosswalks, and crossing
ramps.
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The Mobility and Connectivity Framework:
Active Transportation highlights key gaps
in the pedestrian and cyclist network,
emphasizing the need for improved
connectivity and safety. Existing challenges
include a lack of off-street trails and shared-
use paths linking to adjacent trails, schools,
parks, and other destinations, as well as limited
sidewalk connections along major corridors
and across railroad tracks. Additionally,
major intersections often lack essential safety
features, creating unsafe and uncomfortable
crossing conditions. This framework
identifies strategic improvements to enhance
accessibility, connectivity, and safety for all
users.
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The Mobility & Connectivity Framework: Parking
addresses key challenges related to the location,
quantity, availability, and the accessibility of parking
spaces in Old Town, focusing on enhancing safety,
efficiency, and visual appeal. An over-abundance of
parking spaces, particularly those highly visible from
public frontages, detracts from the area’s aesthetic
character. Additionally, thoroughfares with parking
configurations of head-in and back-out access to
public thoroughfares create safety risks and disrupt
traffic flow. This framework outlines strategies to
improve parking design, reduce visual impacts, and
enhance overall mobility within Old Town.
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Case Studies
SPARTANBURG, SOUTH CAROLINA:
NORTHSIDE PEDESTRIAN BRIDGE
Completed in 2022, the Northside Pedestrian Bridge
spans active rail tracks to connect Spartanburg’s
historically underserved Northside neighborhood
with the downtown area and key destinations
like the local medical district and the Rail Trail.
Before the bridge, residents had to take a long,
unsafe route to reach jobs, schools, and services.
The new structure creates a safe, direct path for
pedestrians and cyclists, while symbolizing broader
reinvestment in the Northside community. It is
part of a larger revitalization initiative that includes
affordable housing, health access, and commercial
development, demonstrating how new pedestrian
infrastructure can be a catalyst for equitable urban
redevelopment.
FORT COLLINS, COLORADO: OLD TOWN
PARKING REDUCTION
Old Town Fort Collins successfully reduced on-
site parking requirements in its historic core to
support walkability, preserve historic character, and
encourage adaptive reuse of older buildings. Instead
of mandating off-street parking for every new use or
redevelopment, the City introduced shared parking
strategies, improved public parking management,
and prioritized pedestrian infrastructure. This
shift lowered barriers to investment in small sites,
supported a mix of uses, and reinforced the area’s
identity as a lively, people-oriented district. The
result has been a more vibrant downtown with
increased foot traffic, business activity, and successful
infill development, all without building excessive
parking.
DALLAS, TEXAS: LOWER GREENVILLE
PEDESTRIAN STREETSCAPE
Greenville Avenue, particularly Lower Greenville,
showcases how a historically vibrant corridor can be
revitalized through pedestrian-oriented reinvestment
at a neighborhood scale. Once in decline due
to disinvestment and traffic dominance, the city
and local stakeholders worked together to calm
the street, add wider sidewalks, street trees, and
pedestrian lighting, and reduce curb cuts. These
changes, along with a rezoning effort to encourage
mixed-use development and outdoor patios, helped
shift the area’s identity from a high-speed arterial to a
walkable, local destination. Today, Lower Greenville
thrives with independent restaurants, bars, and retail,
drawing both residents and visitors while maintaining
a strong neighborhood character rooted in local
street scale and historic fabric.
Photo Source: Walsh Group
Evaluate Vehicular Mobility
Options and User Safety
Old Town is a primary nexus of roadway intersections
critical for regional and local mobility, with SH 35/
Main Street and FM 518/Broadway Street serving
as heavily trafficked regional corridors. Typically, as
vehicle traffic increases, crash occurrences increase,
and safety and visual character decrease. The result
of the OTRP should be a balance between efficient
vehicular mobility options and user safety.
Balance Roadway Capacity,
Attractiveness, and Safety
Roadways with limited vehicular lanes should be
prioritized for adjacent pedestrian travel with wide
sidewalks and street trees. All thoroughfares within
Old Town should be attractive, safe, and efficient.
The construction of full curb and gutter facilities
should be a top priority along major retail and
commercial corridors. All intersections and crossings
should feel safe for vehicles and pedestrians, with
clear road markings, signage, and regulations. The
number of lanes on a street should correspond
with the intended use of that street. For example,
thoroughfares such as SH 35, which typically serve
through traffic heading between southern Pearland
and Houston, should provide efficient travel through
the study area. In contrast, thoroughfares such as
Grand Boulevard and Pear Street, which typically
serve local traffic, should be narrower with fewer
lanes and have slower vehicle speeds. A balance of
roadway capacity, attractiveness, and
safety should be met.
Design Regional, Through-Traffic
Corridors and Narrow, Local
Pedestrian-Oriented Corridors
Thoroughfare design should not detract from the
economic viability of adjacent commercial properties
and their intended sense of place. In all cases, streets
should have safe pedestrian crossings, be well-lit,
have appropriate drainage facilities, include street
trees and sidewalks, and provide adequate vehicle
travel lanes. The result of vehicular transportation
in Old Town should be the development of efficient
through-traffic corridors and slow-narrow local
pedestrian-oriented Main Street-type corridors.
Photo Source: Valerie Mosley/The Coloradoan
Photo Source: La Terra Studio
Proposed All-Way Stop Intersection
Proposed Signalized Intersection
Proposed Pedestrian Connection
Proposed Crosswalks
Proposed Cycle Track
Proposed Thoroughfare Reduction
Proposed Thoroughfare Expansion
Proposed Right-of-Way Expansion
Proposed
On-Street Parking
Primary Streetscape Enhancements
Secondary Streetscape Enhancements
Proposed Sidewalks
Replace Sidewalks
Existing Sidewalks
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 4 | V I S I O N1 0 8 1 0 9UTILITIES & INFRASTRUCTURE FRAMEWORK
As part of the Utilities & Infrastructure Framework,
capacity calculations based on development concepts
were used to identify general capacity needs of the
study area, specifically for the Big Ideas. The existing
2019 Water and Wastewater Master Plans for the City of
Pearland used actual usage data, population projections,
and land use projections to model each system and
recommend potential improvement projects. Water and
wastewater capacity requirements resulting from the
Big Idea concepts are generally in line with the growth
parameters identified in the Water and Wastewater
Master Plans and do not affect the large-scale water
transmission and supply, nor wastewater collection
and treatment projects recommended in the Master
Plans; however, as development occurs, the capacities
requested by developers should be reviewed for
conformance with the assumptions and projections from
the Master Plans.
The City shall continue requiring water and sewer
capacity analysis for all developments to ensure necessary
infrastructure improvements are performed and paid for
through different funding streams as the City deems fit.
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Power System’s Visual Noise &
Valuable Real Estate
The City should work with CenterPoint to discuss areas with a
history of outages and consider options for reducing outages.
During planning for corridor improvements, the location of
power poles and the potential for underground electrical
infrastructure should be discussed to improve aesthetics and
allow more space for pedestrian-friendly transportation.
In Old Town, the electrical system consists of overhead
electrical power lines, poles, transformers, and substations
that supply power to the area. This aged infrastructure
is disrupted through high wind speeds, falling limbs and
rain events that travel throughout the Houston area. Part
of a larger grid managed by regional utility providers like
CenterPoint Energy, power is typically sourced from a mix
of generation plants, including natural gas and renewable
energy sources, feeding into the City’s distribution network.
Within the study area there is an estimated 121 thousand
linear feet of electrical lines and is adequate
for current needs.
The electrical capacity is generally adequate for current
needs, although increased development and higher energy
consumption in commercial and industrial areas have placed
greater demand on the system. Power usage is heavily
influenced by land use, with commercial and industrial zones
requiring significantly more energy than residential areas. This
infrastructure should be monitored to ensure that is adequate
as development progresses throughout Old Town.
The proposed mixed-use development concepts within the
Big Idea areas will greatly increase impervious area, which
must be detained per the City’s Design Criteria Manual
(EDCM). Traditional in-ground detention ponds take up large
amounts of land area, reducing the developable acreage,
making projects less attractive for developers.
Separately, as mentioned in the 2019 Master Drainage Plan,
cumulative effects of small site development should be
studied, or additional guidance could be provided on how to
handle these types of situations. Per the EDCM, Single Family
Residential lots of 15,000 square feet or less are exempt
from detention if impervious cover is less than 50 percent,
and lots between 15,000 square feet and two acres have
an exemption from detention for the first 7,500 square feet
of impervious cover. There is no exemption for commercial
projects. The challenge will be ensuring that the land-use
defined for all sites is being fairly applied during permitting,
and there are not special exceptions being provided for
certain properties. Over development of small sites without
the correct drainage improvements could cause localized
flooding during heavy rain events, considering the study
area is mostly flat, and roadside ditches have challenges
maintaining conveyance over time. These areas are prone to
ponding and local street flooding during heavy rain events,
as it is hard to convey water away from these areas.
Water Line Replacement &
Expansion
Old Town’s water system faces several challenges that
impact its reliability and capacity. Most existing water
lines, particularly in residential areas west of SH 35/Main
Street, are made of transite pipe, a brittle and outdated
material that is no longer widely accepted. There are also
gaps in internal water line infrastructure within Big Ideas
1, 3, and 5 (refer to Big Ideas Map on Page 12), as well
as sections of undersized and dead-end water lines in the
northeast quadrant of Old Town. The study area’s water
supply primarily comes from the McLean Road Water
Plant, which has limited space for expansion, making
future growth dependent on the planned expansion of
the Alice Road Water Plant. Addressing these issues over
time is critical to ensure a sustainable and efficient water
system for Old Town.
Wastewater System Maintenance
The City has prioritized capital improvement projects
that reduce peak wastewater (sewer) flows during storm
events, mainly by completing projects using cured-in-
place pipe rehabilitation. That effort should continue
throughout the entire Old Town study area to continue
the reduction of stormwater runoff entering the sewer
collection system. As with water capacity, the City should
require developers to prepare a capacity analysis for
their developments and consider developer financing
agreements for shared public infrastructure (extensions
or upsizing). Commercial and multi-family residential
developments can strain local collection systems with
flushable wipes and grease, and ongoing maintenance
and improvements at the Walnut Street Lift Station must
be prioritized to ensure successful wastewater collection
and conveyance for the study area.
Drainage System Sustainability
The City has completed numerous drainage improvement
projects over the past few years in the study area, with
several more projects planned and ongoing. Pearland
should consider authorizing the preparation of a
drainage-focused preliminary engineering report for
the upcoming Broadway and Walnut Street corridor
improvements. The report should consider the proposed
Veterans Drive drainage and Southwest Quadrant
drainage improvement projects. The southwest quadrant
should be the focal point, as this area is within the 100-
year and 500-year floodplains
Water in Old Town flows primarily into Clear Creek and
Mary’s Creek, (which are both located outside of the
mapped area) two of the key waterways that serve as
outfalls for the City’s drainage system. These natural water
courses play a significant role in managing runoff during
rain events, and they are connected to the City’s system
of stormwater conveyance through a series of channels,
inlets, and detention basins.
(Drainage System Sustainability continued)
Cured in Place
Polyethylene
Clay
Concrete
Unknown Material
Asbestos Concrete Lines
Copper Tubing
Iron Pipe
PVC
Above Ground
Utilities
Utility Poles
Concrete
Reinforced Concrete Box Culvert (RCB)
Reinforced Concrete Pipe (RCP)
Detention Ponds
Drainage Easements
Roads with Open Ditches
Roads with Curb-and-Gutter (Street-Side Ditches)
STORMLINES
SEWER LINES
WATER LINES
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Old Town Pearland is defined by the active BNSF
railroad tracks that bisect the study area and see
more than 25 trains daily. With two dedicated parks
within Old Town, the experience and impact could be
enhanced both in how these spaces are designed and
how the space is programmed.
Key to the Placemaking & Public Spaces Framework
is clear pedestrian corridors and green spaces that
serve as direct connections to localized destinations
and experiences in the core of Old Town and
surrounding areas. This also includes substantial trail
and roadway improvements connecting with the Town
Ditch Trail and larger regional network. This network
of green streets, trails, and public open spaces will
cultivate an attractive and accessible district with
a high quality of life for those in Old Town and will
help celebrate the historic and cultural roots of this
area. Creating these investments and enhancements
in public open space, trail connections, outdoor
recreation, and programming will improve quality of
life for existing and incoming residents and will drive
new investment and demand for living, working, or
visiting Old Town.
The public art recommendations are
intentionally flexible and open to future
interpretation, with sites selected for
their strategic locations at key access
points and connections to Old Town’s
destinations and pathways.
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Create More Public Spaces &
Pedestrian-Friendly Destinations
The subareas will provide destinations for Old Town
businesses to concentrate and create special places.
Each unique subarea will have a distinct purpose
and provide amenities and gathering places for
programming or passive recreation. Old Town has an
opportunity to provide valuable connections that are
activated by new businesses, public space amenities,
and community programming.
Public Art & Cultural Identity
Old Town is primed to become the City’s historic
and culturally-significant destination for the arts
and community entertainment. Capitalizing on the
momentum of the Cultural Arts Master Plan, Visit
Pearland recently hosted the Pearland Grand Arts
and Eats Festival on Grand Boulevard with the first-
ever interactive art installation. The Visit Pearland Arts
Administrator is a newly filled position that will guide the
implementation of the Cultural Arts Master Plan as well
as recommendations on cultural arts amenities
in Old Town. Interactive art, playful street furniture, and
Old Town-specific utility box wrap art (expanded from
the Pearland Parkway area) could weave a one-of-a-kind
experience with history, color, and personality.
Grand Links & Activated
Connections
Trails are a key avenue for people to access amenities
and green spaces in the city, as well as connect with the
greater region. The Town Ditch Trail can be extended
and connected to Old Town via Hunter Park to offer new
connections and park spaces to stitch the city together
for existing neighborhoods, as well as cyclists and
pedestrian users.
Case Studies
DENVER, COLORADO: 16TH STREET INTERACTIVE
ART AND PUBLIC SPACES
Denver’s 16th Street Mall revitalization includes a strong focus
on activating outdoor public spaces with interactive art and
playscapes that invite community participation. Large-scale
metal aspen tree sculptures with kinetic colored leaves create a
dynamic canopy, transforming the pedestrian experience with
shifting light and movement. These installations serve as both
visual art and playful elements that encourage visitors to linger
and explore.
Alongside the sculptures, the mall features interactive
playscapes, creative spaces designed for all ages to engage
physically and artistically. These include sensory elements,
tactile features, and areas where visitors can manipulate parts
of the art, fostering a hands-on connection to the environment.
The “Fingerprints” storefront installations add another layer of
interaction, inviting people to discover neighborhood stories
through art integrated into commercial spaces.
SUGAR LAND, TEXAS: TRAFFIC BOX WRAP ART
The City of Sugar Land, Texas, transformed its urban landscape
through the Traffic Box Art Wrap Project, an initiative aimed at
beautifying public spaces and promoting local art. Launched in
2018 as part of the City’s Public Art Plan, the project involves
commissioning regional artists to design vibrant vinyl wraps
for traffic signal control boxes, turning functional infrastructure
into colorful public art. With over 40 boxes adorned across the
city, the program engaged artists from diverse backgrounds,
including students and community organizations. Each
selected artist receives a stipend for their design, which is
professionally fabricated and installed, ensuring durability
and consistency. Themes like “Sugar Land Looks Ahead”
encourage artists to reflect the city’s spirit and aspirations. This
initiative not only enhances the visual appeal of Sugar Land’s
streetscapes but also fosters community pride and positions
the city as a cultural destination.
FORT WORTH, TEXAS: MAGNOLIA AVENUE’S
FESTIVAL STREET TRANSFORMATION
Magnolia Avenue in Fort Worth, Texas’s Near Southside was
historically a vehicular corridor with underutilized storefronts
and minimal pedestrian activity. Through the leadership of
Near Southside, Inc., the street was gradually transformed into
a pedestrian-friendly corridor that supports frequent street
closures for festivals like ArtsGoggle, Open Streets, and pop-
up markets. Traffic calming measures, street trees, bike lanes,
and curb extensions made it easy to convert Magnolia into
a temporary pedestrian zone for events. ArtsGoggle alone
attracts over 60,000 visitors annually. The corridor has seen a
surge in small businesses, galleries, and restaurants, making
Magnolia Avenue a prime example of a grassroots-led festival
street model enhancing economic and cultural vitality.
Photo: American Planning Association
Photo: Sugar Land Cultural Arts Foundation
Proposed Shared-Use Path
Pedestrian Overpass
Parks & Open Spaces
Subareas/Special
Districts
Primary Streetscape Enhancements
Secondary Streetscape Enhancements
Festival Street
Activated Connector
Monumentation Tier 1 / Gateways
Monumentation Tier 2
Monumentation Tier 3
Public Art
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The Development & Redevelopment Opportunities
Framework identifies the primary and secondary
opportunity areas within Old Town where revitalization
efforts should be initiated and concentrated. These areas
were established through a comprehensive analysis of
market conditions, land use patterns, physical character,
and community input and highlight where the greatest
potential exists to catalyze visible change and long-term
reinvestment.
Primary opportunity areas represent the locations with
the most impact to begin transformation. These are sites
that, due to their scale, location, ownership patterns,
or adjacency to civic anchors, offer immediate potential
for redevelopment or adaptive reuse. These areas are
envisioned as the launching points for revitalization,
where concentrated public and private efforts can create
early wins and signal momentum.
Secondary opportunity areas represent strategic follow-
up sites. While they may not have the same immediacy as
primary areas, they present significant long-term potential
to build upon and extend revitalization efforts as the
market strengthens and community interest grows.
The City and the PEDC should use
this framework as a guide to prioritize
investments, align public improvements,
and target developer outreach. By
focusing efforts within the identified
areas, Pearland can more effectively
stimulate private investment, maximize
the impact of limited resources, and
create a cohesive, phased approach to
revitalizing Old Town.
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Cultivate Nodes & Destinations
A node is a concentrated point of activity or interest,
such as a park, plaza, key intersection, or cluster
of businesses that serves as an anchor within the
community and draws people together. Cultivating
nodes and destinations within Old Town is essential to
its revitalization, helping to create a sense of place and
purpose. Identifying strategic locations for activity hubs,
whether through enhanced parks, cultural anchors, local
businesses, or flexible public spaces, can establish a
network of inviting destinations that draw people in to
Old Town and encourage them to linger and enjoy the
amenities. These nodes not only support community life
and economic activity, but also help stitch together the
district with meaningful connections, making Old Town a
more dynamic, walkable, and memorable place to be.
Infill & Redevelopment Along
Major Corridors & Connectors
Infill and redevelopment along major corridors such
as Broadway Street, SH 35, and Walnut Street, along
with secondary connectors like Pear Street and Jasmine
Street, are key to revitalizing Old Town and shaping
a more vibrant, pedestrian-friendly district. Focusing
growth and reinvestment along these critical routes can
help the area support a mix of uses, fill in underutilized
parcels, and enhance walkability and connectivity.
These efforts will help create a more cohesive, active
environment where businesses thrive, residents feel
proud and connected, and visitors are drawn to explore
and spend time in Old Town.
Prioritize Primary Opportunity
Sites for Investment as Resources
Become Available
There is a strong desire for Old Town to prioritize
transformational “big idea” projects that can serve
as catalysts for private investment and guide the
strategic use of public funding and resources. By
focusing on high-impact, visible improvements in key
areas, like the primary opportunities, these sites can
bring transformational change that builds momentum,
community confidence, and attracts complementary
development. Targeted public investment in
infrastructure, placemaking, and public spaces will
help lay the foundation for long-term revitalization and
reinforce Old Town as a vibrant, active, and economically
resilient district.
Case Studies
ROANOKE, TEXAS: TRANSFORMING DOWNTOWN
INTO A PREMIER DINING & CULTURAL
DESTINATION
In 2004, the City of Roanoke, Texas began a multi-phase
effort to complete a comprehensive downtown plan and
implementation strategy for the redevelopment of its historic
core. This initiative included the development of the Roanoke
Downtown Plan, the adoption of a form-based zoning code, and
the completion of several public infrastructure projects along
Oak Street to enhance the area’s appearance and walkability.
These improvements, along with the creation of a mixed-use
City Center and a new City Hall, served as catalyst projects that
spurred further development in the City of approximately 9,000
residents. In 2009, Roanoke was officially designated by the
Texas House of Representatives as “The Unique Dining Capital
of Texas,” a recognition earned through the City’s diverse and
high-quality dining experiences that have made Downtown
Roanoke a favorite destination for culinary enthusiasts. Today,
Roanoke continues to embrace its unique, eclectic small-
town charm while promoting smart, selective growth. The
City hosts numerous events and festivals along Oak Street,
such as Celebrate Roanoke, Evenings on Oak Street, and the
Farmers Market, all of which highlight the ongoing dedication
and perseverance of City Council, City leaders, and the local
community in shaping a vibrant and welcoming downtown.
HOUSTON, TEXAS: MIDTOWN CULTURAL DISTRICT
AS A CATALYST FOR REVITALIZATION
In 2012, Midtown [Houston, Texas] was designated a Texas
Commission on the Arts Cultural Arts and Entertainment District,
unlocking new opportunities to activate space through the arts.
The Midtown Management District led efforts to integrate public
art, cultural programming, and placemaking into infrastructure
improvements. Key projects included the development of
MATCH (Midtown Arts & Theater Center Houston), mural
installations, and support for performances in public parks and
plazas. The district also emphasized walkability, safety, and
community events.
LUDLOW, KENTUCKY: LUDLOW YARDS
Ludlow Yards is a mixed-use infill project in Ludlow, Kentucky.
The project revitalized an industrial area by combining
residential, commercial, and public spaces that celebrate the
town’s railroad heritage. It features apartments, retail spaces, and
community areas, inspired by traditional train sheds with gabled
rooftops and large windows. Ground-floor retail engages the
sidewalk, promoting a pedestrian-friendly atmosphere, while a
central public plaza acts as a communal hub, enhancing social
and economic activity. Ludlow Yards showcases how mixed-
use developments can transform underutilized sites near rail
infrastructure into vibrant community assets by respecting the
historical context and focusing on human-scale design.
Photo: cityfeet.com
Photo: Midtown Houton
Photo: Northern Kentucky Tribune
Destinations
Infill Opportunities
Primary Opportunities
(Big Ideas)
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From Framework to Action: How
Revitalization Gets Done in Old Town
The Development & Redevelopment Opportunities
Framework is more than a map. It is a call to action, a visual
blueprint for how Pearland can grow back into its historic center
with renewed life, energy, and purpose. It identifies where the
City and the PEDC should prioritize redevelopment efforts,
highlighting both primary and secondary opportunity areas that
offer the greatest potential to catalyze investment.
But revitalization does not happen with a framework alone.
It happens through a sustained, intentional, and community-
driven process. It happens block by block, with the alignment of
capital investments, partnerships, and policy tools. It happens
when both the big ideas and the small victories work together to
restore pride, activity, and resilience in a place that has always
been central to Pearland’s identity.
There are no shortcuts. Revitalization is not a single project or a
single plan, it is a long-term investment in people and place.
The most successful efforts, those that leave a lasting impact, are
built not just around buildings, but around relationships, trust,
and shared purpose.
BUILDING THE FOUNDATION
Revitalization begins with a shared understanding that public
investment must lead the way. It is the foundation upon which
everything else is built, a visible, tangible signal that the City
believes in the future of a place and is willing to invest in its
success. Before private developers move in or catalytic projects
take shape, the public sector must demonstrate leadership and
confidence. That confidence is expressed through infrastructure
upgrades that improve daily life, placemaking efforts that
create welcoming and functional public spaces, policy reforms
that reduce barriers to investment, and partnerships that build
trust across sectors. These early actions do not just prepare
a site, they set the tone, establish momentum, and show the
community that revitalization is not a concept on paper, but a
real, ongoing commitment.
Lead with Public Infrastructure and Policy Tools
The most enduring redevelopment success stories start with
public action. This includes:
• Upgrading streets, sidewalks, drainage, and lighting in
and around opportunity areas
• Enhancing public spaces and civic anchors that define
the study area’s character
• Simplifying zoning and permitting for infill, reuse, and
mixed-use development
• Adopting overlay districts or form-based codes to
promote walkable, human-scaled development
These early investments do more than fix physical systems—they
send a powerful message: this place matters.
Structure Partnerships Through Public-Private
Collaboration (P3s)
Public-private partnerships (P3s) are a critical tool in the
revitalization toolbox. These collaborations enable the City
and PEDC to share risk, leverage private capital, and ensure
that community benefits are incorporated into development
deals. Revitalization rarely happens through public action
alone. To create dynamic, mixed-use, economically sustainable
districts, cities need partners, developers, landowners, nonprofit
organizations, anchor institutions, and investors. But partnerships
must be carefully designed to ensure accountability, public
benefit, and shared risk. Public-Private Partnerships are one
of the most effective tools for delivering catalytic projects in
emerging or reinvestment markets like Old Town.
NEIGHBORHOOD REVITALIZATION: THE
HEARTBEAT OF LONG-TERM CHANGE
Revitalization cannot stop at the edges of the opportunity areas.
If the City focuses only on the high-impact sites, you risk creating
isolated pockets of new development without strengthening the
broader fabric of Old Town. The real success of revitalization lies
in the health and resilience of the neighborhoods that surround
it. Old Town’s residential blocks are filled with families, seniors,
and small homes that tell the story of this community’s past.
Revitalizing Old Town means restoring these neighborhoods, not
replacing them.
Neighborhood stabilization efforts should focus on:
• Home repair and rehabilitation programs
• Alley, sidewalk, and drainage improvements
• Facade enhancement and small-scale landscaping
• Code compliance and nuisance abatement
• Community clean-up days and beautification events
These may seem small on paper, but they are deeply meaningful
to residents. A repaired roof, a new porch, or a freshly planted
tree can restore pride in place and confidence in the future.
Building Civic Pride: Activating Local Champions
Revitalization is not only about buildings, infrastructure, or
economic development, but about people also believing in their
neighborhood again. Civic pride is the emotional and cultural
foundation of any lasting revitalization effort. It is the sense of
ownership, belonging, and shared identity that inspires residents
to care for their block, support local businesses, and participate
in shaping their community’s future.
In Old Town, building civic pride is essential to ensuring that
revitalization is not something that happens to the community,
but something that happens with the community, and ultimately,
because of it. When residents see improvements happening
in their neighborhood, when they are invited to help design
a new parklet, paint a mural, or plant trees along their street,
they begin to see themselves as stewards of place, not just
bystanders.
These local champions are the lifeblood of revitalization.
They keep momentum alive long after ribbon cuttings. They
advocate for their neighbors, maintain public spaces, and remind
decision-makers of the lived experience in Old Town. Civic pride
transforms revitalization from a series of capital projects into a
movement of community renewal. When pride is widespread
and authentic, it becomes contagious, attracting visitors,
drawing in new businesses, and strengthening the social fabric
that supports long-term stability.
Creating that pride takes more than messaging. It requires
resources, programs, and genuine relationships that empower
residents to take part in the transformation on their terms, in
their voice, and at their own scale.
Pearland can build this pride through:
• Neighborhood mini-grants for resident-led
beautification or placemaking
• Youth involvement programs to engage students in
community projects
• Public art initiatives that celebrate Old Town’s heritage
• Ambassador programs to connect residents,
businesses, and City staff
Fort Worth’s Neighborhood
Improvement Program (NIP)
FORT WORTH, TEXAS
Fort Worth’s Neighborhood Improvement Program
(NIP) exemplifies how cities can empower residents and
make measurable change with small-scale wins. The City
selects one or two neighborhoods each year for focused,
coordinated investment based on community need,
opportunity, and alignment with broader district goals.
Program Features:
• Homeowner grants for repairs and energy efficiency
• Street and alley upgrades
• Public art and cultural recognition
• Resident engagement and volunteer cleanups
• Partnerships with schools, nonprofits, and churches
The result is visible transformation, not only in the built
environment, but in the hearts of residents. Residents see
that they are not forgotten. They become the stewards
of revitalization. They are not watching change happen;
they are making it happen. Old Town should adopt a
similar model, selecting target blocks each year to receive
concentrated investment and engagement. These efforts
create stability, inspire reinvestment, and create “proof
of concept” that encourages others—both public and
private—to follow.
WHAT IS A P3?
A P3 is a cooperative agreement where a public entity
(like a city or EDC) works with private developers or
institutions to deliver a project such as a mixed-use
building, public plaza, or adaptive reuse of a vacant
structure. In a P3, each party brings something to the
table: land, financing, entitlements, or development
expertise.
In Old Town Pearland, P3s might include:
• Soliciting proposals for City- or EDC-owned
land in targeted areas
• Offering gap financing, sales tax rebates, or
infrastructure support to projects aligned with
the vision
• Establishing development agreements
that tie incentives to public benefits, such
as affordable housing, public art, or local
business commitments
Best Practice: Garland, Texas
Garland jumpstarted its downtown transformation
with a P3 that brought together City-owned land,
infrastructure funding, and private developers to create
a vibrant block of mixed-use development. Today,
what was once underutilized land is now home to new
restaurants, apartments, and a cultural arts center—
built with a balance of public vision and private
execution.
Best Practice: San Marcos, Texas
San Marcos has successfully deployed P3s to develop
downtown housing, public parking structures, and
active ground-floor retail. The City combined land
assets, infrastructure upgrades, and TIRZ financing
to negotiate high-quality developments with clear
community benefits. The result is a revitalized
downtown that attracts new residents and businesses
while retaining its local character.
Best Practice: Tacoma, Washington
Tacoma empowers its residents through a network of
Neighborhood Councils, geographically defined groups
that receive funding, training, and direct support
from the city to lead improvement initiatives. These
councils serve as vital links between the community
and city government, ensuring that local voices guide
investment decisions and implementation priorities.
Residents propose projects such as park improvements,
public art, alley cleanups, and safety enhancements,
which the city helps fund and support. This model
fosters a sense of ownership and accountability, turning
residents into stewards of their neighborhoods and
reinforcing civic pride as a revitalization strategy.
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DEPOT DISTRICT THE GRAND LINK
SOUTH JUNCTION SENDER’S SQUARE
BROADWAY STREET REALIGNMENT
OLD TOWN’S 5 FIVE (5) BIG IDEAS
Time, however, has tested this historic district. As development
spread outward and regional growth accelerated, investment in
Old Town slowed. Buildings aged, infrastructure lagged, and the
sense of everyday vibrancy that once defined the district began
to fade. Yet the area’s charm, scale, and proximity to the rest of
Pearland remain powerful assets, waiting to be reawakened by a
bold, community-driven vision.
Today, Pearland stands at a pivotal moment, not to reinvent
Old Town, but to reinvest in it. The goal is not to turn it into
something new, but to help it become more of what it already
is: a welcoming, walkable, connected place where residents
and businesses can thrive, and where the City’s history becomes
the foundation for its future. This moment calls for a shift, from
seeing Old Town as a forgotten corner to elevating it as a
cornerstone of Pearland’s identity and growth.
The revitalization process has been shaped by deep listening,
collaboration, and creative exploration. Through open houses,
walking tours, studio workshops, and stakeholder meetings,
residents have shared their hopes: safer streets, more active
spaces, thriving businesses, and an identity that feels both
historic and forward-looking. This feedback has been distilled
into five Big Ideas, key catalyst projects that, together, offer a
roadmap for meaningful transformation.
REVITALIZATION AS A LONG GAME
There will be no ribbon-cutting that signals ‘Mission
Accomplished.’ Revitalization is not a one-time campaign.
Revitalization is a multi-year journey defined by consistent
investment, meaningful engagement, and a willingness to
course-correct along the way. Old Town does not need to
become something else; it needs to become more of what it
already is: a welcoming, walkable, connected community where
residents and businesses thrive. By pairing the opportunity areas
of the framework with neighborhood-based action, Pearland
can achieve a revitalization strategy that is both aspirational and
attainable.
The revitalization plan shows where to begin, but the people and
the commitment to place, that will get the job done.
EMBRACING OLD TOWN’S NEXT CHAPTER
Old Town Pearland is where the City’s story began. It is the
original heartbeat of the community, a place where neighbors
once gathered at the corner store, where families made
memories on shaded porches, and where a strong small-town
spirit shaped the City’s early identity. While Pearland has grown
and evolved over the years, Old Town remains the soul of the
City, rich in character, pride, and untapped potential.
In the context of revitalization projects and
strategies, “Big Ideas” and “Catalyst Projects” are
often used to describe transformational actions
or investments that drive significant change in a
targeted area, such as a downtown, corridor, or
historic district.
Definition: Big Ideas
“Big Ideas” are visionary yet actionable concepts
that articulate a community’s aspirations for the
future of a place. In revitalization, they serve as
unifying themes or strategic goals that guide
planning, investment, and policy decisions.
Key Characteristics:
• Bold, transformative, and imaginative
• Grounded in community input and identity
• Designed to shift perceptions, attract
investment, or guide long-term growth
“Big ideas in planning help frame the direction of
change and provide a shared vision to guide both
short- and long-term initiatives.”
— American Planning Association (APA), “Sustaining
Places: Best Practices for Comprehensive Plans”
Definition: Catalyst Projects
Catalyst Projects are high-impact, early-phase
investments or interventions that stimulate
additional development and economic activity.
These are often visible, strategic, and scalable,
designed to build momentum, attract public
attention, and demonstrate viability for broader
revitalization.
Key Characteristics:
• Targeted in key locations (e.g., underused
sites, gateways, key intersections)
• Often funded or implemented first to show
quick wins
• Inspire confidence in the market and leverage
private sector investment
• Can be public realm improvements, anchor
developments, or cultural institutions
“Catalyst projects provide proof of concept and
signal a municipality’s commitment to change,
often unlocking further public and private
investment.”
— Urban Land Institute (ULI), “Ten Principles for
Rebuilding Neighborhood Retail”
These Big Ideas are not isolated projects; they are
interdependent strategies that, when implemented together,
have the power to restore Old Town as a place of civic pride,
economic vitality, and everyday livability. They are grounded
in best practices, informed by local context, and shaped by
community values. Just as important, they are designed to be
phased and flexible, allowing the City and its partners to build
momentum through both bold moves and incremental steps.
But before diving into the Big Ideas, it is essential to recognize
a fundamental truth: revitalization is a marathon, not a sprint.
The transformation of Old Town won’t happen all at once, it
will be shaped by small wins, steady progress, and enduring
commitment.
Pairing these opportunity areas with neighborhood-based
action, Pearland can pursue a revitalization strategy that is both
aspirational and attainable. The plan shows where to begin. But
it is the people, and their belief in the future of Old Town, that
will bring this next chapter to life.
Big Idea 1: Depot District
Activate and build on the historic character of the Old
Railroad Depot area, transforming it into a vibrant hub of
community life with local retail, flexible public space, and
cultural programming that celebrates Old Town’s roots.
Big Idea 2: The Grand Link
Create a continuous green connection through Old
Town that stitches together neighborhoods, trails,
and civic destinations with a pedestrian-friendly spine
that encourages walking, biking, and gathering. As
envisioned in the Trails Master Plan, this corridor would
serve as a key placemaking element—anchored by the
Grand Link Festival Street—which activates public space,
supports community events, and strengthens walkable
connections across the district.
Big Idea 3: Sender’s Square
Reimagine a key civic node as a shared public plaza
and community gathering space—framed by buildings,
shade, and programming—that functions as Old Town’s
outdoor living room and supports events, markets, and
everyday activity.
Big Idea 4: Broadway Street Realignment
Reinvent Broadway Street as a true, localized Old Town
experience by calming traffic, improving walkability,
enhancing the streetscape, and supporting local business
frontage—creating a more complete street that invites
people to stay, not just pass through.
Big Idea 5: South Junction
Reposition the southern gateway to Old Town as a
dynamic mixed-use anchor, drawing new investment to
underutilized parcels while connecting into the broader
fabric of Old Town with better access and defined edges.
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IMPLEMENTATION
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From Vision to Reality
In 2024 the Pearland Economic Development Corporation, in partnership with the City of Pearland, engaged in a process to prepare
this OTRP. The sponsors recognized the need for a plan to guide the many area stakeholders who, by working in partnership, will
guide the implementation strategy to achieve the vision laid out in this plan. The OTRP will serve a number of purposes, but most
importantly it is a guide and step-by-step playbook to coordinate the decisionmaking of the various public, private, institutional, and
community stakeholders who will be necessary to realizing the Plan’s vision.
This OTRP is organized by Land Use & Character, Mobility & Connectivity, Utilities & Infrastructure, Placemaking & Public Spaces, and
Development & Redevelopment that provide the foundation for each strategy and the projects, policies, programs, and partnerships
identified for each. Through incremental and strategic implementation, this Plan and its partners will achieve the transformational
goals for Old Town.
Implementation was considered from the beginning of the planning process with the recommendation frameworks and related
strategies as transformational actions as derived from the vision and values of the Plan.
The Plan is guided by the vision and values developed during the planning process and as described in the Executive Summary
and are foundational to the Recommendation Frameworks that are the focus of the implementation strategy for Old Town. The
Implementation Plan is a necessary set of coordinated immediate, short, medium, and long-term actions that utilize the projects,
policies, programs, and partnerships to achieve the five Big Ideas identified in this Plan, and to guide and coordinate the stakeholder
decisionmaking necessary to achieve the vision of the Plan.
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Implementation Committee
Forming a dedicated OTRP Implementation Committee is a critical
first step for ensuring the Plan’s success. While not formally listed as a
strategy, this action is foundational and should take precedence. The
committee should be established as soon as the Plan is adopted, and
it must quickly begin organizing and prioritizing the immediate and
short-term steps outlined in this section.
This group should be composed of a small, agile team of influential
leaders and decision-makers with the capacity to drive progress
and activate initiatives through their positions and networks. The
committee, whose structure is described below, should meet on
a monthly basis to move key priorities forward and track progress
on an annual cycle. Leadership of the committee should be initially
managed by the President of the PEDC until the OTRP Implementation
Committee is formed. Once created, the President or their designee
shall be responsible for managing the implementation of the Plan.
If, in the future, a TIRZ is created to support the revitalization of
Old Town, the implementation committee shall be incorporated
into the regulatory board for the TIRZ to maintain continually of
implementation. Accordingly, forming this new committee should also
be a near-term priority for the Implementation Committee.
RECOMMENDED OTRP IMPLEMENTATION COMMITTEE STRUCTURE
COMMITTEE CO-CHAIRS Executive Director | Pearland Economic Development Corporation
Future Director | Old Town Development Corporation
ELECTED OFFICIALS Mayor | City of Pearland
Councilmember - Place TBD | City of Pearland
LEADERSHIP POSITIONS Director | Visit Pearland
CEO/President Director | Chamber of Commerce
Arts Administrator | Pearland Commission for the Arts
Community Development Director | City of Pearland
Parks and Recreation Director | City of Pearland
Public Works Director | City of Pearland
City Engineer | City of Pearland
Special Projects & Grants Administrator | City of Pearland
Board President | PEDC
Program Director | Visit Pearland
Board President | Pearland Independent School District
ADDITIONAL MEMBERS
The Implementation Plan will require ongoing attention and
maintenance by the City and PEDC with specific focus on:
1. Consensus-Built Vision: The Plan establishes a clear
vision for the future of Old Town, with coordinated
implementation actions that can be utilized now and
over the medium- and long-term. The Plan’s purpose is
to guide for key stakeholders like the PEDC, the City of
Pearland, and the many other private, institutional, and
community stakeholders.
2. Ongoing Community Participation: This Plan was
shaped by the aspirations, values, and needs of an
array of stakeholders. Thus, there should be ongoing
engagement and collaboration opportunities to assist
in evolving and advancing the Plan and its results.
3. Interjurisdictional Coordination: Successful
implementation and allocation of resources will require
cooperation and coordination across City departments,
state, and federal organizations.
4. Public-Private-Institutional Partnerships (P3):
Implementation of the OTRP will require new partnerships
and continued collaborations between the City, private
developers, investors, local institutions, and other interested
parties for development of the identified projects.
5. City Inter-Departmental Coordination: The guidance of
City leadership, through dedicated resources and support,
is vital for implementation efforts. City government is
organized by departments that need to work cooperatively
to remove barriers to implementation. Coordination and
communication between departments like Community
Development, Parks and Recreation, Engineering and
Public Works, and Special Projects, is necessary.
6. Revitalization Plan Management and Ownership: The
Implementation Committee outlined on the following page
should be tasked with formalizing an ongoing Plan sponsor
with ownership responsibilities to lead, manage, and
coordinate implementation recommendations and actions.
7. Land Use and Regulatory Actions: Texas state law
gives cities the power to regulate Old Town’s land
uses with zoning, subdivision, and development
regulation tools unique to Pearland. These tools need
to be reviewed regularly to identify obstacles and
opportunities to support implementation efforts. Some
strategies identified in the Plan can be implemented
through zoning and development policy changes which
would enable Old Town development per this Plan.
8. City Capital Improvement Program: The City’s
Capital Improvement Program and budget should be
coordinated with the OTRP to ensure that resources
are available for proposed projects. Any City-owned
land can be used as capital-financing to assist with
advancing implementation of the projects identified.
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The OTRP Implementation RoadmapHow to Use this Chapter
The Implementation Plan serves as the strategic guide for
bringing the OTRP to life. Grounded in five core values and
organized into five thematic frameworks with 50 supporting
strategies, it outlines a broad mix of projects, policies, programs,
and partnerships designed to turn the community’s vision into
reality over time.
Each framework reflects a vision rooted in the values defined by
the community through engagement and outreach. The OTRP
Implementation Committee, in coordination with PEDC, should
take the lead in defining success metrics and tracking progress
throughout the life of the Plan.
Within each framework, individual strategies are clearly
outlined—each includes a designated lead, collaborating
partners, an ideal timeline, potential funding avenues, and
defined action steps. These strategies are not listed in priority
order, as many are interdependent.
The following page includes a simplified roadmap showing how
various strategies relate to and build upon one another, including
which efforts must be initiated before others can move forward.
Among all implementation actions, one of the most vital is
establishing a sustainable funding source to support both public
and private investments identified in the Plan.
IMPLEMENTATION TIMELINE
Each strategy outlined in this Plan includes a recommended
timeline for implementation, providing clear guidance on when
action should be taken to move the community’s vision forward.
The timelines are intended to help prioritize efforts, allocate
resources, and set realistic expectations for progress over time
• Immediate (Now - 6 Months): These are priority
tasks that can be initiated right away using existing
resources, policies, or momentum to build early wins
and demonstrate progress.
• Short-Term (1 - 2 Years): This phase focuses on
foundational steps, such as updating policies,
conducting further studies, securing funding, or
launching pilot programs to test ideas and strategies.
• Medium-Term (3 - 5 Years): In this phase, larger
projects and initiatives begin to take shape based
on groundwork laid in the short term—such as
infrastructure improvements, new development
standards, or program expansions.
• Long-Term (5+ Years): These efforts involve complex
projects, major capital investments, or long-range
policy shifts that require significant planning,
coordination, and sustained community support.
• Ongoing: While each timeline increment has specific
goals, implementation is a continuous process—
requiring monitoring, adaptation, and regular
evaluation to stay aligned with evolving community
needs and priorities.
IMMEDIATE
Now - 6 Months
SHORT-TERM
1 – 2 Years
MEDIUM-TERM
3 – 5 Years
LONG-TERM
5+ Years
Number
Color
Strategy
Framework
Reading the Map
1
The 5 Recommendation Frameworks
LAND USE & CHARACTER
TRANSPORTATION & MOBILITY
INFRASTRUCTURE & UTILITIES
PLACEMAKING & PUBLIC SPACES
DEVELOPMENT & REDEVELOPMENT
1
1
1
1
1
1
17
7 9
19
33 363834 37 393531
3 4
Big Idea 4
4
2
20 23 252124 2622
10 12 151113 16 1814 Ongoing
3
Ongoing
47
4348 4446 49424140
50 Ongoing
5
68
32
Broadway Street /
SH 35 Enhancements
Hunter Park
Trailhead
30
29
Secondary Streetscape
Enhancements
Primary Streetscape
Enhancements
28
27 Ongoing
45
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Promote and encourage walkable, human-scaled development that
prioritizes pedestrian comfort and proximity by preserving short blocks,
active street frontages, and a strong public realm, creating a vibrant
and inviting atmosphere.
LEAD IMPLEMENTER:City of Pearland Community Development Department
OTHER GROUPS:PEDC, Public Works, Local Developers, Planning & Zoning Commission
TIMELINE:Short-Term (1 - 2 Years) to Medium-Term (3 - 5 Years)
FUNDING SOURCES:CIP; TIRZ; General Fund (for code updates); Private Investment
Old Town Pearland’s unique identity is deeply rooted
in its historic, walkable streets and small blocks,
which create a sense of intimacy and connection.
Encouraging development that honors this human
scale ensures that the neighborhood remains
accessible and comfortable for pedestrians, fostering
social interaction and a vibrant street life. Prioritizing
active frontages along streets and maintaining
a strong public realm supports a lively, inviting
atmosphere that benefits both residents and visitors.
The balance between growth and preservation is
essential. New development must complement,
rather than overshadow, the existing fabric by
emphasizing scale, architectural detail, and proximity
that encourage people to linger and engage with
local businesses. Compact, mixed-use development
patterns reduce the reliance on automobiles,
enabling more sustainable mobility choices and
helping create a neighborhood where daily needs
are within easy reach.
Preserving the walkable, human-scaled environment,
Old Town strengthens its position as a place where
community life flourishes. This approach not only
supports economic vitality by attracting diverse
businesses and customers but also enhances quality
of life by creating spaces where people want to live,
work, and socialize in a setting rich with history and
character.
1 2 3 5
Implement character-
based codes that
prioritize scale, active
frontages, and a fine-
grain block pattern.
Incentivize mixed-use
infill development that
includes residential
above commercial and
diverse housing types.
Align zoning with
a character-based
land use framework
to encourage small-
scale commercial and
residential flexibility.
Establish a process to
address and resolve
nonconforming uses
through a Magnitude
of Change approach.
1
Use walkable block
patterns and site
development
standards to reinforce
a pedestrian-first
environment.
4
Revitalizing a Historic Core into a Walkable Destination
WINTER GARDEN, FLORIDA
Once a quiet agricultural hub, Winter Garden faced disinvestment and decline. Rather than reinvent the area, the City
focused on enhancing its traditional urban form, preserving its character, and making intentional public investments to
prioritize pedestrians and small businesses. At the heart of revitalization was the redevelopment of its brick-paved Main
Street and the integration of the West Orange Trail, a regional multi-use path that runs directly through the district. The
trail brought consistent foot and bike traffic, which helped reinvigorate the local economy. The city invested in streetscape
improvements—including widened sidewalks, street furniture, public plazas, shade trees, and pedestrian lighting.
Today, downtown Winter Garden features a mix of restaurants, local shops, apartments, offices, and civic buildings all within
a walkable core. Adaptive reuse of historic structures, coupled with new mixed-use infill that respects the small-town scale,
has created a seamless blend of old and new. The district’s success lies in its compactness, attention to detail in the public
realm, and commitment to pedestrian-first infrastructure—a strong parallel to Old Town Pearland.
ADDRESSING NON-CONFORMITY
In the process of updating zoning regulations, cities must
carefully address the presence of nonconforming uses—
properties or structures that were legally established
under previous zoning codes but no longer align with
current regulations. Rather than requiring immediate and
full compliance, which can create financial hardship and
disincentivize reinvestment, a more balanced and pragmatic
approach is to apply a “magnitude of change” framework.
This approach establishes tiered thresholds based on the
scale and value of proposed improvements. For example,
minor repairs or routine maintenance may require no
changes to existing conditions, while more substantial
renovations or expansions would trigger incremental levels
of compliance with the updated zoning standards. The
greater the investment or alteration, the more the property
is expected to align with the current code, whether through
enhanced landscaping, improved site access, building design
modifications, or full use compliance.
By using this method, the City ensures that redevelopment
happens gradually, fairly, and predictably, while still advancing
long-term community goals for character, safety, and land use
compatibility. The magnitude of change strategy supports
reinvestment without penalizing legacy property owners,
offering a more equitable path toward conformance.
Photo Source: Downtown Winter Garden
Photo Source: Downtown Winter GardenPhoto Source: Downtown Winter Garden
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LEAD IMPLEMENTER:City of Pearland Planning Department; PEDC
OTHER GROUPS:Housing and Community Development Agencies; Local Builders; Neighborhood Associations
TIMELINE:Medium-Term (3 - 5 years for Zoning and Incentive Alignment), Ongoing for New Units
FUNDING SOURCES:HUD Programs (CDBG, HOME); Private Developers; Low Income Housing Tax Credits (LIHTC);
Local Housing Trust Fund (if established)
Expand housing choices in Old Town to grow the local residential base,
activate streets, and support a vibrant, 24/7 neighborhood.2
Providing new housing in Old Town is important to increase residents, provide for a larger customer base within Old Town, and provide
more options for quality living. They should complement the existing character and scale of Old Town.
1 2 3 4
Revise land use
policies to allow a
range of housing at
types and densities
throughout Old Town,
except on the ground
level in mixed-use
areas.
Encourage the
inclusion of
housing above
new-build
storefronts
in mixed-use
areas.
Identify potential sites
that provide immediate
development prospects
for new housing with the
potential to deliver new
units. Examples include
Big Idea Areas 1 and 3
(refer to Development
& Redevelopment
Framework on Page 120).
Encourage infill of individual
properties with context-
sensitive new housing that
prioritizes low- to mid-rise
buildings, adaptive reuse
of underutilized properties,
and mixed-density housing
options, such as townhomes
or courtyard apartments.
Attract potential Old
Town residents with
regional connectivity
opportunities that
enable them to travel
easily and conveniently
to job centers in the
region.
5
To expand housing choices in Old Town Pearland, it is essential
to embrace a range of context-sensitive housing types that fit
seamlessly within the existing urban fabric. This includes the
introduction of “missing middle” housing—such as duplexes,
fourplexes, cottage courts, and accessory dwelling units—
that can increase density without compromising the walkable,
human-scaled character of Old Town. These housing forms not
only offer more affordable options but also support a more
diverse mix of households and lifestyles, strengthening the social
and economic fabric of the neighborhood.
Supporting this diversity of housing requires a regulatory
framework that removes unnecessary barriers to infill
development. Streamlining approvals through form-based
codes, design standards, and clear entitlement pathways can
make it easier for small developers and property owners to build
incrementally. Incentives such as reduced parking requirements
or density bonuses can further encourage the delivery of high-
quality housing that complements the architectural language
and scale of Old Town. In tandem, tools like pattern books and
small-lot development guidelines help ensure that new homes
contribute positively to the public realm.
Beyond the buildings themselves, expanding housing must
go hand in hand with investments in livability and community
infrastructure. Enhancing sidewalks, adding street trees, and
ensuring proximity to public spaces and daily amenities will
make new housing more attractive and support a vibrant,
pedestrian-friendly environment. Integrating a mix of ownership
and rental units, as well as providing options across income
levels, will ensure that Old Town grows in an inclusive and
balanced way—becoming a place where more people can live,
engage, and participate in everyday life.
Pre-Approved Building Plans as a
Catalyst for Housing Choice and
Neighborhood Vitality
Old Town’s future as a vibrant, walkable neighborhood depends
on expanding housing options that serve a range of residents
while supporting local business, street life, and reinvestment.
To achieve this, the City must reduce barriers to small-scale
residential development and encourage the types of infill
housing that reinforce Old Town’s unique character. One
proven tool to help unlock this potential is the adoption of Pre-
Approved Building Plans.
WHAT ARE PRE-APPROVED PLANS?
Pre-approved plans are ready-to-build residential designs
that have already been reviewed and approved by the City
for zoning, code compliance, and architectural compatibility.
They provide a turnkey solution for property owners, local
builders, and developers—eliminating costly design phases and
significantly shortening permitting timelines. More importantly,
these plans support neighborhood goals by guiding high-
quality, contextual development.
Bryan, TX: A Model from Midtown
The City of Bryan offers a great example. In its Midtown
Area Plan, Bryan launched a Pre-Approved Building Plan
Program specifically tailored to infill development on vacant or
underutilized lots in older neighborhoods. The City partnered
with local architects to develop a series of compatible housing
designs—cottages, duplexes, and accessory units that reflect the
area’s character and lot sizes.
This initiative was a direct response to the City’s goals to:
• Encourage gentle density and missing middle housing
• Promote homeownership and small-scale rental
opportunities
• Maintain neighborhood identity and walkability
Since launching, the program has been embraced by local
property owners and small developers. It has become a key tool
for revitalizing the City’s core with high-quality housing that fits
seamlessly into the historic context.
Why It Matters for Old Town Pearland
Old Town faces similar conditions, vacant lots, aging housing
stock, and a need for more diverse and attainable housing types.
A pre-approved plan library could empower local builders and
residents to be part of Old Town’s revitalization by removing the
financial and regulatory guesswork.
Benefits include:
• Accelerated Development: Streamlined approvals get
homes built faster.
• Design Quality: Plans uphold architectural standards
tied to the Old Town character.
• Affordability: Reduced design costs and permit
processing lowers barriers to entry.
• Flexibility: Multiple housing types for different lot
conditions, bungalows, duplexes, and rowhomes,
encourage variety and inclusion.
1 3 7
SULLIVAN BROTHERS RESIDENTIAL
DEVELOPMENT PROJECT (2024)
Photo Source: Midtown Pattern Book; Bryan, TX
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Develop design guidelines for façade improvements and new structures.
• Create a set of architectural design standards emphasizing visually
appealing design, district color schemes, and structural elements
that complement Old Town’s desired character and culture.
• Require context-sensitive designs for new developments,
ensuring they complement existing structures while allowing for
contemporary functionality and public use.
Enhance streetscape character through distinctive features.
• Consider appropriate street furniture and lighting that support
pedestrian users.
• Design custom planters to accent Old Town’s character.
• Commission and build culturally-significant public art installations
Establish a grant/low-interest loan program for restoration projects.
• Provide matching grants to property owners to encourage
investment in façade restoration, including painting, masonry
repair, and window/door restoration.
• Offer low-interest loans to assist business and property owners
with significant structural improvements, such as roof repairs,
foundation stabilization, and energy-efficient upgrades that do not
compromise historical integrity.
• Develop a tiered funding approach with higher financial incentives
for properties undertaking full-scale restorations that align with the
district’s design guidelines.
• Recognize successful revitalization and design projects through an
annual award or certification program.
Encourage unique and historically-inspired façade treatments.
• Promote the use of decorative elements such as vintage-style
awnings, hand-painted signage, and traditional brick or stone
materials that reflect Old Town’s heritage.
• Encourage restoration projects that preserve original architectural
details, such as cornices, moldings, masonry, and ironwork,
ensuring authenticity in renovations.
LEAD IMPLEMENTER:City of Pearland Planning Department
OTHER GROUPS:Pearland Historical Society; Visit Pearland (art installations); Local Business Owners; Old Town
Business Association (when established)
TIMELINE:Short-Term (1 - 2 Years for Guidelines and Grants); Ongoing for Revitalization Efforts
FUNDING SOURCES:Façade Improvement Grants; Texas Historical Commission Grants; National Trust for Historic
Preservation; Local Business Contributions; TIRZ; CDBG; Private Investment
Reinvigorate the façade improvement and building restoration program
to support property owners in preserving and enhancing the visual
appeal of Old Town’s commercial corridors and buildings, contributing
to the area’s character.
3
1
2
3
4
LEAD IMPLEMENTER:City of Pearland Public Works and Engineering
OTHER GROUPS:Parks and Recreation; Planning Department; Local Artists; TxDOT
TIMELINE:Short-Term (1 - 2 Years) to Medium-Term (3 - 5 Years)
Long-Term (5+ Years) – Broadway Street & Walnut Street Reconstruction
FUNDING SOURCES:City CIP; TIRZ; Federal Transportation Grants (e.g., TAP); Private Donations for Beautification;
Adopt-a-Street Programs
Transform Old Town’s streetscapes, alleys, and public spaces into
a cohesive, people-focused network that enhances connectivity,
walkability, and sense of place.4
A well-designed public realm is essential to creating a connected and welcoming neighborhood. In
Old Town, streets, sidewalks, plazas, and open spaces form the foundation of daily life, supporting not
just movement, but social interaction, commerce, and cultural expression. Enhancing these elements
helps reinforce the study area’s identity as a place for people—where walking is comfortable, the
landscape is inviting, and civic life is visibly thriving.
Investments in the public realm, such as wider sidewalks, shaded gathering areas, street trees,
lighting, and signage can transform Old Town into a more cohesive and legible environment. These
improvements strengthen walkability and make it easier and more enjoyable for residents and visitors
to spend time in the area. Public spaces that invite sitting, talking, dining, and gathering serve as the
living rooms of the city, offering a shared setting for everyday life and special events alike.
Treating public spaces as vital components of Pearland’s civic infrastructure, Old Town can better
support community identity, economic development, and health. When streets and open spaces
are thoughtfully designed and actively maintained, they become hubs of activity and inclusion. This
renewed focus on the public realm strengthens Old Town’s role as a social and cultural anchor for the
City, ensuring it remains a place that brings people together across generations and backgrounds.
1
2
3
4
Redesign Broadway
Street with narrower
lanes, added
crossings, and on-
street parking to
improve walkability.
Add pedestrian-
scale elements
such as street trees,
wayfinding signage,
lighting, and shade
structures.
Activate side streets
with lighting, murals,
and furnishings to
extend pedestrian
circulation.
Evaluate landscape
requirements
to incorporate
landscape and
green infrastructure
throughout Old Town
to create a more
shaded, sustainable
environment.
Create small
plazas, patios,
and community
gathering spaces in
underutilized corners
or vacant parcels.
Carmel Arts & Design District
CARMEL, INDIANA
Carmel, Indiana’s Arts & Design District offers a compelling example of how a city can
reimagine its public realm to create a walkable, visually cohesive, and socially vibrant
destination. Once a typical suburban corridor dominated by vehicles, the district underwent
a major transformation in the early 2000s through a coordinated plan that redesigned
streetscapes, added public art, and prioritized pedestrian comfort. The City invested in
wide sidewalks, decorative paving, pocket parks, pedestrian crossings, and a consistent
palette of lighting, street furniture, and landscaping.
In addition to its primary streets, Carmel embraced the activation of alleyways and small
public gathering areas as important elements of the district’s fabric. Alley corridors were
repurposed into walkable connections with murals and small event spaces, contributing to a
rich pedestrian experience. As a result, the district became a destination for both locals and
visitors, hosting regular art walks, festivals, and public performances. Businesses thrived
from the foot traffic, and the city established a strong sense of identity rooted in design,
art, and public space. Carmel’s success demonstrates how transforming streets and public
spaces into a cohesive people-centered network can lead to broad community, cultural,
and economic benefits.
5
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LEAD IMPLEMENTER:City of Pearland Public Works & Engineering
OTHER GROUPS:Planning Department; Local Business Owners; Old Town Business Association (when established);
Chamber of Commerce; Visit Pearland
TIMELINE:Short-Term (1 - 2 Years) to Medium-Term (3 - 5 years)
FUNDING SOURCES:CIP; TIRZ; Federal Congestion Mitigation and Air Quality (CMAQ) Program; Wayfinding and
Placemaking Grants
Enhance the access and convenience of Old Town parking to make
it easy for people to come and stay there by providing visible, easily
accessible public parking throughout the district. 5
1
2
4
5
Reconstruct Broadway Street to be Old Town’s
retail and pedestiran-oriented corridor with on-
street parking, wide sidewalks, and human scaled
pedestrian realm. Maximize accessible curbside
parking with new on-street parking spaces along
the reimagined Grand Boulevard, Broadway Street,
Walnut Street, and throughout the study area (refer
to Mobility & Connectivity Framework: Parking on
Page 120).
Create a shared parking strategy by identifying
underused lots and establishing partnerships with
nearby institutions.
Update parking regulations to reduce minimums
and replace front-lot parking for side-lot parking.
Lower on-site parking requirements when in
proximity to on-street stalls.
Implement wayfinding signage from parking areas
to commercial and civic destinations.
Expand access to alternative transportation options
by adding bike infrastructure, micro-mobility
amenities, and exploring local shuttle services.
7
3 Build new public parking lots and structures as new
development occurs. Locate these new lots and
structures close to retail and other destinations.
Design new parking efficiently to facilitate easy
circulation and maximize the spaces built.
6 Increase ground-floor transparency requirements
(currently set at 25%).
BEST PRACTICE: ADOPT A
“PARK ONCE, WALK MANY” APPROACH
A successful approach to access and circulation in historic
districts and small downtowns is the “Park Once, Walk
Many” model. This strategy emphasizes creating walkable
environments where visitors can park their vehicles once
and easily reach a variety of destinations on foot. It
involves concentrating public parking in well-signed and
accessible locations, enhancing pedestrian connections,
improving wayfinding, and activating the public realm to
make walking more inviting and intuitive. This practice not
only supports local businesses but also reduces vehicular
congestion and encourages exploration of the full district.
Communities that implement this approach often
coordinate parking investments with improvements to
streetscapes, lighting, signage, and crosswalks to enhance
both safety and aesthetics. Shared parking agreements
between businesses and the city, real-time digital parking
information, and the integration of multimodal options
such as bike parking and shuttle services—also support this
best practice. By creating a unified, user-friendly system of
access and movement, the entire district becomes more
attractive and functional for all visitors.
Historic Downtown Access &
Circulation Strategy
GRAPEVINE, TEXAS
Grapevine, Texas, a historic community just northwest
of Dallas, offers a example of how small cities can invest
in strategic circulation improvements to enhance visitor
experience. With a walkable downtown centered around
Main Street, Grapevine has successfully created a seamless
arrival and mobility experience that encourages people
to stay and explore. The City prioritized parking location,
accessibility, and pedestrian flow as part of a broader
strategy to support tourism, retail, and cultural destinations.
Key improvements included expanding well-lit, landscaped
public parking lots just off Main Street, implementing
clear vehicular and pedestrian wayfinding signage, and
enhancing crosswalks and sidewalks with decorative
pavers, bump-outs, and pedestrian-scale lighting. A free
shuttle and the nearby Grapevine Vintage Railroad further
support multimodal access. These investments, paired with
a cohesive identity and consistent branding, have helped
transform Grapevine’s historic core into a highly legible and
user-friendly environment—boosting local business activity
and community pride. The City continues to update its
downtown master plan to reflect evolving transportation
needs while preserving the charm and accessibility that
define its success.
Photo Source: Grapevine CVB
Photo Source: Kevin Brown Photo
A critical component of a thriving and welcoming Old Town
district is a well-designed and easily understood parking
system. As revitalization efforts increase activity and visitation,
it becomes essential to ensure that parking is not a barrier to
enjoying all that Old Town has to offer. Enhancing the access and
convenience of public parking throughout the district directly
supports economic development, local business vitality, and the
overall visitor experience.
To achieve this, Old Town must provide visible, intuitive, and
accessible parking options that allow people to arrive with ease
and confidently navigate their parking choices. This includes
better wayfinding signage, digital or static parking maps,
and coordinated branding that makes parking areas easily
identifiable. Opportunities to convert underutilized parcels or
reconfigure existing lots into shared-use public parking can
further increase supply without compromising the walkability or
character of the district.
Prioritizing the location of public parking near key destinations,
such as the Civic Hub, Cultural Heart, and Eat-ertainment nodes,
supports longer visits by creating convenient launching points
into the district’s core. Thoughtfully designed parking facilities
can also double as community assets by integrating landscape
buffers, lighting, public art, and pedestrian connections that
contribute to the overall placemaking vision.
Additionally, exploring demand-based parking management
strategies, such as timed zones or smart parking technologies,
can help ensure high turnover in busy areas while still
allowing for extended stays where appropriate. Ultimately, a
comprehensive and user-friendly parking approach ensures that
visitors feel welcomed, local businesses remain supported, and
Old Town continues to grow as a vibrant, accessible destination
for all.
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Old Town’s Civic Hub, Cultural Heart, and Eat-ertainment sub-
areas represent a concentrated core of public amenities, cultural
institutions, and lifestyle destinations that make the district a
vibrant and desirable place. These anchors not only will serve
as major drivers of foot traffic and community engagement, but
they also represent an untapped catalyst for residential growth
and neighborhood revitalization.
Strategically leveraging the value of these amenities, Old Town
can attract new housing investment and strengthen its existing
neighborhoods. When residents live near parks, libraries,
performance venues, dining, and gathering spaces, daily
life becomes more convenient, engaging, and fulfilling. This
proximity increases the appeal of living in Old Town, not just for
young professionals, but also for families, seniors, and creatives
seeking a walkable, amenity-rich environment.
LEAD IMPLEMENTER:Pearland Economic Development Corporation (PEDC)
OTHER GROUPS:City Manager’s Office; Parks and Recreation; Engineering & Public Works; Local Nonprofits Private
Developers
TIMELINE:Medium-Term (3 - 5 Years) to Long-Term (5+ years, Phased by Site)
FUNDING SOURCES:PEDC Incentives; City Bond Funding; Public-Private Partnerships (P3s); State or Federal Economic
Development Grants; TIRZ
Leverage the high value of amenities concentrated in the Civic Hub,
Cultural Heart, and Eat-ertainment sub-areas to promote investment in
Old Town’s residential neighborhoods. 6
1 2 3 4
Prioritize the
development of Big Idea
sites such as Old Town
Depot and Sender’s
Square to create visible
early wins.
Consolidate
community and civic
facilities in Old Town
to re-establish it as
Pearland’s cultural and
civic heart.
Convert Grand Boulevard
into a flexible, multi-use
festival street for events,
vendors, and community
gatherings.
Relocate and
repurpose the
historic Train Depot
as a central cultural
landmark and visitor
destination.
Bundle catalyst projects
to attract private
investment and build
momentum for larger-
scale redevelopment.
5
Depot Plaza
TOMBALL, TEXAS
Tomball, a small city northwest of Houston, has successfully revitalized its historic center by leveraging civic anchors and underutilized
public land to catalyze private investment and restore community identity. Much like Pearland, Tomball’s original townsite had a
rich railroad history but struggled with underinvestment, aging infrastructure, and a fragmented sense of place. The City of Tomball
recognized the potential of its historic depot and adjacent public land as a catalyst for reinvention.
Through a phased investment approach, the City transformed the old rail depot into Depot Plaza, a central civic space featuring
a restored train depot, performance stage, open-air pavilion, and programmable event lawn. This civic anchor now hosts festivals,
concerts, and farmers markets year-round, drawing thousands of visitors and local residents into the heart of Old Town. The
surrounding blocks have since seen reinvestment from small businesses, including cafes, antique shops, and breweries, many of which
occupy restored historic buildings.
What sets Tomball apart is its focus on place-based revitalization rooted in local heritage. The City prioritized public realm
improvements, activated public spaces with regular programming, and used targeted infrastructure upgrades to make the area
more pedestrian-friendly. The Depot Plaza project demonstrates how investment in a single civic anchor—paired with local business
engagement and incremental improvements—can reinvigorate a small historic core and position it as a social and economic driver for
the entire community.
Targeted investment in infill housing near these nodes can activate underutilized parcels and bring new energy to the study area, while
also supporting existing businesses and institutions. This approach creates a feedback loop where public amenities enhance livability,
which in turn drives residential demand and private investment. It also supports broader goals of sustainability and economic diversity
by offering a range of housing options within walking distance to jobs, services, and cultural assets.
To ensure success, this strategy must be supported by thoughtful urban design, context-sensitive zoning, and infrastructure
improvements that reinforce the connection between residential areas and amenity hubs. Streetscape enhancements, pedestrian
corridors, and neighborhood-scale placemaking initiatives can help physically and socially stitch these areas together, transforming Old
Town into a truly integrated and vibrant mixed-use district.
Photo Source: JillBJarvis.com Photo Source: JillBJarvis.com
1 4 3
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• Establish Old Town as Pearland’s Arts District and
pilot programs such as an Artist-in-Residence
Program, interactive arts events, gallery nights,
lectures, live music, curriculum-based arts
education programs in the surrounding schools, or
art programs for youth or people with disabilities.
• Provide space immediately adjacent to the visitor
destinations where artists can live and work and
sell their work from ground-floor workshop spaces.
• Assist in the development of an artist’s workshop
facility to provide a gathering place for the local
arts community that can evolve into a center for
the surrounding area(s).
• Incorporate gallery space for artists to collect and
sell their works.
• Encourage the re-use of existing structures to
provide additional spaces for artists, as the Old
Town Arts District grows and expands.
LEAD IMPLEMENTER:Visit Pearland; City of Pearland Parks & Recreation Department
OTHER GROUPS:Chamber of Commerce; Pearland Independent School District (ISD);
Texas Commission on the Arts; PEDC
TIMELINE:Short-Term for Designation (1 - 2 years), Ongoing for Programming and Development
FUNDING SOURCES:Texas Commission on the Arts Cultural District Grant; National Endowment for the Arts (NEA);
PEDC; Local Business and Arts Sponsorships; TIRZ
Establish Old Town as a creative and cultural district by supporting
the arts and creative economy as drivers of identity, vibrancy, and
economic opportunity.7
1
2
3
4
Integrate cultural spaces, public art, murals, and
performance venues into the fabric of Old Town to
cultivate an arts and culture-driven environment that
reinforces the study area as a hub for creative and
social activities that attract locals and visitors.
Develop a cultural district strategic plan, as identified
in Cultural Arts Master Plan. This includes exploring
the future designation of Old Town as a Texas Cultural
District through the Texas Commission on the Arts. The
Commission provides assistance and is a resource for
planning and developing the cultural district.
Promote the financing and construction of the combined
PEDC and Visit Pearland offices, which will include a Visitor
Center and community arts component.
Promote the establishment of an artist community
within the district.
Old Town holds the unique potential to emerge as a cultural
heart of the City, an authentic place where history, creativity,
and community spirit converge. By fostering an environment
that celebrates the arts and creative expression, Old
Town can become a platform for local artists, performers,
and makers, while cultivating a sense of identity rooted
in storytelling, shared memory, and place-based pride.
Establishing Old Town as a cultural district is not just about
art for art’s sake, it’s about creating spaces where culture
lives in the public realm, where people gather for festivals,
walk past murals, and hear live music drifting from a nearby
plaza.
The creative economy can be a powerful engine for
revitalization and local economic development. When
cultural uses are woven into the fabric of daily life—through
galleries, performance venues, artisan markets, and
interactive installations—they not only attract visitors, but
support small businesses and create opportunities for local
entrepreneurs. These cultural amenities encourage foot
traffic, lengthen visits, and make Old Town a compelling
destination within the region. Anchoring these uses in
flexible spaces, converted storefronts, adaptive reuse
buildings, or shared artist studios enables Old Town to grow
organically while preserving its character.
Embracing Old Town’s creative potential also supports
broader goals of inclusion and community well-being.
A vibrant arts presence reflects the diversity and voices
of Pearland’s residents, offering platforms for dialogue,
celebration, and connection. Public art and cultural
programming can help reclaim overlooked spaces, bring
new life to underused areas, and build a shared sense
of purpose. Visit Pearland will play a role in cultivating
the creative economy, while the Parks and Recreation
Department will be responsible for much of the park
programming and recreational opportunities. With strategic
investment, supportive policies, and strong partnerships,
Old Town can transform into a thriving cultural district that
enhances quality of life while preserving the soul of where
Pearland began.
Lower Town Arts District
PADUCAH, KENTUCKY
Paducah, Kentucky, a small river city with a strong historic identity, offers a nationally recognized example of how arts can
transform a district and serve as a catalyst for community renewal. In the early 2000s, Paducah launched the Artist Relocation
Program to revitalize its historic Lower Town neighborhood—a once-declining area filled with aging properties and limited
economic activity. The City offered financial incentives, including forgivable loans and grants, to artists willing to move to the
neighborhood, purchase property, and renovate buildings for residential and studio use.
The program catalyzed the transformation of Lower Town
into an active creative district, attracting artists from across
the country and sparking a wave of reinvestment. Historic
homes were rehabilitated, galleries and performance
spaces opened, and annual events like the Lower Town
Arts & Music Festival helped establish the neighborhood
as a cultural destination. The initiative not only preserved
the neighborhood’s historic character but also generated
national attention, increased property values, and created
a thriving local arts economy. Paducah’s success led to its
designation as a UNESCO Creative City in Crafts and Folk
Art, making it a model for small cities seeking to anchor
their identity and growth in arts and culture.
Photo Source: Peduca Creative & Cultural Council
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LEAD IMPLEMENTER:City of Pearland Planning Department
OTHER GROUPS:
Planning Department; Public Works & Engineering Department; Local Developers and Design
Professionals; Planning & Zoning Commission; Old Town Neighborhood Groups; Consultant
Planning & Legal Teams
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:City General Fund
Update the Unified Development Code (UDC) to Implement the Old
Town Revitalization Plan9
LEAD IMPLEMENTER:City of Pearland Planning Department
OTHER GROUPS:
Parks & Recreation Department; Public Works & Engineering Department; PEDC; Local Business
Owners and Property Managers; Pearland Chamber of Commerce; TIRZ; CDBG; Private
Developers; Design Professionals
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:CIP; TIRZ; Placemaking Grants; PEDC; Arts District; Private Developers; Chamber of Commerce
Transform strategic connections and underutilized spaces into public
amenities, such as pedestrian corridors, outdoor patios, or small plazas,
to create opportunities for enhanced access, social interaction, and
community engagement surrounding Old Town destinations.
8
Photo Source: Insite Architecture
Photo Source: Insite Architecture
The revitalization of Old Town requires a modern, responsive, and character-driven regulatory framework. Updating the UDC to
codify the vision, policies, and character areas outlined in the OTRP is essential for enabling walkable neighborhoods, diverse
housing options, human-scaled commercial development, and placemaking. The updated UDC will transform zoning regulations
into a flexible, clear, and place-based tool that reinforces community identity, promotes desired development, and provides greater
predictability for residents, developers, and decision-makers.
1
2
3
Codify Old Town place types as new or
revised districts.
• Create new zoning districts aligned with
the Living, Center, and Corridor place
types outlined in the OTRP.
• Eliminate or comprehensively revise
outdated OT-R, OT-MU, and OT-GB zones
that restrict mixed-use and small-scale
housing types.
Establish a building type-based code framework.
• Tie lot, frontage, and building standards
directly to building typologies
(e.g., small walkups, multi-unit houses,
cottage courts).
• Include standards for height (by stories),
scale, setbacks, transparency, and
open space tailored to Old Town’s
block structure.
Reform Land Use Table to prioritize
neighborhood compatibility.
• Consolidate overly specific use categories
into clear, impact-based categories.
• Allow pedestrian-friendly, small-scale
commercial uses by-right; prohibit or
conditionally allow auto-centric uses such
as gas stations and drive-throughs.
Modernize parking and access requirements.
• Remove minimum parking
standards in Old Town or replace
with a credit-based system (shared
parking, on-street parking, bike
parking).
• Prohibit parking in front yards;
encourage rear access and
alley-loaded lots to reinforce
walkable blocks.
Implement form-based standards for
active street frontages.
• Require ground-floor transparency
and frequent pedestrian entries for
commercial corridors.
• Permit and incentivize usable open
spaces (e.g., patios, courtyards)
within setbacks to enhance
public realm engagement.
Legalize accessory dwelling units (ADUs) and
missing middle housing.
• Allow ADUs by-right for qualifying lots
and reduce regulatory barriers (e.g.,
parking and design standards).
• Streamline administrative approvals
for townhomes, duplexes, and small
multifamily in Flex and Multi-Unit areas.
4
5
6
Old Town’s revitalization must extend beyond its buildings,
it must fill the space between and around them with life.
Transforming strategic connections and underutilized areas into
active public amenities such as pedestrian corridors, outdoor
patios, and small plazas creates critical third spaces that serve
as the social fabric of the community. These spaces provide
opportunities for informal gathering, spontaneous interaction,
and events that foster a sense of place. Whether through front-
yard activation, amenity-rich patios, or shared courtyards, this
strategy seeks to convert overlooked or transitional spaces
into meaningful destinations that link Old Town’s civic, cultural,
and commercial nodes. As development occurs, both public
and private stakeholders must be engaged to cultivate these
spaces as essential components of a livable and inclusive urban
environment.
1
2
3
Establish a third spaces incentive program.
• Develop policies and incentives for private developers
to integrate third spaces into redevelopment, including
patios, plazas, and flex zones for pop-ups or food trucks.
• Utilize the UDC to define and incentivize “Amenity
Zones” where public-facing gathering spaces are
encouraged or required.
Activate strategic corridors and transitional areas.
• Identify key alleys, side yards, or underutilized ROW
segments that can be converted into pedestrian
corridors or micro-plazas connecting major Old Town
destinations.
• Implement low-cost tactical urbanism treatments (e.g.,
seating, lighting, mural walls) as pilot projects to build
community momentum.
Codify outdoor public space standards in the UDC.
• Update the UDC to include specific standards and
incentives for patios, shared courtyards, and plaza
integration into private development projects.
• Allow flexibility in setbacks or parking minimums when
enhanced third spaces are provided.
4 Promote consolidated services and rear parking.
• Create site design standards that encourage shared
service zones and rear parking to prioritize pedestrian-
friendly frontages and usable outdoor space.
• Work with property owners to retrofit underused
frontage areas into patios or shared community space.
Integrate placemaking in redevelopment agreements.
• Require or strongly encourage third space elements as
part of public-private partnership (P3) projects or City-
supported redevelopment incentives.
• Include design expectations for social spaces in RFPs
and development negotiations in Old Town.
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Maintain existing thoroughfare classifications while implementing
alternative thoroughfare and intersection designs and policies that
help create a walkable and more accessible destination for vehicular,
pedestrian, and cyclist travel.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC; TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP; RAISE Grants
Maintain the existing Functional Classifications and thoroughfare hierarchy within the study area; where Broadway Street, Walnut
Street, and SH 35 are the primary streets, and Orange Street, Mykawa Road, and Old Alvin Road are secondary streets, and
Jasmine Street, East Pear Street, and Galveston Avenue are tertiary streets.
Implement the planned and proposed roadway expansion and
alignment addition projects. Consider the following projects:
• Expand Mykawa Road from four lanes of traffic to four lanes
of traffic with a center landscaped median, full curb and
gutter, and include a tree lined shared-use path on the west
side of the thoroughfare.
• Extend Mykawa Road south to Walnut Street.
• Extend Sacramento Street from Plum Street to Orange
Street with sidewalks, full curb and gutter, and street trees.
• Extend Douglas Street north with a new east-west cross
street joining North Galveston Avenue, including full curb
and gutter, head-in parking spaces, and a brick pavement
intersection feature. [Refer to Big Idea 3: Sender’s Square]
Improve the character of existing thoroughfares, aimed at creating
attractive infrastructure and streetscapes, which aid in the economic
and visual vitality of Old Town.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC; TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP
1
2
3
4
Where drainage conditions allow, encourage open street
drainage and throughfares with no curb and gutter to be
reconstructed with curb and gutter and drainage facilities.
Consider changing
speed limits of all non-
TxDOT thoroughfares
to 25 or 30 miles-
per-hour, including
Mykawa Road, Walnut
Street, Orange Street,
Galveston Avenue, and
Grand Boulevard.
Coordinate with TxDOT to implement vehicular,
pedestrian, and infrastructural improvements,
particularly at intersections and locations with utilities
conflicts, within TxDOT’s right-of-way, as depicted in
the Mobility & Connectivity Frameworks: Vehicular
Transportation and the Active Transportation.
Develop Grand Boulevard (between Broadway Street
and Jasmine Street) and East Pear Street (between SH
35 and South Houston Avenue) into Festival Streets;
including developing the entire corridor of Grand
Boulevard into a pedestrian-oriented street with a
shared-use path, high-quality sidewalks, high-visibility
crosswalks, slow vehicle speeds, and completed curb
and gutter. [See Big Idea 2: The Grand Link,
Big Idea 4: Broadway Street Realignment, and
Big Idea 5: South Junction]
1
2
3
4
As development occurs, consider alternate traffic control devices at intersections, such as upgrading four-way stops to signal
controlled intersections, and other intersection upgrades to four-way (all-way) stops. Consider adding a four-way / all-way stop
intersection at the following locations:
• Broadway Street and Grand Boulevard
• Walnut Street and Galveston Avenue
• Orange Street and Grand Boulevard
• Mykawa Road and Cherry Street
• Mykawa Road (proposed southern alignment) and Walnut Street
Reduce the number of lanes each way on Broadway Street (Between McLean Road and Barry Rose Road) from two lanes of
traffic in both directions to one lane of traffic in each direction, with a centered landscaped median, full curb and gutter, and
include a shared-use path or two-way cycle-track, off-grade and adjacent to a landscaped barrier.
Old Town is a primary nexus of roadway intersections
critical for regional and local Mobility, with SH 35/
Main Street and Broadway Street serving as heavily-
traffic regional corridors. Typically, as vehicle traffic
increase, crash occurrences increase, and the safety
and visual character decrease. The end-result of the
OTRP should be a balance between efficient vehicular
mobility options and user safety. Roadways with limited
vehicular lanes should be prioritized for adjacent
pedestrian travel with wide sidewalks and street trees.
All thoroughfares within Old Town should be attractive,
safe, and efficient. The construction of full curb and
gutter facilities should be a top priority along major
retail and commercial corridors.
All intersections and crossings should feel safe for
vehicles and pedestrians, with clear road markings,
rules, signage, and regulations. The number of lanes
on a street should correspond with the intended use
of that street. For example, thoroughfares such as
SH 35, which typically serve through-traffic heading
between southern Pearland and Houston, should
provide efficient travel through the study area; while
thoroughfare such as Grand Boulevard and Pear Street,
which typically serve local traffic, should be narrower
with less lanes, and have slower vehicle speeds. A
balance of roadway capacity, roadway attractiveness,
and roadway safety should be met. A thoroughfare’s
design should not detract from the economic viability
of adjacent commercial properties and its intended
sense of place. In all cases, streets should have safe
pedestrian crossings, be well lit, include appropriate
drainage facilities, include street trees, include
sidewalks, and provide an adequate number of vehicle
travel lanes. The end result of vehicular transportation
in Old Town should be the development of a mix of
both efficient through-traffic corridors and slow-narrow
local pedestrian-oriented Main Street-type corridors.
10 11
To accommodate the reduced capacity on Broadway Street, expand Walnut Street from two lanes of traffic to four lanes of
traffic with a center landscaped median and include a tree lined ten-foot-wide sidewalk on the north and south sides of the
thoroughfare (see Big Idea 4: Broadway Street Realignment on Page 229).
5
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Develop a network of interconnected trails and shared-use paths that
connect to all parks and schools within the study area and aligns
with the City’s current Parks, Recreation, Open Spaces, and
Trails Master Plan.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC; City of Pearland Parks & Recreation
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC, TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP; Texas Parks and Wildlife
Complete a network of interconnected trails within the study
area that connect Saint Mary’s Creek Trails, Clear Creek
Trails, schools, parks, and retail zones. New trails should be
constructed of brushed concrete, with expansion joints, and
at a minimum 12-foot width. Key projects include:
• Road line parallel trail (east side) between Broadway
Street and northern Clear Creek Tributary (northern
study area boundary); will require property
acquisition along drainage channel and two
pedestrian bridges
• Right-of-way corridor between Walnut Street and
Broadway Street near Silver Maples Apartment
Complex
• Hunter Park trail and bridge to connect with existing
Clear Creek tributary trail
Complete a network of interconnected shared-use paths
along strategic high-demand / heavily trafficked corridors
within the study area that connect to trails and bicycle
facilities. New shared-use paths should be constructed of
brushed concrete, with expansion joints, and at a minimum
10-foot width. Key projects include:
• SH 35 (west side) shared-use path from study area’s
northern boundary to its southern boundary
• Grand Boulevard (west side) from Orange Street to
Walnut Street
• Pear Street (north side) from SH 35 to
Galveston Road
• Orange Street (north side) from Mykawa Road to
SH 35
• Walnut Street (north and south side) from McLean
Road to Barry Rose Road
1 2
Complete a network of interconnected sidewalks, where sidewalks are
provided along all commercial and retail frontages, and on at least one-
side of all residential thoroughfares.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC, TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP
1
Enhance and expand the network of sidewalks within the study area by implementing the key projects described below.
Focus on completing missing sidewalk gaps, replacing defunct/unsafe sidewalks, and expanding sidewalks along
high-demand corridors. New sidewalks should be constructed of brushed concrete, with expansion joints, and
at a minimum six-foot width.
• Complete sidewalks along both sides of Broadway Street from McLean Road to Old Alvin Road
• Complete sidewalks along both sides of Old Alvin Road (south of Walnut Street) to connect Mary’s Creek,
Alexander Middle School, The Oasis at Pearland, and Bakers Landing
• Complete sidewalks along both sides of Mykawa Road from Orange Street to Broadway Street
• Complete sidewalks along both sides of Walnut Street from McLean Road to Old Alvin Road
• Complete sidewalks along both sides of Grand Boulevard from Orange Street to Walnut Street
Photo Source: homes.com Photo Source: City of Pearland Photo Source: National Association of City Transportation Officials (NACTO)
12 13
Photo Source: National Association of City Transportation Officials (NACTO)
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Develop a network of interconnected sharrow marked lanes and cycle-
tracks which connect to all parks and schools within the Study area.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC; City of Pearland Parks & Recreation; Pearland ISD
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC; TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP; RAISE Grants
1 2
Add sharrow markings and signage on Grand Boulevard between
Orange Street and Walnut Street [sharrow markings include a painted
arrow and bicycle symbol on the street (at the beginning and end of
every block), along with “shared-lane” signage; on low-capacity and
slow-moving thoroughfares a cyclist is allowed to utilize the full lane
width and cycle on the street with vehicle traffic].
Add a 10-foot-wide cycle-track to
Broadway Street (North side) from
McLean Road to Barry Rose Road,
and include a four-foot-wide curbed
vegetative buffer.
Strategically develop a network of shared-use paths along high-demand
and heavily trafficked corridors, connecting trails to bicycle facilities.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC; TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP; Texas Parks & Wildlife
Grants
1
2
4
Update and add universally accessibly curb ramps throughout the study area. Curb ramp updates should be constructed
in coordination with other study area projects including, thoroughfare reconstructions, drainage improvements, sidewalk
improvements, and Big Idea infrastructure improvements. Key projects include:
• Add curbs ramps, as sidewalks are constructed, to existing railroad crossings at Walnut Street and Broadway Street
• Add curb ramps and crosswalks on all four corners of Zychlinski Park
• Add curb ramps, crosswalks, and pedestrian signalization on at least two sides of the following intersections (currently
without any crossing facilities):
»McLean Road and Broadway Street
»McLean Road and Walnut Street
»Mykawa Road and Broadway Street
• Update all curb ramps and crosswalks at North Galveston Avenue and Broadway Street
Crosswalk striping, signage, and designs should be consistent and standardized throughout the study area.
3 Improve intersection and crosswalk safety with a mix of mid-block crossings, with pedestrian refuges, crosswalks, signage,
raised intersection tables, and/or flashing beacon signalization, to intersections that are currently not signalized. Key projects
include:
• Grand Boulevard and Broadway Street
• Washington Street and Broadway Street
• Orange Street and Washington Street
• Galveston Avenue and Walnut Street
• Galveston Avenue and Jasmine Street
Upgrade existing signalized intersection crosswalks with pedestrian refuges, crosswalks, signage, and flashing beacon
signalization to the following intersections:
• Orange Street and Mykawa Road
• Orange Street and SH 35
• Galveston Avenue and Broadway Street
• Walnut Street and SH 35
• Grand Boulevard and Walnut Street
• Veterans Drive and Walnut Street
• Walnut Bend Boulevard and Walnut Street
CROSSWALK STRIPING TYPES
Crosswalk striping types and associated safety facilities (such as signage, flashing beacons, and signalization) should
correspond with the level of pedestrian and cyclist activity, as well as vehicular traffic. Crossings at major signalized
intersections and at mid-block rapid-flashing beacon crossings should have wide, high-visibility crosswalk striping and
associated signage. Crosswalks at trails should include standardized angled piano key crosswalk striping, as per FHWA
and TxDOT standards.
Photo Source: ruraldesignguide.com
14 15
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Improve the pedestrian and active transportation user experience with
additional streetside safety features and elements.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC; PEDC
TIMELINE:Ongoing
FUNDING SOURCES:H-GAC; TxDOT; SS4A; STEP; CDBG; City General Funds/Revenues; CIP; Transportation
Alternatives (TAP) Program
1
2
4
3
Construct additional signage and signalization to existing
and proposed pedestrian and bicycle facilities, as depicted
in the Mobility & Connectivity Framework: Active
Transportation, as a means of increasing safety, user
comfort, placemaking, and the quality of infrastructure.
Lighting improvements should be made along corridors
where shared-use paths and trails are constructed, at areas
identified as “Big Ideas” where “nightlife” and evening
activities may occur, and along thoroughfares designated as
Streetscape Priorities.
As development occurs along
Jasmine Street, add a pedestrian
crossing structure (bridge, ramp,
tunnel, or other feasible option)
across the railroad tracks to connect
both dead ends of Jasmine Street.
Add streetlights to all four corners of signalized intersections
where they do not already exist, while adding streetlights
on at least two adjacent corners of all other intersections in
the study area, as depicted on the Mobility & Connectivity
Framework: Active Transportation.
INTERSECTION AND CROSSWALK SAFETY
TECHNIQUES
1. Consider strategic roadway narrowing at
intersections utilizing bulb-outs/curb-extensions,
chicanes, and sliver medians.
2. Ensure lighting is provided at all four corners of the
intersections if the intersection has four or more
lanes of cross traffic.
3. Consider wider crosswalks with highly reflective
striping.
4. Consider Pedestrian Leading Interval (PLI)
crosswalks signal timing. PLI timing is where
the pedestrian signal to walk changes five to
ten seconds before the vehicles signal to drive
changes to green. This allows for pedestrians and
cyclists to enter the roadways first, enhancing
vehicle to pedestrian visibility, and allows for the
opportunity for pedestrians to avoid right turning
and left turning traffic.
5. Provide pedestrian refuges within the median,
which provides a staggered crossing for people
with mobility issues, who may need more time
crossing the street, and for users to feel safer with
less time directly within the roadways pavement
(not protected by a curb).
6. Where truck traffic allows, narrow the turn radii of
intersections to slow vehicles down and encourage
complete stops.
7. Push the vehicle white stop back further behind
the crosswalk to help avoid blocked crosswalks and
vehicle intrusion.
Active Transportation (walking, cycling, scooter, or rollerblading)
is a critical element to any lively and active district or place.
Creating a comfortable streetscape environment for pedestrians
and cyclists helps to enhance small-town charm, promote
community socialization, and helps to activate store frontages.
The addition of streetscape elements, including streetlights,
high-visibility crosswalks, accessible curb ramps, wide sidewalks,
and signage helps to enhance the comfort and visual character
of space, thus, increasing the “linger-factor” of a place. Old
Town should continue to enhance the small-scale pedestrian-
scale streetscape elements which define a typical local American
downtown.
16
Photo Source: FHWA Proven Safety Countermeasures
Photo Source: NACTO Street Design Guide
Photo Source: FHWA Proven Safety Countermeasures
Proposed Crosswalk Upgrade
Proposed Lighting
Proposed Pedestrian Overpass
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Establish and enforce guidelines for parking space typologies,
locations, and site-dimensions within the study area to begin to
develop more pedestrian friendly street-frontages.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:TxDOT; H-GAC
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years)
FUNDING SOURCES:City General Funds/Revenues
Consider adjusting parking minimums within the study
area based on the associated parcels “Form” not “Use.”
1
2
4
3
Utilize and standardize set parking configurations and best
design practices to ensure that parking typologies are in
the appropriate location and align with to the desired or
existing building typologies and street function.
Construct a mixture of on-street parallel parking, on-
street angled parking, and off-street parking lots, to
meet future parking demand along major retail corridors,
along thoroughfares adjacent to Big Ideas 1 through 5,
and where new development occurs, as depicted in the
Mobility & Connectivity Framework: Parking.
As new single-family residential properties are developed
within the study area, require that all off-street private
residential parking access is located in rear alleyways if
available.
Similar to the Sullivan Brothers residential redevelopments
maintain the historic alleyways as the primary access for
newly constructed residential properties. This helps to
create a more walk-friendly and attractive environment for
pedestrians and community activity on the first story.
Within the study area, require all new off-street parking for
commercial/retail properties to be located in the rear of the
developed parcel, with the constructed structure abutting
the property frontage.
5
THE IDEAL PARKING TYPOLOGY PROTOCOL
A grocery store should not be serviced by only on-street parking; a row of single-family homes should include, at most, on-
street parking bays and street trees; a retail/commercial property intended for nightlife should include on-street parking
bays along the street frontage and parking lot spaces behind the building to maintain an active street life; a retail center
should have parking lots/spaces with dedicated entry and exit drives (access management); all new parking lots and
parking spaces should include curbs, gutters, drainage, and landscaping islands.
• First, parallel on-street parking should be installed to meet the required parking needs.
• Secondly, private parking lots, located within the rear of the building should then be considered to meet parking
needs; Parking should always be located in the rear of buildings, while the structure is pushed forward facing the
thoroughfare; both front and rear business access should be provided.
• Thirdly, if parking needs cannot be met and additional parking it limited by special limitations, shared-use parking
agreements should be considered.
An example of a shared-use parking agreement may be where a business is located near a trail, but the business may
only operate Monday through Friday. A shared-use parking agreement can be met to where trail users are able to use the
parking lot on Saturdays and Sundays to access the trail.
17
Source: Uttlesford Design Code, National Design Guide
If parking needs cannot be met and additional parking has
special limitations, shared-use parking agreements should be
considered and able to be approved at the staff level.
6
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Improve and eliminate conflicts between parked/idling vehicles
and moving vehicles in thoroughfare travel lanes.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:City of Pearland Planning Department
TIMELINE:Ongoing
FUNDING SOURCES:City General Funds/Revenues; CIP (Construction)
As redevelopment occurs, eliminate outdated parking space
typologies which have head-in and back-out parking directly
on-to/off-of public thoroughfares, which create safety and
traffic flow hazards, as depicted on the Parking Framework.
If parcel size or spatial limitations prevent the alteration
of parking space access, cross access easements between
adjacent properties should be allowed to prevent
unnecessary egress onto thoroughfares.
Conduct a study of morning and afternoon carpool lines for
schools along North Galveston Avenue and East Plum Street.
Ensure that enough carpool lane space exists at Leon Sablatura
Middle School, Pace Center, and Pearland Junior Highway West,
so that idle vehicles do not back-up onto public roadways.
1 2
Consider implementing innovative parking solutions and adjust to
recent parking and transportation trends.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works
OTHER GROUPS:City of Pearland Planning and Police Departments
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:City General Funds/Revenues; CIP
1
2
Add electric vehicle (EV) charging stations, as demand is
identified, to strategic locations where commercial/retail
hubs are located and where new housing is developed.
5
Amend the City’s Code of Ordinances to increase the
availability of EV charging stations to include the following:
1. Consider incentives for existing gas stations,
retail, and commercial establishments to add EV
charging.
2. Consider adding EV charging ports as a parking
requirement to the parking code.
3. Add regulating language into the Code of
Ordinances regarding the proper usage, location,
permitting, regulation, and provision of EV
charging stations for both public commercial
properties and private residential properties.
3 Consider the addition of 10-minute parking spaces for food
and package delivery and pick-up/drop-off needs adjacent
to retail, commercial, or office facilities.
4 Add wayfinding signage to guide visitors of the Old Town to
where on-street parking and public parking is available.
Consider providing incentives for new development which
includes pervious pavements and bioswales within the
parking lot design and configuration to mitigate drainage
infrastructure costs and impacts.
Consider updating the Code of Ordinances for parking
maximums for retail and commercial buildings based on
the layout and function of the building instead of using a
parking minimum standard to dictate the number of parking
spaces.
6
ON EV CHARGING STATIONS
As EV usage increases, many municipalities are
taking an active role in establishing partnerships
to create electric vehicle charging ports/locations.
Multiple EV parking locations already exist at
Pearland Town Center, Bu-cee’s along Shadow
Creek Parkway, and other numerous locations along
State Highway 288 (SH 288). In addition, two EV
charging ports existing just north of the Study area
along SH 35 at the Best Western Pearland Inn Hotel.
Lastly, gas stations, such as Speedway, 7-Eleven,
and Shell have slowly been adding EV charging
ports to existing gas station locations, in an effort to
meet demand.
18 19
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Currently, personal vehicles are the primary way
people access Old Town, and will likely remain
the primary mode of access into the future.
Providing adequate and efficiently located parking
spaces is critical for any economically thriving
place, particularly in a suburban community like
Pearland. The provision of parking is often a
“give-and-take” when it comes to small-town
charm. Large parking lots abutting thoroughfares
creates spaces that typically feel uncomfortable,
unsafe, and uninviting to a pedestrian, thus
limiting walkability and street activity. Parking
should be just adequate in number to provide
businesses and destinations with enough service,
but should not be so abundant that large swaths
of pavement remain empty a majority of the time.
A smart economically balanced approach should
be taken to parking in Old Town, noting that
parking lots provide little to enhance a locations
taxable value and sense of place. Where feasible,
parking lots should not be visible from the
streetside, prioritizing rear access parking lots
for private businesses. Parallel parking should be
seamlessly integrated into the streetscape with
decorative brick delineation pavements, street
tree bays, and signage. As Old Town continues
to develop, parking available should not detract
from the overall attractiveness and sense of place
in Old Town.
IMPACT OF EXISTING
PARKING MINIMUMS
The existing parking minimums
have demanded that the existing
drive-through Taco Bell Restaurant
(commercial use) within the study
area should have 40 parking spaces,
while a bank (commercial use)
within the study area has 47 parking
spaces; of which, a majority of the
time, these spaces are empty. This
demonstrates an underutilization
of land and a potential loss in
taxable value added to the land.
The Taco Bell location, for example,
could reduce their parking spaces
by half which could provide land
for an additional drive-through
establishment or business of a higher
taxable value, while still providing an
appropriate amount of parking for a
fast-food-based establishment.
To encourage future development, consider partnering to
upgrade waterlines in key areas within Old Town such as
Big Ideas 1, 2, 3, 4, & 5.*
LEAD IMPLEMENTER:City of Pearland; TxDOT
OTHER GROUPS:PEDC; Private Developers
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years), or as opportunity presents itself
FUNDING SOURCES:PEDC; CIP; Bond Funds; Private Investment; TxDOT
1
2
3
* Refer to the Big Ideas Section at the end of this Plan for more details about Big Idea Areas 1, 2, 3, 4 and 5.
Consider partnering with developers to finance
public water mains within the City’s rights-of way and
consider developer financing agreements for shared
public infrastructure (extensions or upsizing).
There is also a lack of existing internal water line
infrastructure within the boundaries of Big Ideas
1, 3, and 5 that need to be installed before area
developments can take place. Specific areas include:
• A new main in Big Idea 1 on North
Sacramento from Orange Street down to
Jasmine Street and upsize the line along
Jasmine Street.
• Consider procurement of City right-of-
way for a water line extending north from
Walnut Street into Big Idea 3, potentially
an extension of Douglas Street.
• Upsize and extend the public water
main along East Pear Street in Big Idea 5
between Main Street and Houston Avenue.
Target development areas where there is limited waterline infrastructure to serve the boundaries of Big Ideas 1, 3, and 5,
inside the existing right of way if possible.
The capacity of the water facilities in Old Town is designed to accommodate a mix of residential, commercial, and public
land uses. The City has consistently completed several capital improvement projects over the years to keep the water
systems functioning at the capacity they were designed for. While the current system can meet the demands of the existing
land uses, increased development and land use intensification in the district suggests that expanding storage and treatment
capacity will be necessary to keep up with future growth and ensure reliable service. When assessing capacity and planning
or future capital improvements, it is top priority to recommend those that target the overall water pressure within Old Town.
The City should require developers to prepare water capacity analysis for developments.
20
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Eliminate challenges that could lead to water quality, supply or
pressure issues with the existing aging waterlines.
LEAD IMPLEMENTER:City of Pearland Public Works & Engineering
OTHER GROUPS:Pearland Water Utility
TIMELINE:Immediate (Now - 6 Months)
FUNDING SOURCES:Enterprise Funds; CIP; Bond Programs
1 2 3
Continue the City’s program to replace transite pipes in
the Old Town area over time, prioritizing waterlines that
are adjacent to planned drainage, roadway expansion or
replacement projects in the capital improvement program.
The City’s 2019 Water Master Plan describes that
Pearland’s water system includes over 500 miles of
waterlines ranging in diameter from 2 to 30 inches, with
13 miles within the Study area. The primary waterline
materials include an estimate of 36,390 linear feet of
transite pipe, followed by 29,711 linear feet of polyvinyl
chloride (PVC), and 2,214 linear feet of ductile iron.
Although transite waterlines were discontinued in the late
1970s, the City has replaced around 50% in Old Town
through an on-going city-wide replacement program.
These lines have been prioritized because the condition
of the soil in the Houston area can create unfavorable
conditions for the brittle pipe to break, as the soil shrinks
and swells due to the amount of water that is available
in the soil. These events can lead to costly repairs or
replacements when the pipe bursts. Continuation of the
replacement program is important throughout Old Town
to reduce leaks and line repairs.
Transite replacements are identified in the northwest
quadrant of Old Town, generally north of Broadway Street,
east of Mykawa Road, south of Orange Street, and west of
the BNSF railroad tracks, beginning with Broadway Street
(Halbert Drive to Texas Avenue), followed by Walnut
Street, which is already in the CIP (McLean Road to Austin
Avenue and North Galveston Avenue to Old Alvin Road),
and North Galveston Avenue (Walnut Street to East Pear
Street).
High-level design and construction opinion of probable costs are
given for the identified projects in the Utilities & Infrastructure
Framework without any review of existing plan sets, survey data
or geotechnical reports:
1. Northwest Quadrant (Quadrant 1) Transite Water
Main Replacement with an opinion of probably cost
of $3.5 million for a variety of 10,300 linear feet of six-
inch, eight-inch, and twelve-inch water lines.
2. Northeast Quadrant (Quadrant 2) Transite Water
Main Replacement for an opinion of probable cost of
$2 million for a variety of 7,500 linear feet of two-inch,
six-inch and eight-inch water lines.
3. Southwest Quadrant (Quadrant 3) Transite Water
Main Replacement with an opinion of probable cost
of $2.8 million for a variety of 9,500 linear feet of two-
inch, six-inch, eight-inch, and twelve-inch water lines.
The Broadway Street and Walnut Street waterline projects are
detailed in the Big Ideas Section at the end of this Plan.
Reduce the number of dead-end two-inch water lines,
by upsizing and extending water mains to a minimum of
6-inch water lines with hydrants.
The City’s 2019 Water Master Plan indicates the water is
sourced primarily from groundwater, supplied by a series
of wells, ground and elevated storage tanks located
throughout Pearland, with the Alice Water Plant identified
as the Surface Water Receiving Station serving the area.
With a contract capacity of 10.0 (MGD), booster pump
firm capacity of 10.0 (MGD), and a supply capacity of 10.0
(MGD), this system currently meets the daily use demands
of the area, while the Magnolia Pump Station (located
outside of the mapped area), helps maintain adequate
water pressure.
High level design and construction opinions of probably
costs are given for the identified projects in the Utilities
and Infrastructure Framework map without any review of
existing plan sets, survey data or geotechnical reports:
• Old Town Waterline Looping for an opinion of
probable cost of $650,000 to install 2,000 six-
inch waterlines with new fire hydrants with valves.
Continue to monitor the flow, capacity and booster pressure for
the McLean Water Plant and Alice Water Plant Systems as new
infrastructure systems are planned for expansion.
In the study area, the McLean Road Water Plant receives most
of the water supply and booster capacity from the McLean Road
Water Plant, which has limited space for expansion. Should there
be a large amount of growth in Old Town, this plant would be
reliant on the future expansion of the Alice Road Water Plant.
Although the City’s current water system in Old Town meets
the standards regarding flow and capacity, there is a need for
additional monitoring, and updating of lines in addition to
monitoring the Alice Water Plant and McLean Road Water Plant
systems, in addition to replacing the transite pipe replacement
to maintain a healthy water system.
21
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Continue prioritizing projects that prevent stormwater from entering,
slowing down or increase the maintenance of the existing wastewater
collection system during storm events.
LEAD IMPLEMENTER:City of Pearland Public Works & Engineering
OTHER GROUPS:City of Pearland Planning Department
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years)
FUNDING SOURCES:Enterprise Funds; CIP; Bond Programs; PID/MMD
1
2
3
Continue Infiltration and Inflow (I&I) reduction efforts
in Old Town with Fats, Oils and Grease dosing at the
Walnut Street Lift Station.
Continue City-wide cured-In-Place Pipe (CIPP)
rehabilitation efforts in the study area, specifically the
Northwest and Southwest Quadrants.
High level design and construction opinions of
probably costs are given for the identified projects in
the Utilities and Infrastructure Framework without any
review of existing plan sets, survey data or geotechnical
reports:
• Northwest Quadrant CIPP Sewer Project with an
opinion of probable cost of $660,000 to install
7,500 linear feet six-inch and eight-inch storm
sewer with manhole linings.
• Southwest Quadrant CIPP Sewer Project with an
opinion of probable cost of $450,000 to install
5,200 linear feet six-inch and eight-inch storm
sewer with manhole linings.
Ensure proper maintenance programs are in place for
the Walnut, Orange, and Mykaya lift stations.
Consider expanding capacity and upgrading the old
sewer lines connected to the Orange and Mykawa lift
stations.
Enact City resolutions with strict penalties for failure to
maintain grease traps.
Old Town is served by several key wastewater facilities.
Two major facilities serve the broader Pearland area:
the Far Northwest Wastewater Treatment Plant and
the Southdown Wastewater Treatment Plant, located
outside of the mapped area. These plants process the
collected wastewater, ensuring that treated water is safely
discharged into local waterways, such as Clear Creek, in
accordance with state and federal regulations. Because
the City has prioritized capital improvement projects that
reduce peak flows of wastewater during storm events, the
capacity of these wastewater facilities is sufficient to handle
the current demands of Pearland’s growing population,
though the infrastructure in Old Town presents unique
challenges.
Many sewer lines in this area are over 50 years old,
consisting of clay pipes that are prone to infiltration and
inflow (I&I) issues. During heavy rainfall, stormwater can
seep into the sewer lines, leading to increased daily flow
volumes that strain the system, especially on the west
side of the study area as identified in the Wastewater
Master Plan. I&I can surcharge gravity sewer mains and
contribute to sanitary sewer overflows. This problem can
be exacerbated by pipe and grease blockages from high
concentrations of restaurants/multi-family/commercial
properties.
Additionally, lift stations, such as the Orange and
Mykawa Lift Station, require continuous monitoring and
maintenance to ensure they can handle peak flow periods,
especially during wet weather events. Expanding capacity
and upgrading old sewer lines are necessary to mitigate
these issues and ensure long-term system reliability.
Although the Walnut Lift Station received a ‘Good’ rating
with a ‘Very High Impact’ criticality score based on the
Wastewater Master Plan, it is a potential fit for a grinder
unit or fats, oils, and grease (FOG) dosing program.
Reduce peak loadings on the gravity sewer main from
new development in the study area.
6
5
4
22 To encourage future development, consider partnering to
upgrade wastewater lines in key areas within Old Town such as
Big Ideas 1, 2, 3, 4, & 5.*
LEAD IMPLEMENTER:City of Pearland; TxDOT
OTHER GROUPS:PEDC; Private Developers
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years), or as opportunity presents itself
FUNDING SOURCES:PEDC; CIP; Bond Programs; Private Investment; TxDOT; PID/MMD
1
2
3
* Refer to the Big Ideas Section at the end of this Plan for more details about Big Idea Areas 1, 2, 3, 4, and 5.
Consider partnering with developers to finance public wastewater mains within the City’s rights-of way and consider
developer financing agreements for shared public infrastructure (extensions or upsizing).
As development is identified in Big Idea Areas 1 and 3, upsize six-inch and eight-inch lines to avoid overloading the system.
The City should require developers to prepare wastewater capacity analysis for new developments.
As development in Big Idea Areas are in place, continuing to prioritize maintenance programs, such as I&I reduction,
and fats, oils, and grease (FOG) dosing are in place for the Mykaya lift stations.4
23
All development from the Big Ideas is within the
Walnut Lift Station service area. Big Ideas 3 and
5 could directly discharge to the gravity sewer
line along Walnut Street downstream of the lift
station that conveys flow to the Barry Rose Water
Reclamation Facility. While main trunk lines leaving
Old Town have been identified for upsizing in the
Capital Improvements Program, local infrastructure
adjacent to future development is undersized and
will likely require upsizing.
Although the capacity is sufficient to handle the
current demands of Pearland’s growing population,
the addition of commercial and multi-family
residential developments can bring a strain to local
collection systems by way of flushable wipes and
grease, which require on-going maintenance and
improvements for the Walnut Street Lift Station.
This facility must be prioritized to ensure successful
wastewater collection and conveyance for the study
area.
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Discuss opportunities with developers to implement underground detention
and incentivize use of bioswales, permeable pavers, or other green
stormwater infrastructure to reduce peak runoff from new development.
LEAD IMPLEMENTER:City of Pearland Planning Department
OTHER GROUPS:City of Pearland Public Works & Engineering
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years)
FUNDING SOURCES:Enterprise Funds; CIP; Bond Programs
1 2
Consider revising the code to allow for Low
Impact Development (LID) and other green
infrastructure to count towards drainage and
detention requirements.
Consider revising local code, or review land use coding and permitting
procedures to ensure detention requirements are correctly applied to
re-development properties within the study area.
Identify corridors to convert from open ditch to an underground
system and evaluate opportunities for additional regional detention.
LEAD IMPLEMENTER:City of Pearland; TxDOT
OTHER GROUPS:PEDC; Private Developers
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years), or as opportunity presents itself
FUNDING SOURCES:PEDC; CIP; Bond Programs; Private Investment; TxDOT
Ensure the
Veterans Drainage
Improvements
project includes
dropping the
flowline elevation
of the storm pipe
to match flowlines
along Walnut Street.
Add a drainage system in Northwest Quadrant of Old Town during a
comprehensive rehabilitation project for the section.
High level design and construction opinions of probable costs are given for
the identified projects in the Utilities & Infrastructure Framework without
any review of existing plan sets, survey data or geotechnical reports:
• Replace Storm Sewer in the Northwest Quadrant with Driveways,
Street and Sidewalk Improvements for an opinion of probable
cost of $9 million to install 11,300 linear feet of storm sewer with
30,000 linear feet for an asphalt mill and overlay with driveways
and sidewalk replacements.
Authorize the preparation
of a preliminary engineering
report for the upcoming
Broadway Street and Walnut
Street project, detailing the
hydraulic and hydrology
needs for the project and
roadway layout for vehicles,
bicycles and pedestrians to
access both roadways.
* Refer to the Big Ideas for more details.
1 2 3
24
25
Reduce the number of electrical outages within the service area and
determine if portions of the electrical and telecommunications infrastructure
can be run underground within focal areas such as key local retail and
pedestrian corridors, or areas with large and mature trees.
LEAD IMPLEMENTER:City of Pearland Public Works & Engineering; CenterPoint Energy
OTHER GROUPS:PEDC; Private Developers
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years), or as opportunity presents itself
FUNDING SOURCES:PEDC; CIP; Bond Programs; Private Investment; TxDOT
1 2 3
Work with the GIS
Department and
CenterPoint to
create a map of
the repeat outage
locations.
Work with CenterPoint and
developers at the time
of pre-development to
determine opportunities
for running electrical
infrastructure underground.
Ensure electrical
infrastructure is
added to all pre-
development
meeting agendas.
Revise the UDC
to prevent tree
planting within the
vicinity of any aerial
power easements
or power lines.
4
26
Require all new
development and
major redevelopment
projects to
construct all utilities
underground.
5
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Cultivate Destinations and Special Subareas.
LEAD IMPLEMENTER:City of Pearland
OTHER GROUPS:PEDC; Visit Pearland; Chamber of Commerce
TIMELINE:Short-Term (1 - 2 Years) and Ongoing
FUNDING SOURCES:Visit Pearland; Chamber of Commerce; Old Town Business Association; TIRZ (when available)
1 2
Identify unique assets
and inventory historical,
cultural, natural, or
architectural features
that can anchor a
destination or district.
Formalize a subarea
framework, including defining
boundaries and themes for
different districts (e.g., arts
district, eat-ertainment zone,
cultural corridor, maker’s alley).
EAT-ERTAINMENT DISTRICT
The Eat-ertainment District is a dynamic, mixed-use destination where food, drinks, and entertainment create an immersive
social experience. Designed to be a destination for locals and visitors, the district blends restaurants, bars, breweries, and cafés
with interactive entertainment options such as live music, lawn games/activities, patio seating, community events, and boutique
businesses. The purpose of this district is to foster a lively, walkable environment that encourages people to linger, explore, and
engage, making it a key driver for nightlife, tourism, and economic activity.
The district is visually engaging, with a mix of historic and modern architecture, featuring colorful murals, customized signage,
and open storefronts that spill onto pedestrian-friendly streets. Outdoor dining patios are filled with people enjoying meals under
twinkling string lights, while small plazas and neighborhood parks offer comfortable seating, public art, and greenery. A central
public space with a flexible stage hosts live performances, outdoor movies, and pop-up events, creating a versatile and interactive
atmosphere. The area is designed for walkability, with wide sidewalks, custom lighting features, and curated streetscapes for
exploration. Whether people are grabbing a craft cocktail, strolling local shops, or catching a live band, the eat-ertainment district
is a vibrant and engaging destination that thrives on energy, creativity, and social interaction.
• Use regional demand for boutique retail, cultural experiences, and entertainment to create a niche market that provides
unique goods and services to the region in a lively, vibrant atmosphere.
• Create a focused retail development that offers goods and services not available elsewhere in the area adjacent to the
Cultural Heart to enable interaction between community festivals, public events, and other Old Town businesses.
• Businesses that can create synergies with small outdoor venue spaces should complement the district’s entertainment,
social, and cultural aspects while benefiting from the foot traffic and events. These include:
›Food and Beverage (cafés, coffee shops, food halls, bars, and cocktail lounges)
›Entertainment and Experiential Businesses (live music venues, comedy clubs, arcades/game bars, interactive
experiences, boutique theatres/event spaces)
›Retail and Artisan Spaces (local art galleries/studios, boutique shops/makers’ markets, record stores, bookshops)
›Wellness and Community-Focused Businesses (yoga/fitness studios, co-working spaces, farmers’ markets, specialty
grocers)
Encourage cluster
development by targeting the
recruitment of complementary
businesses (e.g., brewpubs
+ live music + galleries in an
entertainment zone).
3
Expand the Melvin Knapp
Activity Center and
partner with the Brazoria
County Public Health
Building to establish
a consolidated Public
Services Hub in Old Town.
4
Eat-ertainment
District
Civic Hub
Heart of
Old Town
The objective is to revitalize Old Town by developing distinct, experience-rich destinations and themed subareas that attract visitors,
support local businesses, encourage investment, and strengthen the cultural and economic identity of the area.
Cultivating destinations and special subareas is a proven revitalization strategy that enhances place identity, increases foot traffic,
and fosters a sense of community pride. By concentrating efforts in specific geographic or thematic zones—such as arts districts,
entertainment hubs, or cultural corridors—municipalities can create vibrant, walkable environments that serve as magnets for
residents, tourists, and investors.
In Old Town, three distinct subareas
emerged through a combination of spatial
analysis, existing conditions assessments,
and robust public input: the Eat-ertainment
District, the Heart of Old Town, and the
Civic Hub. The Eat-ertainment District
offers a large area of underutilized land
ideal for redevelopment into a cohesive,
attraction-driven destination. The Heart of
Old Town centers around historic landmarks
like the old Pearland High School,
Zychlinski Park, and Grand Boulevard—
naturally serving as the district’s cultural
core. The Civic Hub builds on existing
public facilities and new housing, creating a
vibrant, mixed-use area that supports civic
life and neighborhood energy.
27
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HEART OF OLD TOWN
The Heart of Old Town is the district’s central hub, designed to be a lively, walkable destination serving as the City’s cultural and social
core. Its purpose is to preserve and celebrate the district’s historic and cultural significance while fostering a dynamic mix of retail,
dining, and community gathering spaces. This subarea is the heartbeat of Old Town, where locals and visitors experience its rich
history, engage in community events and social activities, and enjoy unique local businesses.
The streetscape is charming and inviting, with paved walkways, restored buildings, and unique signage that reflects Old Town’s
character. Customized, pedestrian-scale streetlights, decorative benches, and lush landscaping create a comfortable, appealing
environment. Converted live-work storefronts in former single-family homes boast inviting patios, hand-painted signage, and window
signs/displays that draw people in from nearby public parking areas. Zychlinksi Park is the subarea’s dedicated gathering space with
special events and programming throughout the year. Zychlinski Park, in combination with the area’s Festival Street along Grand
Boulevard, creates a safe and inviting space to host small to mid-scale community events. Art and history are integrated into the
environment, with murals, sculptures, signage, and landmarks highlighting Old Town’s legacy. The area is bustling with activity—
people strolling along shaded sidewalks, street vendors, and small-scale shopping.
CIVIC HUB
The Civic Hub serves as Old Town’s governmental and
community services center, defined by key public buildings such
as the Melvin Knapp Activity Center and the Brazoria County
Health Building. This subarea is designed to be a concentrated
hub for public and quasi-public uses, offering essential services,
civic engagement opportunities, and community programming.
It fosters accessibility, convenience, and connectivity, ensuring
residents can efficiently access public resources.
The Civic Hub is organized around a central, well-landscaped
front yard designed to connect the Melvin Knapp Activity Center
and the Brazoria County Health Building. The area features wide
sidewalks, shaded seating areas, and clear pedestrian paths,
ensuring safe and efficient movement between buildings. Design
elements such as covered walkways, civic-inspired facades,
and public art installations reinforce a sense of identity and
importance.
Landscaped green spaces with benches, shady spots, and
native plantings offer comfortable spots for visitors to enjoy
before or after accessing services. The area may include small
kiosks or pop-up spaces for outreach programs, such as mobile
health services, voter registration drives, or seasonal community
events. Lighting, signage, and pedestrian crossings are designed
to ensure safety and accessibility, making it easy for seniors,
families, and individuals with disabilities to navigate the area.
Design and incorporate Old Town-specific gateways, monumentation,
and wayfinding signage.
LEAD IMPLEMENTER:City of Pearland; Visit Pearland; PEDC
OTHER GROUPS:TxDOT; Public Works; Chamber of Commerce
TIMELINE:Short-Term (1 - 2 Years) to Medium-Term (3 - 5 Years)
FUNDING SOURCES:TIRZ; CIP; BID; PID; Hotel Occupancy Tax (HOT); Texas Main Street Program; Public-Private
Partnerships; Grant Funding; Bond Program
Pearland has impressive signage along corridors like Highway 288 and SH 35. Adding Old Town-specific monumentation and
wayfinding signage at key intersections, connections, and destinations will generate a sense of cultural significance, a desire to stop
and explore, and make the area safer while teaching people about Old Town Pearland. The following pages defined each type of
signage recommendation, as well as identifies recommended locations and sites for future implementation. The types of signage
include: Tier 1/Gateways, Tier 2, Tier 3, and wayfinding/signage.
28
Wynwood Neighborhood Revitalization
MIAMI, FLORIDA
Miami’s Wynwood neighborhood, formerly a warehouse and industrial district, adopted a Neighborhood Revitalization
District (NRD) zoning overlay and a form-based code to guide future development. Rather than focusing on land use alone,
the code emphasized building scale, form, streetscape interaction, and pedestrian experience. It allowed for adaptive reuse
of buildings, creative small businesses, and a mix of residential and commercial uses. This zoning framework preserved the
neighborhood’s gritty artistic character while welcoming new investment and higher-density development. The result has
been a thriving arts and culture district that balances local identity with economic vitality—something Pearland’s Old Town
could emulate with a custom character-based code.
Photo Source: LG Realty Group
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MONUMENTATION: TIER 1 / GATEWAYS
These are the most prominent and highly visible entrances or
markers to a city, district, or neighborhood. They are located in
key areas with high traffic flow or at major entry points and serve
as the first impression of the area. Features include:
• Large, eye-catching monuments, sculptures, or signage
• Strategically placed at major highways, interchanges,
or city limits
• Often reflect the unique identity or history of the area
• Examples: Grand arches, large welcome signs, or
statues at the entrances to a city
Recommended Locations
• Broadway Street west of McLean Road
• Broadway Street at Barry Rose Road
• SH 35 at Orange Street
• SH 35 at Walnut Street
Photo Source: www.cincinnati-oh.gov
MONUMENTATION: TIER 2
These are still significant, but less prominent than Tier 1. They
serve to welcome people into a district or neighborhood,
typically in areas with moderate traffic or importance. Features
include:
• Medium-sized monuments or signage
• Placed at major intersections, along secondary roads,
or at neighborhood entrances
• May feature some local symbolism or design that
reflects the community’s character
• Examples: Smaller sculptures or signage placed at
neighborhood entrances, along key corridors
Recommended Locations
• Orange Street at Mykawa Road
• Orange Street at Galveston Avenue
• Orange Street at Grand Boulevard
• Walnut Street at Grand Boulevard
• Broadway Street at SH 35
MONUMENTATION: TIER 3
These are the least prominent but still contribute to the overall
identity of a neighborhood or district. They mark more localized
entrances or transitions and are typically used in quieter or
residential areas. Features include:
• Small-scale signage, banners, or markers
• Located at the entrance to a block, cul-de-sac, or
neighborhood
• Less elaborate in design but can still reflect local
culture or history
• Examples: Simple, decorative signs or gates that mark
the entrance to neighborhoods or local parks
Recommended Locations
• Jasmine Street at Mykawa Road
• Orange Street at BNSF Railroad
• Hunter Park at Orange Street and Town Ditch Trail
• Jasmine Street at Grand Boulevard
• Broadway Street at Galveston Boulevard
• Broadway Street at Austin Avenue
WAYFINDING AND LANDMARKS
Despite the assistance of wayfinding technologies on mobile
devices, physical signage is a crucial element of urban design
that assists drivers as they navigate to their destination. Good
signage and wayfinding elements are helpful to prospective
visitors as they navigate an area. Easy-to-see and conspicuous
signage placed at key decision points and junctions can be a
powerful messaging tool for communicating the full range of
parking options, historical landmarks, points of interest, etc.
Photo Source: Reed Architecture & Interiors
Photo Source: The OklahomanPhoto Source: The Oklahoman
Photo Source: RSM Design
Photo Source: RSM Design
Photo Source: RSM Design
Photo Source: RSM Design
Photo Source: RSM Design
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PRIMARY STREETSCAPE ENHANCEMENTS
Refer to the most significant improvements made to the
streetscape of a given area. These enhancements typically focus
on improving key, high-traffic streets or areas that serve as
focal points in a city or neighborhood. The goal is to improve
the aesthetic, functionality, and safety of these spaces. Primary
enhancements might include:
• Widening sidewalks
• Installing new or updated street furniture
(e.g., benches, trash cans, bike racks)
• Adding public art or decorative elements
• Landscaping with trees and plants
• Upgrading street lighting for safety and ambiance
• Improving intersections
(e.g., adding crosswalks or traffic signals)
Recommended Locations
• Broadway Street/FM 518
• Main Street/SH 35
SECONDARY STREETSCAPE ENHANCEMENTS
Focus on improving other streets or areas that are less central or
less trafficked. While still important, these enhancements tend to
be more localized and may not require large-scale interventions.
They aim to complement primary streetscape improvements
and contribute to the broader area’s overall aesthetic and
functionality. Secondary enhancements might include:
• Smaller-scale landscaping (e.g., planters, shrubs)
• Improved signage or wayfinding
• Refurbishing existing street furniture or adding subtle
upgrades
• Enhancing alleyways or smaller pedestrian pathways
• Providing bike lanes or small pedestrian zones
Recommended Locations
• Walnut Street
• Austin Avenue
• Orange Street
Photo Source: Design Workshop
Photo Source: Design Workshop
• Plum Street
• Jasmine Street
• Pear Street
Construct a cultural trail segment through streetscape enhancements,
connecting historic and cultural assets while enhancing placemaking.
LEAD IMPLEMENTER:City of Pearland Public Works / Parks and Recreation; Visit Pearland
OTHER GROUPS:Pearland Historical Society; Other Nonprofit Organizations; Private Partnerships
TIMELINE:Short-Term (1 - 2 Years): Secondary Enhancements
Long-Term (5+ Years): Primary Enhancements
FUNDING SOURCES:
Safe Streets; Congestion Mitigation and Air Quality Improvement; CDBG; RAISE Grants; TIRZ;
USDOT Reconnecting Communities and Neighborhoods Grant; Special Purpose District Financing;
National Endowment of the Arts Placemaking Grant
1
2
3
4 Develop a comprehensive
Streetscape Plan that outlines
the specific enhancements
proposed, their locations, and
the anticipated benefits to the
community. Include project
implementation schedule and
phasing.
Develop design standards
and guidelines for streetscape
elements to ensure uniformity
(lighting, benches, signage,
landscaping). Apply guidelines
to public and private projects
within the right-of-way. Refer
to the Land Use & Character
Framework for compatibility.
Coordinate with the Utilities
and Public Works Departments
to ensure streetscape
improvements align with
utility plans and infrastructure
maintenance. Identify
opportunities to relocate
overhead utilities underground
or improve stormwater
management in tandem with
beautification efforts.
Streetscape enhancements within the public right-of-way are a foundational component
of revitalization strategies—especially in historic or underutilized districts like Old
Town—because they improve both the function and feel of public spaces, which directly
contributes to economic development and community identity. This strategy focuses
on enhancing both primary and secondary streets to ensure that major corridors and
key local roads are welcoming, safe, and vibrant. The goal is to create a thriving public
space for everyone by incorporating street trees, landscaping, colorful plantings, shade
structures, signage, outdoor seating, lighting, and public art in meaningful ways.
This strategy establishes a sense of cohesion and visual identity throughout Old
Town. Today, the district lacks consistent streetscape elements, which can make it feel
disjointed and underinvested. By focusing on both primary corridors and secondary
streets, Old Town can create a unified, welcoming experience that supports small
businesses, encourages pedestrian activity, and reflects its unique character.
A well-designed streetscape can directly spur economic growth by increasing foot traffic,
improving property values, encouraging private reinvestment, and laying the foundation
for placemaking and events. It also signals to developers, business owners, and residents
that Old Town is a priority for the City and worthy of long-term investment. This strategy
lays the groundwork for a coordinated, phased approach to public realm improvements
that will elevate the identity of Old Town and support its transformation.
Identify and apply for grant
funding (e.g., transportation
enhancement, Main Street
revitalization, community
development block grants).
Explore partnerships with
local businesses or downtown
improvement districts. Allocate
municipal budget funds or
incorporate improvements into
capital improvement plans (CIPs).
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Prioritize Grand Boulevard, SH 35, Broadway Street, and Pear Street
as key green corridors, including bike lanes, widened sidewalks, and
enhanced landscaping to enhance Old Town’s identity.
LEAD IMPLEMENTER:City of Pearland Community Development & Public Works
OTHER GROUPS:Visit Pearland; TxDOT; City of Pearland Parks and Recreation; PEDC
TIMELINE:Short-Term (1 - 2 Years): Hunter Park Trailhead
Medium-Term (3 - 5 Years): Broadway Street / SH 35 enhancements
FUNDING SOURCES:
Bond Programs; City General Fund; TAP Program; SS4A and SMART Grants; Congestion
Mitigation and Air Quality; Stormwater or water quality funding; Clear Creek Conservancy; H-GAC;
TxDOT
1 2
Identify specific indoor and
outdoor spaces as part of
a network of flexible and
programmable spaces that can
host and accommodate various
businesses, events, and creative
land uses throughout Old Town.
Examples include restaurants,
entertainment destinations, and
event venues.
Establish a plan and
future funding for the
development of Hunter
Park facilities, amenities,
and program, as well as
the development of a
trailhead connection via
the Town Ditch Trail to
the greater Clear Creek
regional trail system.
By integrating green infrastructure, multimodal pathways, and
pedestrian-friendly design, green connections enhance mobility,
and create inviting public spaces that are easy to access.
Rail-Trail: They are perfect places to walk and bike. These rights-
of-way have gentle grades that are easy and accessible for all
trail users. They also tend to be contiguous and uninterrupted,
with fewer street crossings than typical trails or on-road facilities.
Though nearly 60 percent of existing trails are within 30 feet of
the tracks, at least 70 percent have physical barriers separating
them from the tracks (Source: America’s Rails-with-Trails). They
are natural transportation connections suited to recreational and
utilitarian biking and walking. Trails adjacent to rail corridors offer
unique connectivity opportunities but require careful design to
mitigate safety concerns. Best practices include incorporating
physical barriers, landscape buffers, and clear signage to
separate users from rail operations and create a secure,
comfortable trail experience.
Trailhead at Hunter Park: This historic park provides an
opportunity to connect Old Town via the existing Town Ditch
Trail (north of the study area) to the regional Clear Lake
Trail System. Confirming land ownership, necessary access
easements, or public-private agreements will be one of the first
steps in establishing the design and programming opportunities
for this trailhead.
Grand Boulevard: A historic connection from Hunter Park to
Walnut Street, Grand Boulevard is a natural green connection
through Old Town for cyclists and pedestrians. Ensuring
continuity along this corridor will enhance functionality for all
users and become a safe conduit from the Clear Creek Trail
to key destinations throughout Old Town. Cottage retail and
small-scale entertainment along Grand will need enhanced
lighting for sidewalks, as well as across the roadway within the
proposed Festival Street area. Fresh paint along fire lanes, curbs,
and crosswalks will give the area a fresh look while more formal
renovation plans begin. Refer to Big Idea 2: The Grand Link.
Broadway Street: Broadway Street is currently identified as a
corridor with a shared-use path—yet users and residents say this
is not possible with current roadway safety conditions. Future
roadway plans indicate that users will continue to experience
difficulty as the region continues to grow. The corridor has
an opportunity to re-orient to the community and become
a destination. Creating safe north-south crossings across
Broadway Street at SH 35 and Grand Boulevard will be critical in
connecting future redevelopment sites and destinations across
Old Town, including connections to Clear Creek (north) and
Mary’s Creek (south).
SH 35: Inconsistent lighting, signage, and paving continue
to give SH 35/Main Street a high-volume look and feel upon
entering the area. Adding Old Town branding and banners,
as well as uniform storefront signage at a pedestrian scale will
create a sense of arrival upon entering Old Town. This will be a
key strategy in bringing users into redevelopment sites and to
Old Town destinations off of this major corridor.
3 4
Add Old Town specific
signage and art at the
updated intersection of
SH 35 and Broadway
Street. While this
intersection is new, it
can easily be utilized to
generate awareness and
identity for the efforts
taking place in Old Town.
Partner with property owners and
developers. Provide incentives
along with guidelines for
integrating greenery into private
frontage (e.g., green walls,
planter boxes). Expand facade
improvement grant applicability
to green mini-grants for installing
trees, gardens, or seating outside
storefronts.
Reimagine and develop Zychlinski Park and Hunter Park into usable,
dynamic green spaces that include modern amenities, programmable
spaces, and regional connectivity.
LEAD IMPLEMENTER:City of Pearland Parks a& Recreation
OTHER GROUPS:H-GAC; PEDC
TIMELINE:Medium-Term (3-5 Years)
FUNDING SOURCES:
Bond Programs ; City General Fund; TAP Program; SS4A and SMART Grants; Congestion
Mitigation and Air Quality; Stormwater or water quality funding; Clear Creek Conservancy; H-GAC;
BID; PID/MMD; TIRZ; Texas Parks & Wildlife
Though currently undeveloped, Hunter Park has long been
identified in local plans and concepts as a key opportunity
for recreational and cultural investment. The community has
expressed a strong desire to see this space activated and
potentially expanded, transforming it into a functional park that
serves both Old Town and the broader Pearland community.
The proposed trailhead would provide vital connectivity
between Old Town and the regional Clear Creek Trail network,
encouraging walkability, outdoor recreation, and eco-tourism.
In tandem, Zychlinski Park—already central to Old Town’s
character—should be reimagined and reprogrammed as
the crown jewel of the study area. With thoughtful design
improvements, the integration of public art and wayfinding,
updated amenities like playscape or splashpad design, public
WiFi, interactive exhibits, and regular cultural and recreational
events, it can become a welcoming, bustling gathering space
for the surrounding neighborhoods and community.
Much of a study area’s energy comes from well-programmed
public spaces that are inviting, comfortable, and unique. While
many events have shifted to newer venues like Independence
Park, there is a growing opportunity to return programming to
Old Town and develop new, place-specific events that draw
people in and foster a sense of local pride and identity.
1
2
3
4
Engage the community by hosting targeted outreach
sessions, pop-up workshops, or surveys to gather
specific input on desired park features, trail amenities,
and cultural programming. Local stakeholders,
residents, artists, historians, businesses, and recreation
advocates should be involved to build buy-in and
shape design decisions.
Conduct site assessments and park surveys, as well as
map proposed connections to assess design feasibility
and connectivity potential.
Pilot programming different types of art-and-play
installations and public events at Zychlinski Park can
help to test low-cost, high-impact events like art
markets, movie nights, or heritage festivals to build
energy and visibility.
Revisit and refine existing plans and concepts related
to Hunter Park, the Town Ditch Trail, and Zychlinski
Park/Old Town revitalization. Consolidate and update
ideas into a clear, phased vision for park development
and accessibility in Old Town. Coordinate and build
upon efforts initiated by the current Parks Master Plan.
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Interurban Railway Museum
PLANO, TEXAS
The Interurban Railway Museum, housed in the
historic 1908 Plano Station, reflects the City of
Plano’s dedication to preserving its rich heritage.
Once a hub for the Texas Electric Railway until 1948,
the station was restored by the City of Plano and
reopened as a museum in 1991. This transformation
preserved a key landmark and created an
educational and cultural asset for the community.
Operated with the Plano Conservancy for Historic
Preservation, the museum features interactive
exhibits on Plano’s history, electricity, and the Texas
Electric Railway. A standout attraction is Historic Car
360, a restored railcar offering visitors a glimpse into
the past.
Plano’s investment in the museum supports civic
pride, educational outreach, and heritage tourism.
Free admission ensures the museum remains
accessible to all, inviting residents and visitors to
connect with the city’s history.
Source: Plano Conservancy for Historic Preservation
Celebrate Old Town’s history and cultural authenticity by
activating Old Town with diverse public programming and
interactive educational experiences.
LEAD IMPLEMENTER:City of Pearland; Visit Pearland
OTHER GROUPS:Pearland Historical Society; Neighborhood Associations
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years)
FUNDING SOURCES:TIRZ; PEDC; Google Placemaking Grants
Partner with local businesses
and residents to revive the
Old Town Farmers Market
along Grand Boulevard with
vendors, including local
artists and small businesses.
1 2
Organize a roundtable
of event leaders, Visit
Pearland, PEDC, City staff,
and representatives, and
other culture stakeholders to
identify barriers for holding
events in Old Town.
Identify key local and
state events and work
with organizations/events
to relocate to Old Town,
coordinating with those
organizations to remove
barriers preventing them
from occurring in Old Town.
Expand the Melvin Knapp Activity Center in Old Town to create
a destination for the community and a hub for high-quality public
services and amenities.
LEAD IMPLEMENTER:City of Pearland Parks & Recreation
OTHER GROUPS:Brazoria County Health; Private Groups to be Determined in the Future
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:CIP; Bond Programs
Collaborate with ongoing local events like Old Town Farmers Market,
Hometown Christmas Parade, and Grand Arts and Eats Festival to return to
Old Town, reducing permit fees and easing coordination as needed.
LEAD IMPLEMENTER:Visit Pearland; City of Pearland Parks & Recreation
OTHER GROUPS:Local Event Organizers; Old Town Business Association
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:Visit Pearland; HOT Funds; Chamber of Commerce
Creating a destination civic complex for Pearland residents will
enhance the sense of community and enhance vibrancy and activity,
supporting local neighborhoods and retail in the process. It will also
enhance Old Town residents’ quality of life by providing additional
recreation amenities in a new facility located in the heart of existing
activity, near the Brazoria County Health Building, the USPS post
office complex, and new residential units. This will create a walkable
destination from existing and future neighborhoods while also having
easy access to Broadway Street, SH 35, and Walnut Street. The
current location of the Activity Center should be expanded to offer
more amenities to Pearland residents in a centralized place.
3
Continue actively pursuing
regional and national
sporting events (conference
and national tournaments)
and conference events to
attract regional tourism to
facilities and attractions in
and around Old Town.
4
Public programming is essential to breathing life into Old Town.
Events and cultural activities not only bring people together—they
create memories, spark curiosity, and invite residents and visitors
to rediscover the area’s charm and potential. To make Old Town
a destination once again, programming should be intentional,
recurring, and rooted in the unique character of the study area.
A mix of regular and signature events can serve as catalysts for
economic activity and social connection. Collaborations with local
businesses, such as sip-and-shop events, pop-up markets, and
porch concerts, can encourage foot traffic and cross-promotion,
helping both new and legacy businesses thrive. Activating streets
like Grand Boulevard with markets, trade days, and festival-style
events can further reinforce the identity of Old Town as a cultural
and retail destination.
The City should also explore opportunities to develop or partner
in establishing a small-scale music venue or shared performance
space, either in a public plaza or through a collaboration with local
businesses. Regular live music, art walks, and creative workshops
would foster a rhythm of activity that keeps the district alive
outside of major events.
A flagship event—a signature cultural festival unique to Old
Town—would create a strong anchor in the annual calendar and
build long-term brand recognition for the study area. Concepts
such as a Railroad Festival (honoring Old Town’s historic roots), a
Texas BBQ and Music Festival, or a Public Art Festival could attract
regional attention and provide a platform for local creatives and
businesses. Alternatively, the City could choose to elevate and
build on existing festivals, enhancing them with Old Town-specific
programming and expanding their reach.
Programming is not just about events—it’s about creating moments
of joy and discovery. Improving the public realm to support these
activities—with flexible gathering spaces, shaded seating, lighting,
and infrastructure for performances—will make Old Town a place
where people want to linger, return, and bring others.
In short, a thoughtful and well-executed programming plan is the
heart of placemaking. It helps people fall in love with Old Town
again—not just for what it was, but for what it is becoming.
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Utilize public art to connect Old Town’s destinations
and neighborhoods.
LEAD IMPLEMENTER:Visit Pearland; PEDC; City of Pearland
OTHER GROUPS:TxDOT; Public Works; Chamber of Commerce
TIMELINE:Immediate (Now - 6 Months)
FUNDING SOURCES:BID/PID/TIRZ; Hotel Occupancy Tax (HOT); National Endowment for the Arts; Texas Commission
on the Arts; Google Placemaking Grants
1
2
3
4
Identify current and future city planning projects where
public art will enhance the project including park
development and City capital projects.
Contract with local artists – identified with the help of
the Visit Pearland – for another public art installation,
conceived explicitly with the purpose of branding and
announcing Old Town.
With the adoption of the recent Cultural Arts Master Plan (2024),
the City’s prioritization of Old Town as a significant destination
is clear. This area already boasts several murals and two Pear-
scape installations, and there is a desire for more. Small-scale
installations at significant destinations or local businesses will help
cultivate cohesiveness and create an environment supporting local
artists, entrepreneurs, and culture. The procurement and selection
of art should prioritize culturally significant works that highlight
the area’s history, unique and interesting mediums, and locally
sourced talent that add to Old Town.
• Pear-scape
• Utility Box Art Program
• Murals
• Sculptures and rotating installations linked to City
celebrations and events in Old Town
• Art in the right-of-way
• Small-scale public artworks, including benches,
crosswalks, playscapes, and other functional art
Create an Art Walk or Trail. Use art to guide people
through Old Town, linking key destinations with visual
continuity. Include interpretive signage or QR codes to
tell stories and engage visitors.
Launch Pilot Projects. Start with temporary or
low-cost installations like painted crosswalks,
mural walls, or sculpture gardens. Use
events (e.g., festivals or First Fridays) as
opportunities to showcase new works.
5 Maintain and Evaluate Installations and
Program Resources. Develop a rotation
schedule, maintenance plan, and sustainable
funding mechanism. Track community
engagement and economic impact to inform
future phases and investment.
35
PERCENT FOR ART PROGRAMS
Many cities across the United States have adopted
“Percent for Art” programs, which require that a fixed
percentage, typically one percent, of the total budget
for eligible public construction projects be allocated to
the commissioning and installation of public art. These
programs are designed to integrate art into the everyday
built environment, enrich public spaces, and reflect the
identity and creativity of the community. For example,
the City of Portland, Oregon, has a well-established
Percent for Art ordinance that dedicates two percent
of the total cost of improvement projects to public art.
Through this initiative, Portland has been able to embed
murals, sculptures, and interactive installations into
libraries, transit stations, and streetscapes, fostering civic
pride and cultural vibrancy while supporting area artists.
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Explore the designation of Old Town as a Cultural District to harness
growing momentum around the arts and heritage tourism, and to
formalize efforts that celebrate local culture, attract visitors, and
preserve Pearland’s history.
LEAD IMPLEMENTER:Visit Pearland
OTHER GROUPS:Chamber of Commerce; PEDC; City of Pearland; Private Developers; Pearland ISD/University of
Houston Clearlake; Nonprofit Organizations
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:City General Fund
1
3
4
Set district boundaries to the defined study area. The study
area is a contiguous area that is walkable and contains the
roots of Pearland’s train history. This includes the historic
square mile of Pearland’s Old Townsite, the 1910 High
School campus, and the original site of the train depot.
Actively promote the district as a cultural
destination, including events, programs, facilities,
businesses, etc. This includes restaurants, venues,
hotels, and other amenities.
Facilitate and utilize this Plan to ensure that the built
environment is friendly for people living, shopping, visiting,
and spending time in it. This includes:
• Establish Grand Boulevard as Old Town’s main
pedestrian corridor and a centralized gathering place
for events and programming.
• Incoming housing units and existing neighborhoods
host a concentration of people for businesses and
activity to flourish.
• Encourage multi-generational and mixed-use
development on strategic parcels with a variety of
housing types nearby (Refer to the Development &
Redevelopment Framework).
• Enhance Zyhlinski and Hunter Parks, as well as
other public frontyard spaces to provide key green
connections, programmable spaces, and destinations to
gather and play.
• Encourage and require pedestrian-oriented design for
new development (buildings close to the street with
parking in the back), while incentivizing pedestrian-
realm streetscape enhancements and facade
improvements (planters, awnings, signage, lighting, etc.)
• Old Town is close to schools and work centers, making
it ideal for programming, partnerships, site utilization,
and recruiting businesses to the area for economic
development.
• Encourage Old Town streets, intersections and
crosswalks be designed for safe use by bicyclists,
pedestrians, people with disabilities, and multimodal
transportation options. Refer to the Mobility &
Connectivity Frameworks.
2 Select and evaluate sites for Arts Program. Identify
potential locations in Old Town that offer visibility,
accessibility, and walkability. Artistic resources play a
vital role in the livability and economic development
of a cultural district.
What is a cultural district? The Texas Commission on the
Arts (TCA) defines it as the anchor of a recognized, labeled,
mixed-use area of a community in which there exists a high
concentration of arts and cultural facilities, individual artists, and
events that are promoted to attract cultural tourists. The intent
of such a district is to designate special zones in cities and Texas
communities that harness the power of cultural resources to
stimulate economic development and community vitality.
What is cultural tourism? The travel industry’s term describing
travel direct toward arts, heritage, recreation, and natural
resources. This is not new—tourists have been coming to the
region for decades to experience these things—but it is a good
way of connecting visitors to authentic cultural experiences.
These multi-cultural and -generation visitors make their travel
choices related to performances, artistic activity, architecture,
and historical offerings. There is an opportunity to cultivate and
incubate cultural destinations and programs in Old Town that
will contribute to the special significance of the area and aid in
cultural district designation efforts.
As authorized by House Bill 2208 of the 79th Legislature, the
Texas Commission on the Arts can designate cultural districts in
Texas. In this program, an organization by itself or representing
a collaborative effort can file an application to recognize their
cultural district. Applicants work closely with Commission staff
in the development of their application and submit a letter
of intent that includes a one-page description of the plans
for the cultural district. In order to receive cultural district
designation, applicants must satisfy the criteria set forth in the
TCA Guidelines and demonstrate high artistic quality, sufficient
capability, and strong impact in their communities.
Successful applicants will have access to multi-year grant
funding opportunities, including the Arts Respond Projects
and Arts Respond Cultural District Projects. The Commission
will only fund capital improvements, bricks and mortar, and
permanent (depreciable) equipment through the Cultural District
Project or Designated Funding/Commission Initiatives grant
programs. When a cultural district is designated by the TCA, a
recertification will be required every ten years. Annual reports on
activities are required to maintain Designation status.
Cultural District Application
Review Criteria
Applications are evaluated using the following
criteria.
Artistic Quality 50 Points
Capability 25 Points
Impact 25 Points
Total 100 Points
Artistic Quality: 1-50 points
• Artistic significance
• Quality of works of art
• Quality of artists
• Impact on artists
• Quality of services
Capability: 1-25 points
• Administrative capability
• Personnel
• Demonstrated history
• Budget
• Planning, implementation, evaluation
Impact: 1-25 points
• Public service
• Audience or participants
• Education
• Outreach
• Economic impact
There are five types of cultural districts:
• Cultural Compounds - a cluster of cultural facilities,
such as museums, theaters, and galleries, located close
together in a campus-like setting.
• Art Institution Focus - district oriented around one
or more major arts institutions that anchor the area’s
cultural activities.
• Downtown Focus - a revitalized historic or commercial
downtown area where arts and culture are used to drive
economic development and community engagement.
• Focus on Art Production - an area that supports and
showcases working artists, often through studios,
workshops, and creative maker spaces.
• Heritage or Cultural Identity Focus - district
celebrates the traditions, stories, and cultural identity of
Old Town as the birthplace of the greater community.
The Old Town cultural district would not have to fit neatly into
just one type—it will most likely be a blend of the categories
described above. A layered approach integrating multiple
elements to reflect the unique history, character, and potential
of Old Town will be the strongest strategy in working toward a
formal TCA cultural district designation status.
The Cultural District must be managed by a Cultural District
Management Entity (CDME). A CDME is the organization leading
the efforts for the district, convening stakeholders regularly,
managing the tracking of visitors, coordinating programming
efforts, and marketing of the district as a whole. They serve
as the main contact for the district and are responsible for
reporting. CDME must be one of the following:
• Texas-based 501(c)(3) nonprofit arts organization with
cash operating revenues of $50,000 or more for the
past two years as demonstrated by their two most
recently files IRS Form 990s,
• A Texas governmental agency or department, or
• A TCA recognized College Arts Institution.
Old Town Pearland has the opportunity to become a thriving
hub of local heritage, artistic activity, and community pride. With
its rich history, a growing arts presence, and desire to cultivate
walkable, mixed-use environments, Old Town exemplifies the
qualities of a successful cultural district. Formal designation
by the TCA would not only validate the cultural assets already
present in Old Town but also open new doors for strategic
funding, long-term investment, and statewide recognition.
Through this designation, Pearland can establish its identity
as a cultural tourism destination, support a creative economy,
and enhance the vibrancy of the area for both residents and
visitors. By leveraging existing momentum and organizing
under a Cultural District Management Entity, Old Town has
the opportunity to lead the way in preserving, promoting, and
expanding its unique cultural footprint for generations to come.
Work with the Pearland Historical Society to identify those
buildings and neighborhoods within Old Town that should
receive local protection and state and national recognition
(Historic Preservation Plan).
Consider relocating the historic train depot or
building a replica of it in Old Town.5
6
36
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Explore the viability of building a new visitor welcome center and
business center in Old Town to improve visitorship throughout
the City and boost marketing efforts.
LEAD IMPLEMENTER:Visit Pearland; PEDC; City of Pearland
OTHER GROUPS:Chamber of Commerce
TIMELINE:Long-Term (5+ Years)
FUNDING SOURCES:PEDC; Bong Programs; TIRZ; Tourism Grants; Hotel Occupancy Tax (HOT)
1
3
4
5
Conduct a feasibility study. Assess potential visitor
traffic, operational costs, and return on investment.
Evaluate demand for visitor services, existing tourism
patterns, and market trends. Include site analysis of
available properties in Old Town (public or private).
Identify funding opportunities. Explore Visit Pearland
reserves, municipal funding, or hotel occupancy
tax. Apply for state/federal grants (e.g., Economic
Development Administration, tourism grants).
Consider public-private partnerships or sponsorships
for naming rights or interior exhibits.
Work with architects to draft conceptual designs that
reflect Old Town’s character. Create phased options
with opinions of probable costs. Include green
building practices and potential for multi-use spaces.
Tie the visitor center to a larger Old Town
revitalization incentive package. Offer matching
grants or façade improvements to nearby businesses
to support complementary improvements. Promote
co-location opportunities (e.g., gift shop, local
product consignment, ticketing office). Conduct
a market gap analysis to identify complementary
services that could co-locate and strengthen foot
traffic. Promote the project as part of a tourism
investment strategy to regional partners and
chambers.
Promote and incentivize new or expanded arts and/or culinary
spaces in Old Town, such as performance venues, art galleries,
event spaces, arts-related businesses, and restaurants.
LEAD IMPLEMENTER:City of Pearland; PEDC
OTHER GROUPS:Visit Pearland; Chamber of Commerce
TIMELINE:Immediate (Now - 6 Months)
FUNDING SOURCES:City General Fund; TIRZ; PID/MMD
1 2 3 4
Explore long-term
development of
cultural facilities with
a community partner,
such as a cultural or
performing arts center.
Explore a partnership to develop
community programming
(culinary and performing arts)
with local educational institutions
like University of Houston-Clear
Lake and Pearland ISD.
Adjust zoning and policy. Update
zoning to allow flexible mixed-use
and live/work spaces. Streamline
permitting for adaptive reuse of
older buildings. Allow temporary/
pop-up uses for art exhibits,
performances, and food trucks.
Establish a public-private
partnership to utilize the
historic Pearland High
School theatre space for
community events and
entertainment. 2 Consider a potential location within Big Idea 1:
Depot District. This site offers visibility, accessibility,
and walkability. The mixed-use zoning and limited
number of property owners, as well as the utility
access and parking needs were considered. This site
will be in close proximity to planned attractions and
transportation connections.
Create a small, flexible entertainment space that supports local
arts, culture, and community engagement by offering an intimate,
adaptable venue for performances, events, and gatherings.
LEAD IMPLEMENTER:City of Pearland; Visit Pearland
OTHER GROUPS:PEDC
TIMELINE:Long-Term (5+ Years)
FUNDING SOURCES:TIRZ; CIP; Bong Programs
This strategy—creating a small, flexible entertainment space—was originally outlined in the Pearland Cultural Arts Master Plan as
a way to nurture the city’s growing creative community and expand access to arts and cultural experiences. The plan recognized that
Pearland lacks smaller-scale, adaptable venues that can accommodate local performers, artists, and grassroots organizations.
By offering an intimate, multi-use space, the City can better support pop-up performances, visual art exhibits, poetry readings,
workshops, festivals, and community events. Such a venue also allows for creative experimentation and diverse programming that
reflects Pearland’s unique cultural identity. Importantly, this kind of space helps lower the barrier to entry for emerging artists and
smaller organizations who may not be able to access larger, more formal venues.
37 38
39Photo Source: Phoenix Visitor Center
Photo Source: State of Nevada Department of Tourism & Cultural Affairs
Photo Source: Spackman Mossop Michaels
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Identify key underutilized parcels and pursue redevelopment through
public-private partnerships and a focus on infill development.
LEAD IMPLEMENTER:City of Pearland; PEDC
OTHER GROUPS:N/A
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:No Funding Required
1
2
3
Developers submit proposals for how they would
develop that property.
Public entity selects the preferred winner that best
meets the criteria outlined in the RFP.
Sale or lease-back of public land for below market-value
price reduces development costs, making new, denser
development more financially viable.
The City or other public entities identify underutilized
properties with the potential to redevelop and identify
development partners through a request-for-proposal
(RFP) process. RFPs can include requirements such
as types of development, affordable housing and
improved urban design.
Property is redeveloped, contributing to new
development downtown.
4
5
OPPORTUNITIES FOR IMMEDIATE
DEVELOPMENT
40 Art on the Corner
GRAND JUNCTION, COLORADO
Grand Junction, Colorado, is home to one of the nation’s most celebrated public art initiatives—Art on the Corner (AOTC). Launched
in 1984 as a grassroots effort to energize a struggling downtown, the program has grown into a nationally recognized rotating
sculpture exhibit featuring over 100 works of art. Each year, new sculptures are selected by a curator and installed throughout
downtown, creating an ever-changing outdoor gallery that draws residents and visitors alike.
OWNER: CITY OF PEARLAND
2.5
Acres
2.5
Acres
2.5
Acres
Photo Source: Annette Coleman, Artist
Photo Source: visitgrandjunction.com
Photo Source: visitgrandjunction.com
Photo Source: downtowngj.org
Photo Source: www.uncovercolorado.com
Managed by Downtown Grand Junction in partnership with
the City’s Commission on Arts & Culture, AOTC also aligns
with the City’s one percent for Art policy, which allocates
a portion of public construction budgets to permanent art
installations. The combination of rotating and permanent
art enhances civic spaces, supports artists, and reinforces
downtown as a vibrant cultural destination. The program’s
success illustrates how public art, when embedded into local
policy and embraced by the community, can drive economic
vitality, boost tourism, and cultivate lasting civic pride.
Unlocking the potential of underutilized parcels is a key strategy for
catalyzing reinvestment and reinforcing the vibrancy of Old Town.
Scattered vacant lots, aging commercial sites, and oversized parking
areas represent valuable opportunities to introduce new housing,
retail, and mixed-use development that aligns with the community’s
vision. A proactive approach to identifying and cataloguing these
properties based on ownership, infrastructure readiness, and
proximity to key destinations can help prioritize redevelopment
efforts and guide strategic decision-making.
To bring these opportunities to life, the City should pursue
targeted public-private partnerships (P3s) that combine public-
sector leadership with private-sector innovation and capital. These
collaborations can help overcome common redevelopment barriers
such as fragmented ownership, environmental remediation, or
infrastructure gaps. By offering incentives, facilitating land assembly,
or investing in site improvements, the City can reduce risk and attract
quality development partners. Coupled with a focus on context-
sensitive infill development, this strategy supports a more compact,
walkable, and resilient Old Town, revitalizing key blocks while
preserving the character and scale of surrounding neighborhoods.
1 8 7
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Incentivize real estate investment in Old Town by creating a targeted
capital assistance program that reduces financial barriers for
redevelopment and infill, making Old Town a more feasible and attractive
destination for vertical, mixed-use, and adaptive reuse development.
LEAD IMPLEMENTER:City of Pearland; PEDC
OTHER GROUPS:Local Banks; Philanthropic Organizations; Private Developers
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:City General Fund; Chapter 380 Agreements; PEDC; Revolving Loan Fund; TIRZ; PID/MMD
CHAPTER 380 AGREEMENTS
The most flexible pathway for the City to provide both
categories of assistance to private developers, investors and
property owners is through Chapter 380 agreements. The
State of Texas allows these agreements to take the forms of
grants and loans using public funds. The City could offer a
grant to a developer, either up front or upon the satisfaction
of meeting a set of performance standards, to help offset the
initial costs expended for development and construction on a
property in Old Town that supports the intent of the Plan. The
municipality could also offer below-market-rate loans that help
create the developer’s capital stack – this could be essential if
the developer is unable to obtain private sector financing that
is sufficient - and lower financing costs (periodic debt service
payments).
Lowering investment risk offers the City other avenues for
category (1) types of assistance, particularly regarding the
developer’s ability to attract debt investors. The City could
offer loan guarantees to such lenders in a qualifying project.
This might be particularly useful for projects which represent a
substantial departure in concept from the types of development
that exist in Old Town today.
The City can also help lower investment risk for income-
producing properties (leased commercial space, rental housing
units). For example, new office space in Old Town would have
limited market proof of concept, which would discourage
lenders from either offering capital all or offering it at an
affordable interest rate. The City could guarantee a minimum
level of leased area for a limited period (likely not more than
two or three years), making lease top-off payments to reach
a reasonable market-based level of revenue. This approach
obviously also helps in a category (2) fashion in that it stabilizes
the operating revenue for projects which might experience slow
lease-up.
Another form of up-front (category 1) assistance would be for the
City to reduce or eliminate permitting fees. The City could also
agree to fast-track or prioritize permitting review for qualified
Old Town projects; such non-financial assistance can provide a
financial boost to developers who are using debt financing for
some up-front costs and incur greater financing costs when the
permitting and review process timeline stretches out.
The City could also use a Chapter 380 agreement to rebate
taxes generated by new real property investment, which is a
category (2) type of assistance. Generally, such agreements
address either or both property and sales taxes. They are
“performance-based” incentives in that the incremental tax
generation of the property only occurs if the developer executes
the project in the intended manner.
EDC DEVELOPMENT / PERFORMANCE
AGREEMENTS
The PEDC, a State of Texas 4B Corporation funded through a
half-cent sales tax in the City (separate from the City’s own sales
tax of one cent), has many of the same capacities to assist real
estate capital investment as does the City. An additional feature
41
1
2
3
Offer reduced permit fees and expedited
review for qualified projects to decrease
financing costs.
Local banks, nonprofits, and other groups may
collaborate to provide gap financing or loan
guarantees to mitigate risk for developers.
Promote tax rebate opportunities for
eligible developments under Chapter 380.
Launch a performance-based Chapter 380
incentive program to reduce up-front
capital costs and support operations.
4
Since infill with, redevelopment of, and reinvestment in vertical
private structures is part of fulfilling the vision for Old Town,
the community should consider methods to increase the odds
that developers and property owners will find it equally or more
financially attractive to apply capital for this purpose in Old Town
relative to other locations.
This approach implies financial assistance in two possible ways:
1. During the capital expenditure process; and
2. During the operations phase of the investment.
In general, forms of assistance in category (1) either lower up
front capital costs or aid in assembling required capital, and
category (2) assistance helps the annual income statement for
the property. There can be some overlap between the two,
particularly when debt financing assistance is involved. Some
individual incentive / assistance tools available to the Pearland
community can themselves assist with either category.
Mueller Neighborhood
AUSTIN, TEXAS
Once the site of Austin’s former municipal airport, the Mueller neighborhood has been transformed into a nationally
recognized model for infill development that prioritizes walkability, mixed uses, and housing diversity. The redevelopment
incorporated a wide range of housing types—from rowhomes and apartments to ADUs and senior living—designed around
compact blocks, connected parks, and neighborhood-serving retail.
Although larger in scale than Old Town
Pearland, Mueller’s success lies in its block-by-
block integration of housing, parks, and local
businesses. Importantly, 25 percent of all homes
are set aside for affordable housing, providing
a model for income diversity in a mixed-use
setting. Public-private partnerships and a form-
based code helped streamline development and
maintain high-quality urban design.
Mueller demonstrates how a former single-use
site can evolve into a vibrant, 24/7 neighborhood
by focusing on place-based housing solutions,
pedestrian infrastructure, and a variety of
living options that reflect the needs of a broad
community. This offers a valuable reference point
for growing Old Town’s residential base while
creating an active and livable environment.Photo Source: Austin Business Journal
of the EDC funds, that has fewer legal obstacles than for the
City, is the purchase and conveyance of development sites.
The City is subject to requirements in State of Texas law that
can make using below-market conveyance prices for specific
private development projects awkward (perhaps mitigated using
a strictly worded RFP process). EDCs funded by 4B sales tax
such as Pearland’s can purchase and convey land to developers
for the purposes of primary job creation, quality of life projects,
affordable housing, and other uses.
EDCs also have the ability to support strategic growth
through funding for public infrastructure improvements. These
agreements allow EDCs to partner with private developers by
offsetting costs for items such as utilities, roadway upgrades, and
site preparation.
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Activate residential and business occupancy in Old Town by
deploying targeted tools to attract new residents, incentivize local
entrepreneurship, and support existing businesses in alignment with
Old Town’s emerging identity.
LEAD IMPLEMENTER:City of Pearland; PEDC
OTHER GROUPS:Small Business Association; Chamber of Commerce; Philanthropic Organizations
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:General Fund; PEDC; Revolving Loan Fund; CDBG; TIRZ
Another aspect of realizing the vision for Old Town will be not only to develop and redevelop real properties, but also to
generate occupancy with residents and desired types of businesses. The City and PEDC can take actions to increase their
chances at success in this regard.
BUSINESSES
The City and PEDC should consider creating a system of business attraction and retention for businesses that fit the vision
for Old Town. This could be any of the following elements:
• Locate a business incubator, like the Pearland Innovation Hub, in a new or (less likely) renovated Old Town
building;
• Create a revolving loan fund (see previous description) to assist businesses with startup expenses and build-out
of their space; this may be particularly useful for dining establishments (kitchen build-out, venting, and grease
traps are expensive);
• Promote management and technical advisory services provided by the Pearland Innovation Hub to existing and
prospective Old Town businesses;
• Offer a program of limited-period rental assistance for young or startup businesses;
• Create a program of pop-up or temporary occupancy in vacant spaces to allow them to gain exposure to the
market, particularly if timed with periodic events; and
• Partner with a nonprofit organization or other interested group to implement a marketing program that
promotes Old Town businesses at a low or no-cost rate to those businesses.
42
1 2 3 4
Provide down-
payment assistance
or soft-second
mortgages for
income-qualified
homebuyers.
Create a grant program
for build-outs and
restaurant infrastructure
(e.g., grease traps,
venting).
Develop a business
incubator or pop-
up retail initiative in
vacant storefronts.
Implement a rental
subsidy program to
support startups.
Launch a coordinated
Old Town marketing
platform to elevate
district identity and
drive foot traffic.
5
Downtown Tucson Partnership
TUCSON, ARIZONA
Downtown Tucson faced a period of disinvestment, characterized by vacant storefronts and limited pedestrian activity.
To reverse this trend, the Downtown Tucson Partnership (DTP), a nonprofit business improvement district, launched a
series of strategic initiatives aimed at fostering small business growth and activating ground-floor spaces. One of the
most impactful programs was their pop-up shop initiative, which allowed entrepreneurs, artists, and local startups to
occupy vacant retail spaces on a temporary, low-cost basis.
By providing rent subsidies, streamlined permitting, and basic build-out assistance, the DTP helped reduce the barriers
to entry for small business owners. These short-term activations were timed with downtown events and pedestrian
surges, increasing visibility and foot traffic for participants. In many cases, pop-ups transitioned into permanent leases as
businesses gained traction and built customer bases.
The success of this initiative not only reduced vacancy rates but also redefined public perception of the district, from a
dormant area to an emerging local destination. Coupled with robust marketing support and streetscape enhancements,
the program helped generate sustainable retail clusters and a vibrant mix of uses that now fuel Tucson’s revitalized
downtown economy.
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Program and promote Old Town’s parks, plazas, and public spaces
to serve as economic development tools by fostering community
engagement, cultural vibrancy, and consistent activity that attracts
residents and visitors.
LEAD IMPLEMENTER:City of Pearland Parks & Recreation Department
OTHER GROUPS:Visit Pearland; Philanthropic Organizations; Chamber of Commerce
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:Philanthropic Organizations; PID/MMD; TIRZ
The public spaces envisioned in this Plan should be
considered as economic development measures. Well-
designed and operated public spaces can have significant
impacts to attract private investment and occupancy in
nearby properties.
PROGRAMMING SPACES FOR IMPACT
Parks, plazas, and public spaces can have positive effects
that generate interest from potential residents and
businesses; their design and orientation should reflect this.
• Parks that help substitute for private yard spaces
will help attract nearby residents. Walking paths,
dog parks, passive lawn / softscape, and shaded
quiet benches support this strategy. A feeling
of security is an absolute must for this to be
achieved.
• Parks and public spaces with more unique or
participatory features, or less frequent large-
scale events, may attract visitors from outside
the neighborhood to make one-time visits as
“tourists.” Nearby businesses can benefit from
their spending.
• Public spaces featuring regular social
programming, such as concerts, markets, or
fairs, help enlarge the market area for patronage
from the neighborhood to citywide. This type of
programming has the greatest opportunity to
provide a ongoing customer base for retail and
dining businesses. Different types of businesses
can benefit from different regular programming;
for example, evening concerts can have positive
effects on wine bars and beer gardens. To
maximize the positive economic impact, the
programming should be frequent – at a minimum
monthly, preferably weekly or even daily (such as
fitness / dance / yoga classes).
PHILANTHROPY / NONPROFITS / CONSERVANCY /
CIVIC ORGANIZATIONS
Philanthropic and nonprofit organizations offer partnering
opportunities for public space programming and even capital
projects funds. Programming public spaces is a labor-intensive
effort, so having third-party organizations assist in providing
content can be a blessing. A Pearland-based civic or cultural
organization, or a nonprofit conservancy dedicated to public
spaces, might be able to get funding through membership and
fundraising drives plus grants from foundations that support
community cultural programming.
43
Discovery Green
HOUSTON, TEXAS
Located in the heart of downtown Houston, Discovery
Green is a 12-acre urban park that transformed a previously
underutilized parking lot into a nationally recognized public
space and cultural hub. Through a strong public-private
partnership involving the City of Houston and the Discovery
Green Conservancy, the park was designed not just as
green space, but as an engine for downtown revitalization
and economic development.
What sets Discovery Green apart is its robust year-round
programming. The park hosts over 600 events annually,
including fitness classes, concerts, movie nights, art
installations, and seasonal markets, all of which are free
or low-cost to the public. This consistent activation has
attracted millions of visitors each year, supporting adjacent
businesses and encouraging private investment in the
surrounding blocks.
Notably, the presence of Discovery Green catalyzed over $1
billion in nearby real estate development, including hotels,
residential towers, and restaurants. Its success demonstrates
how well-programmed public spaces can serve as powerful
economic drivers, enhancing quality of life and positioning
downtown areas as dynamic, inclusive destinations.
Ensure the long-term success and appeal of Old Town through the
creation of a dedicated management entity responsible for maintaining
safe, clean, and vibrant public spaces and streetscapes.
LEAD IMPLEMENTER:City of Pearland; Old Town property owners
OTHER GROUPS:PEDC; City Manager’s Office; City of Pearland Parks & Recreation Department
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:TIRZ; BID; HOT Tax; City General Fund
Old Town will ultimately realize sustainable success in its vision
if its public environment is perceived as well-managed, safe,
and clean. The capital projects envisioned in this plan will
require ongoing attention that has not likely occurred in Old
Town previously. Key actions an operations and maintenance
program will likely need to address (and fund) include:
1. Providing adequate levels of public safety, traffic
management, graffiti control, and night lighting.
2. Regular maintenance of streetscape elements,
landscaping features (including irrigation and
seasonal trimming/planting), and neighborhood
physical infrastructure such as signage and waste
receptacles.
3. Communication between applicable agencies and
Old Town property owners, businesses, and residents
regarding projects and programming.
4. Marketing/promotion of Old Town to developers,
potential businesses, potential residents, and visitors.
These efforts will require fiscal and organizational capacity
and commitment, and they could possibly require a dedicated
personnel position.
PUBLIC IMPROVEMENT DISTRICT (PID) /
MUNICIPAL MANAGEMENT DISTRICT (MMD)
Public Improvement Districts (PIDs) and Municipal Management
Districts (MMDs) are similar special districts authorized by State
of Texas law to provide extra services and projects above and
beyond what local government is willing or able to provide for
the properties within the district. Municipalities like the City
of Pearland create PIDs; the State of Texas creates MMDs.
These districts receive funds through assessments levied on
properties within their boundaries. MMDs in particular only levy
assessments on non-homestead properties (commercial and
rental residential uses).
In terms of assisting real estate capital investment, PIDs and
MMDs often have limited financial capacity to make meaningful
contributions; their roles may be more effective in managing
the public environment. Nevertheless, in some cases, these
districts can issue debt substantial enough to fund more
substantial public improvements; the assessments pay the debt
service.
It should be noted that creating either type of district over Old
Town may be challenging politically. Because the assessments
are in addition to a property owner’s existing tax burden,
they raise such expenses. Property owners would need to be
convinced that the benefits of the projects are worthwhile.
PROPERTY OWNERS ASSOCIATION / CIVIC GROUPS
A private, nonprofit organization with funding from dues-paying
members, plus other fundraising activities and contributions
from public agencies, could also handle these responsibilities
if it successfully attracts enough members. A property owners
association (POA) dedicated to Old Town would likely be
geographically limited to Old Town properties and businesses.
Other types of civic groups, such as Chambers of Commerce,
that have a wider geographic reach have sometimes been known
to take on these functions when the success of a downtown area
is perceived to have community-wide benefits.
OTHER PUBLIC AGENCIES
Some municipalities and EDCs have chosen to be the lead
agencies for operations and management of downtowns
or similar districts. This would require buy-in and ongoing
commitment of their governing bodies, which must weigh the
fiscal resources required against other community needs.
44
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Leverage public-private partnerships (P3s) to facilitate catalytic mixed-
use development by aligning public infrastructure investment with private
redevelopment initiatives on underutilized parcels.
LEAD IMPLEMENTER:PEDC; City of Pearland
OTHER GROUPS:Chamber of Commerce; Private Developers; City of Pearland Engineering & Public Works
TIMELINE:Short-Term (1 - 2 Years) to Medium-Term (3 - 5 Years)
FUNDING SOURCES:Chapter 380 Agreements; CIP; PEDC; Bond Programs; TIRZ
1 2 3 4
Leverage public investments
such as acquiring, clearing,
and developing sites or offer
subsidies and tax incentives
that attract private investment.
Identify and bundle publicly
owned or underutilized parcels
for redevelopment.
Issue RFPs with
clear affordability,
design, and land
use criteria.
Provide public
infrastructure
upgrades
as part of
development
agreements.
Offer below-
market land
conveyance
in exchange
for community
benefits.
Integrate
sustainability
and workforce
development
components into
project scopes.
5 Photo Source: Matt Bukema
45 The Pearl District
SAN ANTONIO, TEXAS
The Pearl District is a model of successful
urban revitalization referenced in the PEDC
Retail Analysis completed in 2021. The
project was driven by a strategic public-
private partnership between the City of San
Antonio and Silver Ventures, the private
investment group that purchased the historic
Pearl Brewery site. Recognized by the
American Planning Association in 2017 as a
Great Neighborhood, the district combines
historic preservation with contemporary
development, integrating housing, local
businesses, restaurants, education, and
public space. Key to the transformation was
the use of Tax Increment Reinvestment Zones
(TIRZ) and historic tax credits, which helped
Downtown Fort Worth Inc.
FORT WORTH, TEXAS
Downtown Fort Worth Inc. (DFWI) is a nationally recognized example of how a Public Improvement District (PID)
can sustain the vitality and appeal of a downtown core. Established in the early 1980s, DFWI operates a PID that
funds enhanced services such as daily sidewalk cleaning, graffiti removal, landscaping, security patrols, and district-
wide marketing.
fund infrastructure improvements and adaptive reuse of historic buildings.
The City invested in surrounding streetscapes and drainage, while Silver Ventures led the redevelopment of core
buildings, including the Bottling Department Food Hall and Hotel Emma. Attracting over 30,000 visitors weekly,
the Pearl has become an economic engine and cultural hub, demonstrating how coordinated planning and creative
financing can reshape a neighborhood.
Photo Source: DFWI.org
Through consistent, high-quality
maintenance and proactive placemaking
efforts, DFWI has created a safe, clean,
and welcoming environment that supports
tourism, office tenants, and a growing
residential population. Their marketing
initiatives ranging from seasonal banners to
coordinated events have helped reinforce
Downtown Fort Worth’s identity as a premier
destination for business and entertainment.
This model demonstrates the long-term
value of a well-funded management entity,
and how stable, locally administered
assessments can directly contribute to
downtown reinvestment and quality of life.
DFWI’s work continues to inspire cities across
the country exploring enhanced operations
through special districts.
Public-private partnerships offer a strategic framework for
transforming underutilized parcels into vibrant, mixed-use
destinations that enhance Old Town’s long-term economic and
social vitality. These partnerships are most effective when public
infrastructure investments, such as streetscape enhancements,
utility upgrades, stormwater improvements, and transit access,
are coordinated with private redevelopment initiatives. When
aligned, these efforts can significantly de-risk development,
accelerate project timelines, and create the kind of walkable,
amenity-rich environments that attract residents, businesses, and
visitors alike.
Old Town’s scattered vacant lots, aging buildings, and oversized
surface parking lots present prime opportunities for infill
development that blends residential, commercial, and civic uses.
Through P3s, the City can take a leadership role in assembling
land, providing gap financing, or delivering critical infrastructure
improvements that catalyze private development. These
partnerships are not one-size-fits-all, they should be tailored
to the unique needs and assets of each site and grounded in a
shared vision for the district. In return, private developers can
deliver high-quality projects that align with community goals,
contribute to the public realm, and expand the local tax base.
To ensure success, the City should establish a clear and
transparent framework for engaging with development partners,
including criteria for site selection, performance expectations,
and public benefit requirements. Examples may include
incorporating affordable housing, providing publicly accessible
open space, or delivering street-level activation along key
corridors. By proactively leveraging P3s as both a financing and
delivery mechanism, Old Town can demonstrate how thoughtful
collaboration between the public and private sectors can
produce transformative outcomes, elevate design quality, and
create inclusive places where people want to live, work, and
gather.
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Support reinvestment in Old Town’s adjacent neighborhoods by offering
targeted financial incentives for housing rehabilitation, façade improvements,
and critical home repairs to preserve existing neighborhood fabric.
LEAD IMPLEMENTER:City of Pearland; PEDC
OTHER GROUPS:Local Nonprofits; Financial Institutions
TIMELINE:Immediate (Now - 6 Months) to Short-Term (1 - 2 Years) and Ongoing
FUNDING SOURCES:CDBG, HOME Funds, Local Grants; TIRZ; PID
47
Neighborhood Empowerment Zones (NEZs) are designated areas within a city where special incentives and tools are used to
encourage revitalization, economic development, and housing investment, especially in historically underserved or disinvested
neighborhoods. The State of Texas allows municipalities to create Neighborhood Empowerment Zones (NEZs) over areas within their
jurisdiction to be able to offer certain development incentives that fall into both categories of assistance. These include:
• Reducing or waiving fees for permitting, review, and inspection-related construction projects in the NEZ;
• Refunding sales taxes to businesses within the NEZ;
• Offering property tax abatements on NEZ properties; and
• Enact design / performance standards for features such as energy efficiency (perhaps not fairly characterized as an incentive).
The goal of NEZs is to foster equitable growth by stimulating private investment while ensuring that long-time residents benefit from
neighborhood improvements. Creating targeted support for reinvestment, NEZs help communities shape their own future, preserve
cultural identity, and build local wealth from within.
ReNew SA
SAN ANTONIO, TEXAS
ReNew SA is a targeted neighborhood revitalization
initiative launched by the City of San Antonio to address
disinvestment and declining housing conditions in
inner-city neighborhoods. The program combined
housing preservation, façade improvement grants, and
infrastructure upgrades to improve aesthetics, safety,
and long-term livability.
Focusing on owner-occupied homes and small rental
properties, ReNew SA helped stabilize aging housing
stock while supporting low- to moderate-income
residents. Grants for exterior repairs, like new roofs,
paint, windows, and porches, were paired with outreach
and financial counseling to ensure long-term success.
The program enhanced the visual character of
neighborhoods and contributed to increased property
values and strengthened pride among residents. ReNew
SA demonstrates how modest, well-targeted public
investment can catalyze private reinvestment and rebuild
confidence in historically overlooked communities.
Prioritize the design, financing, and construction of public parks, trail
connections, a festival street (Grand Boulevard), pedestrian circulation, and
related third space amenities to catalyze development and redevelopment.
LEAD IMPLEMENTER:City of Pearland Engineering & Public Works; PEDC
OTHER GROUPS:Visit Pearland; Property Owners; City of Pearland Parks & Recreation Department
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:CIP; Bond Programs; TIRZ; PEDC
1 2 3
Convert alleys,
setbacks, and medians
into flexible public
gathering zones in
nonresidential zones.
Install street
furniture, parklets,
lighting, and shade
structures along key
corridors.
Offer matching
grants to
businesses for
outdoor dining or
shared amenities.
46
Create design
guidelines for
activating frontage
zones and parking
edges.
Program these
spaces with small-
scale events, art,
and markets.
4 5
ENHANCING ROUTES WITH CREATIVE
CROSSWALKS AND PAVEMENT DESIGN
The recently updated Manual on Uniform Traffic
Control Devices (MUTCD) now includes provisions
for painted crosswalks and decorative pavement
treatments, recognizing their role in enhancing
pedestrian visibility, calming traffic, and creating more
vibrant, people-oriented streetscapes. This marks
a significant shift in federal guidance, aligning with
best practices that have been championed by local
governments and urban designers for years.
National organizations such as the National Association
of City Transportation Officials (NACTO) and the
Institute of Transportation Engineers (ITE) were
instrumental in supporting these changes, citing
strong evidence that artistic crosswalks and corridor
enhancements improve safety outcomes and increase
community engagement.
To support implementation, communities can draw
from resources such as Bloomberg Associates’ Asphalt
Art Guide and the Asphalt Art Safety Study, which
provide practical tools, design strategies, and case
studies for successfully integrating art into street
design. Old Town can use these standards to reimagine
its corridors not just as conduits for movement, but
as active, memorable public spaces that reflect the
community’s identity and invite people to linger,
explore, and connect.
Provide small-scale matching grants or forgivable loans
to homeowners for interior and exterior rehabilitation
projects that address health, safety, and livability
concerns, with priority given to long-term and low-to-
moderate income residents.
Offer grants or low-interest loans to property owners for
exterior improvements such as painting, porch restoration,
fencing, windows, and landscaping—enhancing curb
appeal and reinforcing neighborhood pride.
Partner with local nonprofits and contractors to assist
qualifying residents with urgent repairs, such as HVAC
replacements, roof repairs, plumbing, or structural issues,
to help stabilize aging homes and prevent displacement.
Designate specific blocks or corridors for concentrated
investment where residents can access bundled
incentives, expedited permitting, and technical assistance
to encourage coordinated reinvestment and visible
transformation.
Assemble a network of volunteer architects, planners,
and building professionals to offer free or low-cost
design consultations and rehab guidance to homeowners
participating in incentive programs, ensuring projects
align with neighborhood character.
1
2
3
4
5
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Support job creation and entrepreneurship in Old Town by
launching tiered employment incentives and micro-grants tailored
to small businesses, makers, and independent retailers that align
with Plan goals.
LEAD IMPLEMENTER:PEDC
OTHER GROUPS:Chamber of Commerce; Visit Pearland (with a cultural tourism/creative economy component)
TIMELINE:Short-Term (1 - 2 Years)
FUNDING SOURCES:PEDC; Workforce Development Grants; TIRZ
48
A thriving Old Town requires more than physical revitalization;
it must also cultivate a diverse and sustainable local economy.
To achieve this, Pearland can expand its focus on employment-
based incentives that support entrepreneurship, small business
growth, and workforce inclusion. By linking job creation to place-
based investment, the City and Pearland EDC can ensure that
revitalization efforts generate tangible economic benefits for the
local community.
A tiered employment grant program can reward businesses
based not only on the number of jobs created, but also on the
quality of those jobs—such as full-time positions, higher wages,
or benefits offerings. Additional incentives can be layered for
businesses that demonstrate cultural alignment with Old Town’s
character or commit to hiring local residents, particularly from
historically under-represented communities.
To reduce startup costs and foster innovation, Pearland can
subsidize coworking spaces, commercial kitchens, and maker
labs, shared environments that allow small businesses to
grow flexibly without significant overhead. These spaces are
particularly beneficial for freelancers, artists, food entrepreneurs,
and creative industries, and they help animate underutilized
storefronts.
Workforce development must also play a central role. Partnering
with community colleges, trade schools, and business incubators
to offer training, technical assistance, and coaching cohorts
ensures that entrepreneurs have access to tools and mentorship
necessary for long-term success. Additionally, a micro-grant
program targeted at minority- and women-owned startups can
help close access gaps and empower local talent to invest in
their own neighborhoods.
1 2 3
Create a tiered
grant program
for businesses
based on job
creation and
community fit.
Support
co-working and
shared kitchen or
maker spaces to
reduce overhead.
Provide
relocation
incentives for
businesses
moving into
Old Town.
Launch business
coaching cohorts
or mentorship
programs for
entrepreneurs.
Partner with
workforce
agencies to
connect local hires
to new businesses.
4 5
Create a micro-
grant program
for minority- or
women-owned
start-ups.
6
Shared Prosperity Kalamazoo
KALAMAZOO, MICHIGAN
Shared Prosperity Kalamazoo (SPK) is a city-
led initiative focused on reducing poverty and
expanding economic opportunity through
a place-based, equity-centered approach.
Recognizing that economic development alone
doesn’t guarantee equitable outcomes, the City
of Kalamazoo aligned its incentives, workforce
strategies, and local investments to ensure that
job creation directly benefits under-represented
neighborhoods and residents.
SPK partners with employers, education
institutions, and neighborhood organizations
to connect residents with job training, small
business support, and employment pathways,
particularly in areas facing systemic barriers
to economic mobility. These efforts are
closely tied to community development,
ensuring that economic gains are matched by
improvements in housing, transportation, and
local infrastructure. The initiative demonstrates
how cities can integrate equity into economic
development efforts, making revitalization
efforts more inclusive and resilient.
Establish a TIRZ in Old Town to capture and reinvest incremental
tax revenues into infrastructure, streetscape improvements, and
public amenities that support long-term revitalization efforts.
LEAD IMPLEMENTER:City of Pearland
OTHER GROUPS:PEDC; Local Finance Experts
TIMELINE:Medium-Term (3 - 5 Years)
FUNDING SOURCES:City Budget; PEDC
49
1 2 3
Conduct a
feasibility study
and define TIRZ
boundaries and
project plan.
Identify priority
public projects
eligible for
reimbursement
(e.g., streetscape,
stormwater).
Use TIRZ
revenues to
offset capital
costs for private
projects with
public benefit.
Align TIRZ
investments
with community
engagement
outcomes and
vision priorities.
Publicly
track TIRZ
performance and
ROI to ensure
transparency and
accountability.
4 5
The City of Pearland could also choose to create a Tax Increment Reinvestment Zone (TIRZ) over Old Town. This would allow the City
to retain the increment of taxes generated from new development and value appreciation in Old Town within the area, rather than
losing it to the City’s General Fund. The TIRZ funds can then focus their usage on public improvements to enhance infrastructure,
provide public amenities, and generally make the area more attractive to the real estate and visitor markets. In some cases, this can
also help make development more financially feasible for developers. TIRZ funds typically focus on capital projects or reimbursing
developers for capital expenditures on public infrastructure and facilities. The use of TIRZ funds for purely private expenditures is
legally limited; however, environmental remediation (including asbestos remediation) and the demolition of unsafe structures are
eligible uses. An Old Town TIRZ could be created based on either incremental property tax or sales tax generation, but not both.
Pearland cannot establish a new TIRZ until 2029 because its existing Tax Increment Reinvestment Zone (Shadow Creek Ranch TIRZ
No. 2), created in 1998, is still active and earmarked to terminate in 2029 . Texas law limits the number of overlapping TIRZes and,
per city policy, the city can only manage one active TIRZ at a time. Once the current zone sunsets and its obligations are fully met,
Pearland will be strategically positioned to initiate another TIRZ (2029).
The vision for Old Town is not focused on becoming a
high-density area with much multi-story development. Also,
many of the development/redevelopment opportunities
are scattered sites, so there would not likely be large leaps
in assessed value over short periods. Additionally, some
development may include small-lot single-family homes for
sale; state law exempts the first $100,000 of the assessed
value of such homes from taxation. Thus, in terms of
property tax increment within an Old Town TIRZ, it would
not be reasonable to assume a large amount of revenue
that could fund the largest-scale public improvement
projects. This would also probably be true of a sales tax
TIRZ. It makes more sense to view a TIRZ as a supplemental
funding source that helps developers of individual
properties make improvements such as their fronting
streetscape or public parking facilities; the TIRZ could
reimburse them for these capital expenditures over time.
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LEAD IMPLEMENTER:City of Pearland Planning Department; PEDC
OTHER GROUPS:
City of Pearland Engineering & Public Works; Parks & Recreation Department; Communications
Department; Chamber of Commerce; Local Artists; Private Developers; Property Owners;
Community Organizations
TIMELINE:Immediate (Now - 6 Months) and Ongoing
FUNDING SOURCES:CIP; PEDC; General Fund; Tax Increment Reinvestment Zone (TIRZ); CDBG; Arts & Culture Grants;
Private Developers
Prioritize opportunity sites capable of delivering dramatic short-term
beneficial change. 50
Revitalization does not begin and end with large-scale, long-
term projects, it begins the moment the community sees
change happening in real time. That is why short-term, high-
impact opportunity sites must be at the forefront of Old
Town’s implementation strategy. These sites have the power
to demonstrate the City’s commitment to action, shift public
perception, and build momentum for larger investments to
come. Throughout the planning process, community voices have
emphasized the importance of seeing progress on the ground.
They want visible change, not years down the line, but now.
Targeting a handful of high-impact opportunity sites, the
City can accelerate Old Town’s transformation and lay the
groundwork for the five Big Ideas. These sites often occupy key
corners, gateways, or civic nodes, and their revitalization sends
a clear signal: Old Town is worth investing in again. Whether it is
an upgraded plaza, a façade restoration, a temporary park, or a
public art installation, even small-scale interventions can create
outsized impacts when delivered with intention and supported
by the community.
However, activating opportunity sites is not just about
construction, it is about storytelling, community ownership, and
public trust. When people see before-and-after transformations,
hear the stories of business owners who’ve benefited, or gather
for an event in a newly upgraded space, they begin to see Old
Town not as it was, but as it can be. That momentum matters.
Implementation must be nimble, cross-disciplinary, and action-
oriented. It requires a coordinated effort from city departments,
economic development partners, local organizations, and
residents. Early wins on opportunity sites not only provide
immediate benefits but also lay the foundation for implementing
the larger, longer-term projects identified in the revitalization
framework.
Focus public investment on high-visibility upgrades,
sidewalk repairs, lighting, signage, street furniture,
or building façades, on the priority sites to quickly
communicate progress and enhance daily life in Old
Town.
Develop interim activation plans for priority sites.
Launch temporary uses such as food truck zones, pop-
up parks, public art installations, or community markets
that bring life and activity to underused spaces while
permanent redevelopment is in process.
Support adjacent small businesses through targeted
incentives. Provide microgrants, permitting assistance,
or façade improvement funding to small businesses
located near the priority sites to amplify the catalytic
effect and promote local economic growth.
Attract private partners and align public investments.
Market public investment packages on priority
sites to developers, institutions, and entrepreneurs.
Bundle incentives to attract interest in adjacent infill
development and long-term partnerships.
Launch a storytelling campaign to build public support.
Share progress with the community through signage,
social media, videos, and events. Celebrate success
stories and document transformation to build trust,
momentum, and long-term engagement.
1
2
3
4
5
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There are many opportunities that exist for the
revitalization of Old Town. Throughout Old Town,
building momentum and seeing change is critical to
future success. Some opportunities are small or are
focused on incremental change, and revitalization is a
long-term process. Some are big and affect significant
change. In addition to the other opportunities described
in the Plan, there are five Big Ideas that are significant
in scope, scale, and/or community impact. THe five Big
Ideas contain a number of projects and initiatives, several
of which are considered Catalyst Projects. Catalyst
Projects are projects that would require significant
planning, investment, and/or community and political
will to achieve, but would have a transformational effect
in the district and would encourage additional private
investment because of their completion.
A current example in the district of a catalyst project is
the Sullivan Brothers redevelopment, which includes
significant infrastructure improvements and brings 52
new single family housing units to Old Town. These
units and the development pattern is compatible with
the scale, character, and materials of the district and
its neighborhoods, and it will bring with it additional
demand for local shopping, dining, and service needs of
the new residents.
When evaluating the Big Ideas, it is important to look at
the opportunities and benefits of each.
DEPOT DISTRICT THE GRAND LINK
SOUTH JUNCTION SENDER’S SQUARE
BROADWAY STREET REALIGNMENT
• What are the new business and
economic opportunities that
would come from the idea?
• How does it address identified
community needs or desires?
• What are the community character
and quality of life benefits?
While the costs associated with
each concept are also important,
transformational change cannot simply be
based on straight-line cost/benefit fiscal
analysis, but rather on its ability to create
catalytic change in the community.
2 0 1 2 0 2
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PROPOSED DEVELOPMENT PROGRAM
• Flex-Tech Business Park: The proposed
22,700-square-foot flex-tech space on the
north end will offer modern, adaptable space
that can flexibly accommodate a variety of uses
like offices, studios, and galleries
• Co-Working Offices & Business Incubator:
Flexible office and co-working space designed
for economic development, business
incubation, and community engagement, with
space for multiple tenants (~4,000 square feet
per user)
• Welcome Center & Event Space: This
13,600-square-foot versatile hub hosts an
event space, the Pearland Welcome Center,
a performance plaza, meeting rooms, an arts
center, and a gallery space and serves as a
dedicated business networking, economic
development, and community engagement
space
• Performance Lawn: An open green space
designed for concerts, festivals, and other
public performances. The flexible community
lawn and sunken performance space create an
amphitheater-like bowl for public events and
gatherings
• Train Depot: A relocated and refurbished
Pearland Train Depot, or replica of it, serving
as a cultural landmark and visitor attraction
• Pedestrian Overpass (Jasmine Street): A new
pedestrian bridge at Jasmine Street, improving
connectivity across the BNSF railroad tracks to
existing Old Town neighborhoods
• Controlled BNSF Rail Access: Measures to
enhance safety and regulate crossings over the
railway
• Eat-ertainment Venue/Brewery: A destination
combining dining, brewery experiences,
passive games, and entertainment
• Boardwalk Restaurants: Multi-tenant
restaurants with outdoor dining, overlooking
park spaces for a scenic and vibrant dining
experience
BIG IDEA 1: THE DEPOT DISTRICT
Where Legacy Meets Livability
The Depot District reimagines a pivotal piece of Pearland’s past into
a thriving, people-first destination, where legacy meets innovation
and daily life intersects with culture, creativity, and commerce.
Centered between FM 518/Broadway and Orange Street, from
SH 35/Main Street to the railroad tracks, this multi-phase vision
transforms a utilitarian corridor into a vibrant, inclusive district where
people come to gather, connect, live, and grow.
At the heart of this transformation is a generous, flexible green
space that doubles as vital stormwater infrastructure and the study
area’s primary civic space. This multi-purpose commons will host
everyday recreation and large-scale events alike concerts, markets,
festivals, and family outings framed by mixed-use buildings, trails,
and restaurants that bring life to the edges. The development orients
inward around this shared green, prioritizing pedestrian comfort,
connectivity, and public experience over auto-centric design.
Generous sidewalks, shaded walkways, decorative crosswalks,
lighting, and boardwalk dining zones foster a human-scaled
environment that is accessible and welcoming.
A key move in this transformation is the relocation and restoration (or
replication) of Pearland’s historic train depot, once a symbol of the
city’s early growth and now repositioned as a proud civic landmark.
The depot will be carefully moved into the center of the district and
utilized as an interpretive venue, café, or visitor stop, telling the story
of Pearland’s rail-era roots while anchoring the new destination with
authenticity and place. Situated along the new greenbelt trail and
adjacent to gathering spaces, it will become a magnet for exploration
and photo-ops.
Complementing this historic asset is the new Welcome Center
and Event Space, a flexible, civic-driven hub that can house city
departments and corporations, tourism and marketing organizations,
office-flex spaces for local businesses, and versatile rooms for events,
exhibits, and community functions. This modern public space will
open directly onto a sunken performance lawn and public plaza,
creating an indoor-outdoor environment for gatherings of all scales.
Designed with transparency and community-first architecture, this
center acts as Old Town’s new front door, welcoming residents,
entrepreneurs, and visitors to Pearland.
With a thoughtful mix of retail, recreation, housing, and public
spaces, the Depot District’s design is intentional and inclusive. A
new pedestrian bridge over the tracks at Jasmine Street reconnects
the west side neighborhoods, enhancing equity and access. The
Flex-Tech Business Park spaces along Orange Street buffers existing
single-family neighborhoods to the north while creating a walkable
customer base for local businesses. Mixed-use tenants will be located
above the proposed retail and restaurants, targeted buildings along
Plum Street and safely distanced from the railroad tracks. Altogether,
this vision is not just about place, it is about people. It is about
building a district that reflects Pearland’s unique identity, supports
economic vitality, and fosters meaningful connections.
Flex-Tech
Business Park
Boardwalk
Restaurants
Co-Working
Offices &
Business
Incubator
Welcome Center
& Event Space
Performance
Lawn
Relocated
Train Depot
Pedestrian
Overpass
Controlled BNSF
Rail Access
Eat-ertainment
Venue / Brewery
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TABLE 2, DEPOT DISTRICT PROPERTY TAX GENERATION ANALYSIS
LAND USE SQ. FT.*RESIDENTIAL
UNITS AV/SQ. FT AV/UNIT TOTAL AV PROPERTY
TAX RATE
ANNUAL
TOTAL TAX
Office/Flex
Building 1 4,900 $160 $784,000 0.635000 $4,978
Building 2 4,800 $160 $768,000 0.635000 $4,877
Building 3 3,400 $160 $544,000 0.635000 $3,454
Building 4 3,500 $160 $560,000 0.635000 $3,556
Building 5 6,100 $160 $976,000 0.635000 $6,198
Total 22,700 $23,063
Commercial
Building 1 6,200 $225 $1,395,000 0.635000 $8,858
Mixed-Use
Building 1 17,100 32 $225 $130,000 $8,007,500 0.635000 $50,848
Restaurant/Entertainment
Building 1 6,800 $275 $1,870,000 0.635000 $11,875
Building 2 8,700 $275 $2,392,500 0.635000 $15,192
Total 15,500 $27,067
TOTAL $17,297,000 $109,836
*All square footages are living area only.
TABLE 3, DEPOT DISTRICT SALES TAX GENERATION ANALYSIS
LAND USE SQ. FT.%TAXABLE
BUSINESS
TAXABLE SALES /
SQ. FT.
ANNUAL
SALES
ANNUAL CITY
SALES TAX
ANNUAL PEDC
SALES TAX
Commercial /
Retail 23,300 75%$250 $4,368,750 $43,688 $21,844
Restaurant /
Entertainment 15,500 100%$400 $6,200,000 $62,000 $31,000
Total 38,800 $10,568,750 $105,688 $52,844
TABLE 1, DEPOT DISTRICT PROPERTY VALUE ANALYSIS
TAXABLE ASSESSED
VALUE
MARKET
VALUE
APPRAISED VALUE
(IMPROVEMENT + LAND)
IMPROVEMENT
VALUE LAND VALUE
$8,439,648 $8,759,615 $8,363,866 $4,637,746 $3,726,120
In addition to property taxes, the proposed commercial and entertainment uses are projected to generate $10.57 million in annual
sales, producing $158,532 in combined annual sales tax revenue. (Table 3, Depot District Sales Tax Generation Analysis). Of this
amount, approximately $105,688 would go to the City of Pearland and $52,844 to the Pearland Economic Development Corporation.
These figures are driven by estimated average sales of $250 per square foot for commercial/retail and $400 per square foot for
restaurant/entertainment uses.
INFRASTRUCTURE & UTILITY IMPROVEMENTS
Transforming the Depot District into a vibrant, mixed-use
destination will require more than just great design and creative
programming, it will depend on the delivery of strategic
infrastructure investments that support long-term functionality,
accessibility, and community benefit. While many of the
improvements needed to serve the site will be driven by private
development, the scale and ambition of the vision provide a
unique opportunity for public-private partnership.
The infrastructure needs for the district include both public-
facing enhancements, such as streetscapes, pedestrian
connections, and civic spaces and technical utility upgrades
required to support higher density residential and commercial
uses. While private developers are expected to bear
the responsibility for utility extensions and internal site
improvements, the City and PEDC may play a critical role in
helping to offset those costs. This can be achieved through
targeted incentives such as developer agreements, tax
increment financing, or cost-sharing mechanisms that align
public investment with community outcomes.
Proactively supporting foundational infrastructure, especially
projects that improve public mobility, access, and safety, the
City signals a commitment to the long-term success of the
district and encourages high-quality, timely private investment.
This collaborative approach can unlock catalytic development
that might otherwise be financially out of reach and ensures
that private investment aligns with public goals, including
sustainability, equity, and economic return.
DEVELOPMENT IMPACT
Before envisioning the future of the Depot District, it is important to acknowledge the foundation upon which this opportunity is built.
The existing parcels that make up Big Idea 1 currently hold a combined market value of approximately $8.76 million, with the land
itself valued at $3.73 million and improvements accounting for $4.64 million.
However, a closer look at the assessed improvement values reveals an untapped potential, existing structures and uses are not fully
maximizing the site’s strategic location, accessibility, or civic importance. The underutilization of high-value land presents a opportunity
for transformation. Intensifying land use, introducing mixed-use development, and investing in public space and infrastructure, the
Depot District can shift from static value to dynamic productivity, catalyzing economic, cultural, and social returns that far exceed its
current output.
The Depot District concept presents a strong economic development opportunity for Old Town, with projected financial returns
that underscore the catalytic potential of the proposed redevelopment. Based on square footage and unit values presented in the
development program (Table 2, Depot District Property Tax Generation Analysis), the district could generate approximately $17.3
million in new taxable improvement value at full buildout. This includes a mix of commercial, office/flex, mixed-use residential, and
restaurant/entertainment space across several buildings.
This new development would generate a total of $109,836 in annual property tax revenue, a substantial increase from the current
estimated annual tax contribution of $29,450 based on the existing improvement value of $4.6 million. This marks nearly a fourfold
increase in tax revenue, reinforcing the long-term fiscal benefits of investment in the district.
Source: Community Development Strategies (CDS)
Source: Community Development Strategies (CDS)
Source: Community Development Strategies (CDS)
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The Summit at Rivery Park
GEORGETOWN, TX
After first being proposed in the late 2000s, the various components of the Summit at Rivery Park development in
Georgetown, Texas began to open in the mid-2010s. The intervening period included the designation of a Tax Increment
Reinvestment Zone (TIRZ) over the area of the development, including an existing public park (Rivery Park) along the San
Marcos River.
The overall development includes a first phase of two residential components, 114 for-sale urban brownstone units and
a 223-unit luxury multifamily apartment complex, which opened in 2015. The second phase included 60,000 square feet
of retail and dining uses plus some office space. A third phase included more ground-floor retail space and urban lofts.
Immediately adjacent to this walkable mixed-use portion, the 222-room Sheraton Georgetown Texas Hotel and Conference
Center opened in 2016, which contained 30,000 square feet of meeting space and a public parking garage.
The designation of the TIRZ helped the development concept survive the Great Recession of 2009-2010 as well as some
changes in the developer partnership entities. The TIRZ, whose funds were generated by the property tax increment
produced from the project, was able to fund park improvements plus the public parking garage. This development
partnership with the City of Georgetown demonstrates that taking a proactive approach to a public-private partnership can
produce high-quality economic development resulting in destination retail and hospitality that survives even challenging
periods of economic uncertainty.
Public Infrastructure Investments
To support the overall revitalization effort, the City and the PEDC
may consider targeted public investments to create a high-
quality public realm, improve connectivity, and unlock the full
development potential of the district:
• Pedestrian Overpass at Jasmine Street: With
an opinion of probable cost at $7 million, this
transformative project would provide a safe and
universally accessible connection over the BNSF
rail line. The bridge would link the residential
neighborhoods west of the tracks directly to the Depot
District and serve as a symbolic gateway to Old Town.
• Decorative Crosswalks and Streetscape
Enhancements: To establish a sense of place and
prioritize pedestrian safety, it is recommended that the
City invest in decorative crosswalks, specialty paving,
landscape improvements, and wayfinding signage at
key entry points, especially along SH 35/Main Street
and near the performance lawn and plaza.
• Trail Connections and Bicycle Amenities: Public
funding could support the construction of shared-use
paths along the railroad corridor, as well as installation
of bicycle racks, repair stations, and water fountains in
the central park area to promote active transportation.
• Access Management at SH 35: Intersection
improvements at Plum and Jasmine Streets may be
required to improve safety and traffic flow into and
out of the district. These improvements would likely
fall under city or state jurisdiction, depending on the
location.
Private Developer Improvements
Developers leading projects within the Depot District will
be responsible for site-specific utility upgrades and internal
infrastructure to ensure the functionality and capacity needed to
support new development. Key responsibilities include:
• Water System Upgrades: Developers must fund and
construct an internal water infrastructure network to
meet increased demand from higher-intensity land
uses. The developer should complete a water and
sanitary capacity analysis to determine the site’s
needs based on the proposed land uses within the
project. Extending an 8-inch water main along North
Sacramento Street from Orange Street to Jasmine
Street and upsizing the existing line along Jasmine
Street to 6 inches, complete with fire hydrants, is
an opinion of probable cost of $600,000, including
removing old transite and two-inch lines.
• On-Site Drainage and Stormwater Management:
New development must incorporate on-site stormwater
detention, filtration, and green infrastructure where
feasible. These improvements will be designed to
complement the district’s centralized green space and
trail network, which also serve as stormwater amenities.
• Internal Streets and Parking Areas: Developers will
be expected to construct internal streets, alleys, shared
parking areas, and internal sidewalks that meet City
standards, with design emphasis on walkability and
integration into the broader Depot District fabric.
• Building-Integrated Utility Connections: All buildings
must be designed with appropriate utility connections
and must accommodate future technology upgrades,
energy-efficient systems, and accessibility for
maintenance and service providers.
PUBLIC VS. PRIVATE INVESTMENTS
Public Investments
Public-Private Investments
Private Investments
Pedestrian
Overpass
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Section A
BROADWAY STREET TO JASMINE STREET
BIG IDEA 2: THE GRAND LINK
Linking People, Places, & Possibilities
In the heart of Old Town, a corridor of quiet potential is ready to
be awakened. Grand Boulevard stretching from the Town Ditch
Trail to the trails and neighborhoods south of Broadway Street
holds the key to reweaving the fabric of the city, linking past and
present, people and places, through a reimagined, multimodal,
and deeply human spine.
The Grand Link transforms Grand Boulevard into more than
a street. It becomes a social promenade, a cultural ribbon,
and an active transportation corridor. This vision builds on the
community’s desire for more walkable, engaging, and connected
public spaces, creating a unifying thread through Old Town
that stitches together trails, parks, public life, and economic
opportunity.
The Grand Link is not just a physical connection it is a platform
for discovery. As you move through the corridor, each block
offers a different experience, a new encounter with the essence
of Old Town. It is where neighbors meet, visitors explore, and
families rediscover the beauty of their own backyard. With
strategic investments in design, safety, and activation, The Grand
Link elevates everyday movement into something meaningful
and memorable.
More than a project, this is a promise: that Old Town Pearland
will remain relevant, resilient, and full of life. It’s a testament
to community-led planning and place-based investment.
Connecting people to place, and places to purpose, The Grand
Link tells a new story for Pearland, one rooted in connection,
creativity, and continuity, a corridor of quiet potential is ready to
be awakened.
A CORRIDOR FOR MOVEMENT AND MEANING
The reimagined Grand Boulevard will connect north to south
with intention and elegance. To the north, it ties into the Town
Ditch Trail, linking neighborhoods, schools, and natural areas. To
the south, it becomes a gateway to the Clear Creek, Railroad,
and Mary’s Creek Trails. Through this connected spine, Grand
Boulevard becomes Pearland’s new civic front porch, a place
where movement is not just about transportation, but about
experience.
This vision expands Pearland’s green infrastructure network with
a corridor that is safe, accessible, and inspiring. Wider sidewalks,
decorative lighting, and sustainable landscaping invite walking
and biking not just as options, but as preferred modes. It is a
street built for people, all ages, all abilities, all the time.
As mobility trends shift toward healthier, more sustainable
modes, Grand Boulevard becomes an essential civic investment.
It enables residents to choose walking or biking without
sacrificing comfort or safety, contributing to a healthier
community and a more vibrant local economy. It also enhances
access to local destinations, reducing reliance on vehicles and
creating more equitable transportation options. With a strong
backbone of multimodal infrastructure and enriched public
space, this corridor becomes more than a connector it becomes
a destination in its own right. It invites people to slow down,
explore, and stay awhile, sparking everyday joy and reinforcing
Old Town as the heart of Pearland’s civic identity with intention
and elegance.
The Festival Street: Where Community Comes Alive
The centerpiece of The Grand Link is a transformative Festival
Street, extending from Broadway Street to Jasmine Street.
This one-block jewel becomes a flexible, dynamic space that
balances daily functionality with extraordinary events. Whether
it’s a farmers’ market, a local music showcase, or the Pearland
Grand Arts & Eats Festival, this block is designed to flex and
adapt, celebrating community life in all its color.
Featuring a brick roadway, buried utilities, street furniture, and
hydraulic bollards, the Festival Street can convert seamlessly
between vehicular and pedestrian modes. Expanded sidewalks,
shaded gathering spaces, public art, and safe pedestrian
crossings ensure it remains inviting and accessible at all times.
The inaugural Chalk the Block event was held here in April 2025
showcasing this potential. As residents transformed the street
with art, music, and celebration, the heart of Old Town beat
louder. The festival was more than a day of fun, it was a preview
of a place where people want to be.
Sections of Connectivity: A Phased Framework
The transformation of Grand Boulevard into The Grand Link
will not happen all at once, it will unfold in carefully sequenced
sections that each offer unique contributions to the corridor’s
vision. Each segment balances near-term feasibility with long-
term value, and together, they form a cohesive path toward a
more connected and vibrant Old Town. From civic celebration
to daily utility, these phases recognize that great places are built
block by block, with intention and imagination.
This phased approach also ensures the City can prioritize
investment based on readiness, funding availability, and
community impact. Whether starting with the signature Festival
Street or improving pedestrian continuity along the greenway,
each section provides immediate benefits while building toward
a unified, people-first corridor.
The full transformation of Grand Boulevard is envisioned in
three segments, as described in the following sections.
Section B
JASMINE STREET TO PLUM STREET & BROADWAY STREET TO PEAR STREET
Section C
PLUM STREET TO ORANGE STREET & PEAR STREET TO WALNUT STREET
C
C
B
BA
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SECTION A: FESTIVAL STREET
BROADWAY STREET TO JASMINE STREET
Section A is where community comes alive. The Festival Street
is not just a space, it is a stage. During the week, it welcomes
everyday life with its brick-lined roadway, generous sidewalks,
and street trees providing comfort and shade. But on weekends
or during special events, it effortlessly transforms into Pearland’s
premier gathering place. Imagine string lights glowing overhead,
food trucks lining the curb, and music echoing from public
performers. Children play in interactive art installations while
neighbors mingle in shaded seating areas. Hydraulic bollards
rise to close the street to vehicles, giving full priority to people.
This is a street built for celebration, connection, and civic pride,
a canvas for culture.
This one-block transformation is about more than
programming—it’s about presence. It gives Old Town a
destination that is at once intimate and iconic, urban yet
approachable. Businesses along the corridor benefit from
flexible curbside conditions, extended outdoor seating, and
increased visibility. Residents gain access to a space that invites
gathering, expression, and joy. For Pearland, this is a defining
investment that elevates local identity and fosters authentic
community experiences.
Beyond aesthetics, the Festival Street redefines civic function.
It creates a place where the public realm can be activated
daily, not just during planned events. With spaces for informal
performances, moveable seating, and infrastructure to support
pop-up vendors, this section of Grand Boulevard will become
a catalyst for entrepreneurship and creativity. It will be where
Pearland’s stories are told, memories are made, and culture takes
root in the built environment.
• Opinion of Probable Cost:
$5.5 Million
• Opinion of Probably Cost to
Bury Overhead Utilities (Optional):
$2 Million
Infrastructure Improvements
The north side of Broadway Street, Grand Boulevard, currently
features a center street parking corridor that is comfortable for
strolling and functional as a pedestrian corridor through the Old
Town. Activated as the heart of Grand Boulevard, the existing
street transforms into a festival street: a flexible space designed
for pedestrian priority and community events. It features pavers,
string lights, and bollards to allow for street closures during
festivals, farmers’ markets, or parades while accommodating
vehicle traffic during other times.
The cost of this project is likely to be solely a City project with
an opinion of probable costs for design and construction fees
of approximately $5.5 million, with an additional $2 million
dedicated to burying electrical overhead lines underground:
• Complete Roadway Reconstruction: The existing
roadway will be fully reconstructed with curb and
gutter, incorporating high-quality materials to support a
long-lasting and resilient streetscape
• Brick Roadway: A brick roadway will create a
distinctive, pedestrian-friendly character and sense of
place
• Hydraulic Traffic Bollards: Strategically placed
hydraulic bollards will allow for temporary road
closures, enabling a seamless transition between
regular vehicular traffic and pedestrian-dominated
events
• Pedestrian Enhancements: High-visibility crosswalks
and curb extensions at Broadway Street/Grand
Boulevard and Grand Boulevard/Jasmine Street will
improve pedestrian safety and connectivity
• Expanded Sidewalks: A 10-foot-wide sidewalk on
both sides of the street will accommodate increased
pedestrian traffic and outdoor seating opportunities
• Decorative Lighting: Consistent lighting on the east
and west sides will enhance safety and nighttime
ambiance
• Street Furniture & Green Spaces: The integration of
seating areas, benches, and landscaped bio-swales will
provide comfortable, shaded gathering spaces
• Utility Burial: An optional project to bury underground
utilities, eliminating visual clutter and improving the
corridor’s aesthetic appeal
• *Not Included in Quantification* Public Art Displays:
Rotating or permanent installations will celebrate local
culture, reinforcing Grand Boulevard’s identity as a
community-focused destination
GRAND BOULEVARD - ACTIVATED
GRAND BOULEVARD - ACTIVATED AS FESTIVAL STREET
Opinion of Probable Cost
The Festival Street segment is envisioned as a flexible, shared-use corridor designed to support both daily use and community
programming. The opinion of probable cost includes full-depth pavement and subbase reconstruction, improved stormwater drainage,
upgraded pedestrian lighting, streetscape enhancements, and event-supportive traffic control features.
COST CATEGORY OPINION OF PROBABLE COST*
Roadway & Utilities
Includes earthwork, paving, drainage, traffic control, and erosion control
$3,403,747
Public Realm Enhancements
Includes sidealks, trails, landscaping, and streetscape
$1,240,740
Contingency (20%)$766,119
Design & Engineering
Design, geotechnical, and construction engineering services
$1,322,008
TOTAL OPINION OF PROBABLE COST $5,424,120
*Note: These are planning-level opinions of probable cost and should be used for budgeting purposes only. Final costs may vary
based on design development, market conditions, and implementation phasing.
Gateway
Monuments
Gateway
Monuments FIRST UNITED METHODIST CHURCH
ZYCHLINSKI PARK
N GRAND BLVD
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FIRST UNITED METHODIST CHURCH
ZYCHLINSKI PARK
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GRAND BOULEVARD - NOT ACTIVATED GRAND BOULEVARD - ACTIVATED AS FESTIVAL STREET
local markets, music nights, cultural celebrations, or seasonal
fairs, making them uniquely suited to the needs and rhythms of
small towns and neighborhood districts. These streets not only
activate the public realm, but also reflect the values, history, and
creativity of the people who live there.
In an era where communities are increasingly seeking to
strengthen local identity, support small businesses, and build
civic pride, festival streets offer an ideal solution. They serve
as the front porches of public life, welcoming, inclusive, and
full of possibility. Reclaiming the street as a place for people,
communities can create high-impact destinations that are both
economically productive and socially enriching.
Small Investments, Big Returns
Research from the Project for Public Spaces (PPS) shows that
even modest improvements. like converting a downtown block
into an event-ready street or creating a seasonal market zone,
can boost pedestrian activity, improve perceptions of safety, and
increase revenue for nearby businesses. Communities that host
recurring street-based events often see commercial activity grow
by 10 to 20 percent on event days, especially when tied to local
food, culture, and entrepreneurship.
For example, in Duluth, Georgia, a former downtown street now
functions as a flexible plaza for farmers markets, art walks, and
live performances. Since the conversion, business activity and
foot traffic have increased significantly. South Bend, Indiana
similarly upgraded its Howard Park district with a small-scale,
curbless street that supports food truck rallies, winter events, and
concerts—revitalizing a previously underused part of the City.
Neighborhood Pride and Cultural Identity
Festival streets help express a neighborhood’s unique character.
In Lancaster, Pennsylvania, the “Open Streets” program
temporarily closes several city blocks to cars, transforming
them into people-first spaces filled with dance, play, and
pop-up vendors. These programs foster civic pride and
cultural celebration while inviting residents to experience their
neighborhood in a new, more social way.
SCALABLE AND SUSTAINABLE STRATEGIES
Closer to Pearland in both scale and character, Georgetown,
Texas offers a strong example of sustainable implementation.
Initially closing streets around its historic downtown square for
events like Market Days and Poppy Fest, the City made light-
touch improvements, string lights, movable seating, and street
furniture, that supported both daily activity and event logistics.
Over time, these efforts evolved into a more permanent
festival street model, boosting local business performance and
strengthening civic identity. Georgetown’s approach shows
how flexible, community-driven solutions can spark long-term
revitalization and grow over time based on local feedback and
success.
Proposed Festival Street Concept:
Grand Boulevard
The proposed redesign of Grand Boulevard envisions a flexible,
people-oriented street that can effortlessly transition between
everyday use and community activation. At the core of this vision
is the realignment of the roadway, removing some inefficient
center-angle parking and re-introducing perpendicular parking
along both curbs. This change enhances safety, simplifies
circulation, and unlocks the spine of the street for public use.
In the graphic Grand Boulevard - Not Activated, the street
is shown in its day-to-day configuration. Narrow, low-speed
travel lanes are flanked by perpendicular parking and generous
sidewalks buffered by shade trees and native landscaping. This
design reduces vehicular dominance and prioritizes walkability,
calm movement, and access for all users, pedestrians, cyclists,
and vehicles. The visual hierarchy shifts toward the pedestrian
realm, creating a welcoming environment that supports local
businesses and everyday public life.
However, the true flexibility of the design is revealed in the
Grand Boulevard - Activated as Festival Street. In this
configuration, the entire street, from sidewalk to sidewalk, is
closed to vehicular traffic and transformed into a seamless
pedestrian zone. Travel lanes and parking areas become part of
the active public space, accommodating vendors, art displays,
small stages, and gathering spaces. The wide sidewalks support
additional event functions, from shaded seating to food
trucks and pop-up markets. The result is a vibrant civic space
that supports festivals, markets, parades, and spontaneous
community gatherings.
Together, these illustrations show the dual nature of Grand
Boulevard’s future: a comfortable, everyday street that can
convert into a high-impact public space supporting the
economic vitality, cultural identity, and social life of Old Town.
THE VALUE OF COMMUNITY-CENTERED EVENTS
AND FESTIVAL STREETS
Fostering Civic Pride and Economic Vitality at the
Neighborhood Scale
Streets are among the most abundant and visible public spaces
in any community, yet in many towns and neighborhoods, their
potential as social and economic engines remains underutilized.
Across the country, communities are rediscovering the power
of streets not just as corridors for cars, but as flexible, people-
focused spaces where culture, commerce, and connection
thrive. At the heart of this movement are community-centered
events and festival streets—simple, often low-cost interventions
that reimagine streets as dynamic civic spaces for gathering,
celebration, and local enterprise.
Rather than requiring large-scale infrastructure or major capital
investments, festival streets represent an adaptable, scalable
approach to revitalization. They are designed to accommodate
everyday pedestrian activity as well as special events, such as
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Pearland Grand Arts & Eats Festival
PEARLAND, TX
On Saturday, April 26, 2025, Pearland hosted the first-ever Grand Arts & Eats event showcasing the heart of Old Town through a
vibrant blend of culinary delights and local artistry. Festivities kicked off mid-morning with an opening ceremony by city officials,
followed by a collection of food truck and pop-up vendor tastings. Throughout the day, live music performances on the main stage
alternated with interactive art demonstrations—featuring local painters, sculptors, and muralists—while children enjoyed hands-
on craft stations and face-painting in the Family Zone. In the afternoon, a community chef cook-off drew enthusiastic crowds, and a
guided mural tour highlighted the emerging public art along revitalized walkways. As evening set in, a closing ceremony celebrated
vendors and volunteers, capping off a successful inaugural event that reinforced Old Town’s identity as a cultural and civic hub, and
demonstrated the power of coordinated programming to activate public space and drive economic activity.
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SECTION B: PARKING STREET
JASMINE STREET TO PLUM STREET & BROADWAY STREET TO PEAR STREET
Section B is Grand Boulevard’s essential support corridor, a working backbone where functionality meets thoughtful urban design.
In this section, the emphasis shifts to efficient access and user-friendly amenities, anchored by on-street parking that encourages
quick stops and repeat visits. With clearly marked spaces and wide sidewalks, it becomes a reliable resource for those visiting local
businesses, attending events in adjacent districts, or exploring Old Town on foot.
This corridor will undergo full reconstruction, incorporating on-street parking, pedestrian-safe sidewalks, and enhanced landscaping.
The ten-foot sidewalks allow for comfortable pedestrian movement while trees provide shade and landscaping adds visual appeal
and environmental benefits. Retaining and enhancing the corridor’s tree canopy and green infrastructure elements ensures that it feels
welcoming, not utilitarian. These sections are designed to meet the practical needs of commerce and mobility while reflecting the
community’s broader vision for livable, walkable streets.
• Opinion of Probable Cost:
$8.5 Million
• Opinion of Probable Cost to Bury Overhead Utilities (Optional):
$4 Million
Opinion of Probable Cost
The Parking Street segment introduces enhanced on-street parking and improved pedestrian access to nearby civic and commercial
destinations. The opinion of probable cost includes complete roadway and drainage reconstruction, sidewalk and driveway
improvements, landscaping, and signal infrastructure to accommodate both regular traffic and occasional closures for events.
SECTION C: LANDSCAPED MEDIAN STREET
PLUM STREET TO ORANGE STREET & PEAR STREET TO WALNUT STREET
Section C is the grand greenway. It exudes calm, beauty, and continuity. Towering mature trees frame a quiet stretch of Grand
Boulevard, offering a peaceful transition through Old Town. The median is not just a divider, it is a garden, a stormwater solution, and
a statement of sustainability. With carefully protected tree canopies, soft landscaping, and gentle pathways, this segment encourages
walking for the sake of walking. Think of residents strolling in the evening, runners using the continuous trail network, or couples
pushing strollers under the trees. Here, infrastructure respects nature and invites people to slow down and enjoy their surroundings.
Unlike the more transformative reconstruction proposed in other sections, improvements in Section C will be minimal to preserve
the existing character of the roadway. The current street will remain largely intact, with no additional on-street parking added.
Enhancements will focus on pedestrian comfort and continuity installing 10-foot sidewalks on both sides of the street to ensure a safe
and walkable environment. Selective lighting and green infrastructure may be added to reinforce safety, accessibility, and aesthetic
appeal, all while ensuring the health of the established tree canopy remains undisturbed.
• Opinion of Probable Cost:
$6.8 Million
Opinion of Probable Cost
The Landscaped Median Segment features a new, landscaped center median that enhances visual character and introduces green
infrastructure to the corridor. This opinion of probable cost assumes full-depth roadway reconstruction, including stormwater
improvements, pedestrian amenities, and streetscape enhancements. An alternative approach, such as a mill and overlay, could
significantly reduce costs while still delivering visual and surface improvements, though it would not address underlying
infrastructure needs.
COST CATEGORY OPINION OF PROBABLE COST*
Roadway & Utilities
Includes earthwork, paving, drainage, traffic control, and erosion control
$3,830,593
Public Realm Enhancements
Includes sidealks, trails, landscaping, and streetscape
$1,199,824
Contingency (20%)$1,199,824
Design & Engineering
Design, geotechnical, and construction engineering services
$1,295,811
TOTAL OPINION OF PROBABLE COST $8,494,757
*Note: These are planning-level opinions of probable cost and should be used for budgeting purposes only. Final costs may vary
based on design development, market conditions, and implementation phasing.
COST CATEGORY OPINION OF PROBABLE COST*
Roadway & Utilities
Includes earthwork, paving, drainage, traffic control, and erosion control
$2,858,444
Public Realm Enhancements
Includes sidealks, trails, landscaping, and streetscape
$1,103,500
Contingency (20%)$958,389
Design & Engineering
Design, geotechnical, and construction engineering services
$1,035,060
TOTAL OPINION OF PROBABLE COST $6,785,392
*Note: These are planning-level opinions of probable cost and should be used for budgeting purposes only. Final costs may vary
based on design development, market conditions, and implementation phasing.
• Opinion of Probable Cost to Bury Overhead Utilities (Optional):
$4 Million
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A Foundation for Cultural and
Economic Vitality
Cultural spaces and public streetscapes are more than aesthetic
amenities—they are engines of economic value and social
energy. A thoughtfully designed street that supports art,
performance, and public life can generate measurable returns by
increasing foot traffic, enhancing property values, and creating
opportunities for local entrepreneurship. The Grand Link is not
just about connectivity, it is about activation. It transforms public
space into economic infrastructure and community identity.
Prioritizing human-scaled design and programming
opportunities, Pearland will see increased demand for retail,
food, and services along Grand Boulevard. As walkability
improves, so does dwell time and spending. Visitors will be
drawn to the area for unique experiences, and local residents will
benefit from a strengthened sense of place. In this way, cultural
vitality and fiscal health move hand in hand.
The Grand Link does more than move people. It fosters
economic resilience and creative expression. By investing in
streetscape and public realm enhancements, Pearland sets the
stage for:
• Pop-up markets and food trucks
• Public performances and seasonal festivals
• Artisan vendors and local entrepreneurs
• Community art displays and rotating exhibits
With minimal acquisition required and ample opportunity for
city-controlled execution, this initiative positions the City of
Pearland to lead with confidence. Infrastructure investment here
sets the tone for private investment nearby. Improved access,
visibility, and pedestrian comfort will make adjacent properties
more attractive for activation.
Infrastructure and Mobility
Improvements
To bring the vision of The Grand Link to life, strategic upgrades
to Pearland’s infrastructure and mobility framework are essential.
These improvements will prioritize pedestrian comfort, safety,
and accessibility while supporting long-term resilience and
environmental sustainability. Each element has been designed
not only to serve functional purposes, but to reinforce the
corridor’s identity as a civic destination.
The corridor will balance essential upgrades such as sidewalk
continuity and drainage with placemaking interventions
that emphasize character, comfort, and connectivity. This
commitment to people-first mobility ensures the corridor
supports everyday movement, encourages walkability, and helps
define Old Town as a livable, thriving place for all.
Key considerations for implementation include:
• Implementing access management strategies near
intersections to ensure a minimum 20-foot setback
between crosswalk curb ramps and adjacent parking
spaces for improved safety and visibility
• Introducing decorative, artistic, or differently textured
crosswalk materials to enhance pedestrian awareness
and establish unique placemaking moments
• Constructing universally accecssible curb ramps and
providing seamless pedestrian connections into
Zychlinski Park to improve accessibility
• Constructing continuous sidewalks along all frontages
within the Grand Link area as streets and utilities are
improved, reinforcing pedestrian connectivity and
comfort
• Integrating green infrastructure and bio-retention
strategies for enhanced stormwater management and
visual appeal
FAST-TRACK IMPACT, LOCAL CONTROL
Unlike redevelopment plans that hinge on private market interest
or joint ventures, The Grand Link is a public-led transformation.
All proposed improvements fall within the City of Pearland’s
right-of-way, allowing for full control over phasing, design, and
funding timelines.
This public ownership of both vision and implementation
allows Pearland to move at the speed of its priorities,
not market fluctuations. It also makes The Grand Link a
competitive candidate for a variety of grants and public
funding sources, especially those tied to active transportation,
green infrastructure, and community revitalization. City-led
design means more tailored outcomes, deeper community
engagement, and a stronger ability to integrate this project with
adjacent initiatives.
This makes it an ideal candidate for near-term impact.
Implementation can begin immediately, delivering tangible
benefits while building momentum for broader revitalization
efforts. The project also supports economic activity by increasing
foot traffic, encouraging small business development, and
activating public life.
A LEGACY WORTH BUILDING
The Grand Link is about more than creating a trail connection. It
is about stitching together the identity of Old Town, reinforcing
its role as a cultural core, and designing for the type of Pearland
residents want to see: active, inclusive, beautiful, and enduring.
This is a project that reflects who Pearland is, and who it hopes
to become. A city of connection. A city of creativity. A city of
community.
The Grand Link connects it all together.
Main Street Festival Zone
CEDAR FALLS, IOWA
In 2015, the City of Cedar Falls, Iowa, a community of just over 40,000 residents, piloted a small-scale festival street conversion
in its downtown core. The project focused on a single block of Main Street adjacent to civic and cultural buildings. The block
was redesigned to include wider sidewalks, removable bollards for temporary closures, permeable pavers, and upgraded
lighting—all with a modest total investment of under $1.5 million.
This flexible space now hosts over 40 events annually, ranging from outdoor yoga and community movie nights to seasonal
markets and a signature “Live to 9” summer music series. The investment led to a 35 percent increase in sales tax revenue from
surrounding businesses within two years and a measurable uptick in foot traffic even on non-event days.
Cedar Falls demonstrates that even a one-block transformation, done well and with intention, can become a powerful engine
for economic and cultural growth. For Pearland, the proposed Festival Street in Old Town holds the same potential to activate
local business, attract visitors, and turn civic space into community value.
Key Impacts:
• Generated approximately $4 million in private investment for every $1 million of public investment
• Was a catalyst for two new mixed-use developments within a one-block radius
• Increased downtown business retention by offering free, low-barrier event space
• Strengthened community pride and positioned the district as a regional destination for arts and culture
Photo Credit: Cedar Falls Iowa Economic Development
Photo Credit: Cedar Falls Tourism Photo Credit: Cedar Falls Tourism
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BIG IDEA 3: SENDER’S SQUARE
Blending Neighborhood Living with
Recreation and Connectivity
Sender’s Square offers a vision rooted in both accessibility and
livability. The plan integrates low- and mid-density residential
forms, flexible recreation areas, and neighborhood-scale
commercial nodes into a finely grained urban village. Anchored
by passive play fields, pickleball courts, and community-oriented
trails, the district becomes a place where daily life unfolds
naturally across vibrant indoor and outdoor environments.
Running north-south from Walnut Street to Broadway Street,
beautifully landscaped pedestrian accessways connect new
homes, workspaces, and neighborhood destinations. A central
east-west greenway from Galveston Street ties these threads
together, enabling children to walk safely to a playground,
residents to access trail networks, and entrepreneurs to walk
from their front door to their small business storefront.
A defining feature of the vision is the live-work unit, an adaptable
building type where residents can operate small businesses from
home or lease ground-floor retail space with housing above. This
hybrid form fosters entrepreneurship, strengthens community
character, and encourages economic resilience. As the market
evolves, the district is also positioned to support diverse housing
needs, townhomes, garden-style apartments, and condos that
cater to a range of incomes and household types.
Sender’s Square isn’t just a new development. It is a
neighborhood-scale lifestyle district, where you can walk your
child to a pocket park, meet friends at a corner café, or run
a small business without ever leaving your community. With
thoughtful planning and strategic investment, Big Idea 3
becomes a powerful infill strategy that knits together public
space, local commerce, and human connection.
Development Framework
The development vision for Sender’s Square is grounded in the
idea of building a complete neighborhood, offering a diverse
mix of housing, everyday amenities, and high-quality public
spaces, all within walkable reach. This is not a one-dimensional
infill effort; it is a layered, intentional approach to revitalizing
southeast Old Town in a way that meets current demands while
positioning the area for future resilience and vitality.
Sender’s Square is designed to function as a community anchor,
providing space for recreation, small business opportunity, and
varied housing types that meet the needs of individuals and
families at different life stages. Mid-density housing options like
townhomes, apartments, and live-work units offer attainable
alternatives to single-family homes, while neighborhood-
serving retail and flex spaces support economic activity and
entrepreneurial growth.
The development program elevates the role of public space
in creating a cohesive district. The integration of green space,
whether as passive play fields, pedestrian accessways, or trail
connections ensures that open space is not an afterthought,
but a defining feature of the neighborhood’s identity. Sender’s
Square proposes an environment where buildings and public
spaces reinforce one another, form and function are shared, and
community is built through proximity and access.
PROPOSED DEVELOPMENT PROGRAM
• Streetscape Enhancements: Consider utilizing
decorative paving or alterative pavement types for
internal streets to slow traffic down
• Curb Ramps: Update all driveway cuts to install curb
ramps built to universal design and accessibility best
practices along South Galveston Avenue
• Live-Work Residential Units: Eight buildings
containing a mix of for-sale and rental live-work
townhomes support local entrepreneurship while
expanding housing options for a growing population
• Passive Recreation & Activity Fields: A new publicly-
accessible greenspace offers playgrounds, pickleball
courts, and informal gathering spaces for the
surrounding neighborhood and new businesses—
creating a shared backyard within this private
development to live, work, and play
• Mixed-Use Development: Strategically located
mid-density infill including townhomes, garden-style
apartments, and condos that blend seamlessly into the
surrounding context
• Trail: A new multi-use trail links Walnut Street to
Broadway Street, increasing mobility, recreational
access, and connectivity to other parts of Old Town
• Redevelopment Opportunity – Post Office Site:
Should relocation occur, the post office property
presents a prime opportunity for an expanded mixed-
use node and public-facing civic plaza
TrailLive Work
Play
Mixed
Use
Post
Office
Existing
Grove
Existing
Grove
Flexible
Play
Fields
Flexible
Play
Fields
PlaygroundPlayground
PickleballPickleball
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Development Impact
The current parcels within the Sender’s Square area are characterized by a mix of aging structures, underutilized land, and limited
economic productivity. As of today, the total market value of these properties is approximately $3.93 million, with only $2.65 million
attributed to improvements and $1.26 million to the land itself. (Table 4, Senders Square Property Value Analysis) This modest
valuation reflects a pattern of stagnation and missed opportunity, especially considering the area’s strategic location and adjacency to
emerging trail networks, new housing, and active civic spaces. These conditions underscore the need for a revitalization approach that
not only enhances land use intensity but also aligns with broader Old Town goals of connectivity, livability, and economic inclusion.
TABLE 5, SENDER’S SQUARE PROPERTY TAX GENERATION ANALYSIS
LAND USE SQ. FT.RESIDENTIAL
UNITS AV/SQ. FT AV/UNIT TOTAL AV PROPERTY
TAX RATE
ANNUAL
TOTAL TAX
Live/Work
Building 1 24,600 14 $200 $351,429 $4,920,000 0.635000 $31,242
Building 2 18,300 10 $200 $366,000 $3,660,000 0.635000 $23,241
Building 3 24,600 14 $200 $351,429 $4,920,000 0.635000 $31,242
Building 4 24,600 14 $200 $351,429 $4,920,000 0.635000 $31,242
Building 5 24,600 14 $200 $351,429 $4,920,000 0.635000 $31,242
Building 6 21,000 9 $200 $466,667 $4,200,000 0.635000 $26,670
Building 7 18,400 8 $200 $460,000 $3,680,000 0.635000 $23,368
Building 8 18,400 8 $200 $460,000 $3,680,000 0.635000 $23,368
Total 174,500 91 $221,615
Flex/Tech
Building 9 2,100 $160 $336,000 0.635000 $2,134
Building 10 2,100 $160 $336,000 0.635000 $2,134
Total 4,200 $4,267
TOTAL 178,700 91 $35,572,000 $225,882
*All square footages are living area only.
TABLE 4, SENDER’S SQUARE PROPERTY VALUE ANALYSIS
TAXABLE ASSESSED
VALUE MARKET VALUE APPRAISED VALUE
(IMPROVEMENT + LAND)
IMPROVEMENT
VALUE LAND VALUE
$3,925,150 $3,925,150 $3,914,920 $2,657,560 $1,257,360
PUBLIC VS. PRIVATE INVESTMENTS
The economic potential of Sender’s Square represents a positive economic opportunity for southeast Old Town. The proposed
development introduces a thoughtful mix of residential and small-scale commercial uses on currently underperforming parcels,
generating long-term value for both the City and the broader community. At full buildout, the project is expected to deliver a total
annual property tax revenue of approximately $225,882, (Table 5, Sender’s Square Property Tax Generation Analysis) representing
a dramatic increase over the $16,876 currently generated from existing improvements, more than a 13-fold increase in annual
revenue.
The development will add over 178,700 square feet of taxable building space, with the majority consisting of live-work residential
units across eight buildings. These units not only contribute to housing diversity and affordability, but also create pathways for
entrepreneurship and local business activity through flexible ground-floor use. In addition, two flex/tech buildings introduce small-
scale commercial opportunities that further diversify the area’s economic base.
The opinion of probable costs for the total improvement
value of the proposed development exceeds $35 million,
compared to an existing improvement value of just
$2.65 million. This substantial uplift in assessed value
illustrates how reinvestment in strategically located land
can unlock both fiscal and social returns. Importantly, these
figures do not yet account for indirect impacts such as
increased foot traffic, business creation within the live-work
spaces, or rising property values in adjacent residential
neighborhoods.
Beyond property taxes, Sender’s Square is positioned
to support long-term economic vitality by introducing a
new residential population within walking distance of Old
Town amenities and future trail connections. The added
housing density and pedestrian-friendly layout support
local businesses, reduce infrastructure costs per unit, and
create the conditions necessary for a vibrant, mixed-use
environment.
Infrastructure & Utility
Improvements
Bringing Sender’s Square to life will require strategic
investments in both public-facing amenities and utility
infrastructure. While the majority of improvements will
be developer-led, there are key opportunities for public-
private partnership to support long-term functionality and
quality.
PUBLIC INFRASTRUCTURE INVESTMENTS
• Trail Construction: A proposed $160,000*
multi-use trail connecting Walnut Street to
Broadway Street could be delivered in tandem
with development. This 1,000-foot trail enhances
access to the wider Old Town trail network and
improves walkability (*opinion of probable cost)
• Pedestrian & Streetscape Enhancements:
Curb ramp upgrades, ADA improvements, and
decorative paving along South Galveston Avenue
can calm traffic, improve access, and enhance the
public realm
PRIVATE DEVELOPER IMPROVEMENTS
• Water Main Upgrades: A new 8-inch,
1,300-linear-foot water line, with an opinion of
probable cost of $570,000, will be required to
serve the site. Developers will need to conduct a
water capacity analysis and eliminate dead-end or
outdated lines to meet City standards
• Site-Level Infrastructure: Developers are
responsible for internal utilities, on-site drainage,
fire protection systems, and integrating
accessibility infrastructure throughout the
neighborhood
Public Investments
Public-Private Investments
Private Investments
• Post Office Redevelopment: Should the site become
available, developers may partner with the City to
transform the parcel into a civic and commercial
anchor, activating the southern edge of Sender’s Square
While these improvements are primarily private responsibilities,
the City of Pearland and PEDC may choose to support
infrastructure through incentive agreements, cost-sharing, or
grant programs, particularly when investments align with broader
mobility and equity goals.
TRAIL
CONNECTION
Source: Community Development Strategies (CDS)
Source: Community Development Strategies (CDS)
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REIMAGINING BROADWAY STREET AS OLD TOWN’S NEW PEDESTRIAN-ORIENTED CORRIDOR
Broadway Street has long defined Pearland’s geography, now it has the chance to define its identity. As the City continues to grow, it
becomes increasingly important to elevate Old Town from a place people pass through to a place people gather, explore, and return
to. Broadway Street’s transformation into a true localized, pedestrian-oriented Main Street-esque corridor is a bold declaration that
Pearland’s heart lies in its historic center. This project is about Old Town’s legacy, and how to shape it for the next generation.
After extensive stakeholder engagement, field analysis, and review of best practices, we recommend a Broadway-centered solution
that prioritizes walkability, public life, and long-term economic vitality. This approach reflects what makes Old Town truly special: its
potential to be a place of connection, character, and cultural energy. The vision for Broadway Street’s realignment offers the clearest
path toward a people-first future, one that celebrates identity, invites reinvestment, and ensures that transportation infrastructure
serves community goals, not the other way around.
By re-centering civic life on a street designed for people, not just vehicles, Pearland can unlock lasting value, socially, economically,
and culturally. This is about creating a destination that reflects the community’s story, amplifies its voice, and builds new traditions
along a walkable, welcoming corridor.
Old Town stands on the threshold of a once-in-a-generation opportunity. An opportunity not just to repave roads, but to reimagine
place. Not simply to move cars more efficiently, but to bring people together more meaningfully. Big Idea 4 is a call to create an
Old Town-focused corridor worthy of Pearland’s past and prepared for its future, a street that reflects the soul of the community and
inspires a new chapter in its evolution.
Imagine Broadway Street not as it is today a traffic-heavy route dominated by vehicles, but as a walkable, vibrant destination. Picture
tree-lined sidewalks bustling with foot traffic, people spilling out of cafés into public patios, bikes weaving through a dedicated cycle
track, and neighbors catching up under shaded canopies. Public art draws attention to Pearland’s cultural heritage. Outdoor seating,
planter boxes, and subtle lighting add texture and warmth. At the heart of it all, the intersection of Grand Boulevard and Broadway
Street becomes the symbolic and social crossroads of Old Town, where commerce, culture, and community meet.
This vision is bold. It moves beyond aesthetic improvements to address the functionality, economics, and sustainability of the corridor.
More than a beautification project, Big Idea 4 is a reorientation of Broadway Street’s role from vehicle conduit to community anchor.
H-GAC’s One-Way Pair Study:
The Pros & Cons for Old Town
During the course of this planning study, a
concurrent effort led by the H-GAC evaluated
the potential implementation of a one-way
pair system through Old Town Pearland.
We recognize and appreciate the technical
analysis and intent behind the H-GAC study,
which aims to address regional traffic flow and
transportation efficiency. For clarity, that study
can be found online (https://engage.h-gac.
com/fm-518-corridor-study). Throughout the
OTRP, it became evident that there are various
solutions that prioritize the essence of Old
Town. This approach emphasizes placing people
and businesses at the center of the design
conversation, rather than focusing on vehicles.
The following are the benefits and challenges of
the one-way pair concept:
Benefits
• Less right-of-way required
• Move more traffic volume
• Reduce travel time through Old Town
• Reduce conflict points for pedestrians
• Upgrade of Walnut Street to Principal
Arterial
• Allow for storm, sanitary sewer, and
drainage upgrades
Challenges
• Reduce pass-by traffic for
individual businesses
• Confusion of one-way streets
• Proposed layout reduces
multimodal options
• Higher speeds makes bike/pedestrian
crossings difficult/dangerous
• Higher speeds are a challenge for
non-90-degree intersections
• Increased odds of severe traffic incidents,
like head-on collisions
• More liability to replacing
accident-damaged infrastructure
• Increase likelihood of pedestrian
and cyclist injuries/fatalities
• Reduce opportunity for drive-by businesses
to draw impulse visitors
• Potential increase in service time
for first responders
• Walnut Street becomes a truck route
through a residential area
• Require right-of-way acquisition
on Walnut Street
BIG IDEA 4: BROADWAY REALIGNMENT
BUILDING THE VISION:
PHASED RECONSTRUCTION PROGRAM
Transforming Broadway Street into Old Town’s pedestrian-
focused corridor is not a single project, it is a coordinated series
of investments designed to shift the district’s energy, function,
and identity. The vision is ambitious but grounded, centered
on two major phases that together reflect Pearland’s values of
accessibility, character, and reinvestment in legacy infrastructure.
Embracing a phased approach, the City can manage complexity
while delivering visible impact and measurable returns along the
way.
The development program does more than replace pavement,
it redefines how people interact with the public realm. It will
improve safety and comfort for all users, create infrastructure
that supports long-term resilience, and elevate Old Town as a
place to experience and enjoy, not just pass through. Public
space, transportation, and culture are interwoven to create
a walkable, welcoming corridor that acts as a launchpad for
reinvestment.
Each phase of the effort builds momentum: Phase 1 lays the
essential groundwork by reconstructing Walnut Street, while
Phase 2 introduces a new street paradigm focused on people-
first design, commerce, and cultural expression. Together, these
efforts will re-anchor Old Town as a connected and economically
resilient destination.
• Phase 1 | The Foundation
Walnut Street Reconstruction
• Phase 2 | The Transformation
Broadway Street Redesign
Heart of Old Town Raised Intersection
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 5 | I M P L E M E N TAT I O N2 2 7 2 2 8PHASE 1 | THE FOUNDATION - WALNUT STREET RECONSTRUCTION
WALNUT STREET / PROPOSED FM 518
Before Pearland can redesign Broadway Street, it must first create the
conditions for success. Reconstructing Walnut Street to meet TxDOT
standards will allow traffic to shift away from Broadway Street, opening the
door for a more walkable and community-centered redesign. This sets the
stage for long-term transformation.
Walnut Street is not just a functional bypass, it is a foundational investment
that enables the larger vision for Broadway Street. As a major thoroughfare,
its upgrade is critical to regional connectivity, public safety, and utility
infrastructure. The reconstruction effort will also provide an opportunity to
modernize sidewalks, lighting, and drainage while accommodating future
utility needs. Walnut Street will transform to support increasing traffic
demands while ensuring a safe and inviting pedestrian experience. This
critical corridor will be redesigned to balance efficient vehicular movement
with enhanced walkability, providing seamless connections between Old
Town and surrounding areas. Integrating modern roadway standards with
pedestrian-focused improvements will position Walnut Street be a key
link in the broader mobility network, fostering accessibility, safety, and
economic growth.
PHASE 1 KEY IMPROVEMENTS:
• Expansion to Five Lanes: The two-lane roadway will be widened
to five lanes with a dedicated center turn median to improve
vehicular capacity and reduce congestion
• Full Reconstruction to TxDOT Standards: Walnut Street will be
reconstructed to meet TxDOT specifications, ensuring durability
and safety
• Enhanced Pedestrian Infrastructure: Six-foot sidewalks on both
sides of the roadway will improve walkability and connectivity
• Elevated Lighting: Improved lighting design enhances safety and
contributes to a well-lit, welcoming corridor
• Access Management & Intersection Upgrades: Integrate access
management and updated intersections to improve traffic flow
Phasing & Sequencing
The costs for this project are planning costs based
on similar TxDOT projects completed in 2024,
with unknowns that require further investigation.
Beginning with a Preliminary Engineering Analysis,
the City will first partner with TxDOT to determine
the next steps in transitioning Walnut Street into a
TxDOT roadway (FM 518) and Broadway Street into a
City of Pearland roadway. The scope of work should
investigate the existing underground utilities, perform
a ROW analysis to determine if land acquisitions are
necessary, complete a drainage capacity model, and
determine how much the roadway should be lowered
for turning movements, drainage, intersection
geometry, and multimodal mobility along the
corridor. Next, is for the City to meet with H-GAC to
explore Federal, State, and local funding sources.
Walnut Street Becomes TxDOT Roadway
• Opinion of Probable Total Cost:
$60 Million
Design and construction for underground
storm sewer with curb and gutter, street
lights, and landscaping
• Opinion of Probable Cost to
Bury Overhead Utilities (Optional):
$20 Million
• Opinion of Probable Cost to
Replace Transite Waterline:
$2 Million
Preliminary Engineering Report (PER)
• Opinion of Probable Cost: $2 Million
Property Impact Analysis
The proposed widening of Walnut Street from a two-lane
roadway to a five-lane section with a continuous center-turn
median represents a significant infrastructure investment and
a critical step toward regional connectivity improvements. This
expansion is necessary not only to improve mobility and safety
along the corridor but also to bring the roadway up to TxDOT
standards, a prerequisite for the potential turnback of FM 518
(Broadway Street) to local control.
To meet minimum TxDOT design and right-of-way requirements,
Walnut Street would require an 85-foot ROW along its entire
length. Preliminary analysis indicates that achieving this standard
would directly affect approximately 15 businesses, with the
majority of impacts occurring west of the BNSF railroad. In this
section, the existing ROW is more constrained, and adjacent
development is generally closer to the roadway edge, amplifying
the potential need for full or partial property acquisition.
It is important to note that the cross section referenced in this
analysis represents the minimum required design standard for
TxDOT compliance. While it provides a foundational basis for
assessing impacts, it does not yet reflect detailed engineering
or site-specific constraints. Until further survey work and a
Preliminary Engineering Report (PER) are completed, additional
property impacts may be identified to accommodate design
features such as drainage infrastructure, sidewalks, utility
relocation, or potential intersection improvements.
The map above, Walnut ROW Impact Analysis, illustrates the conceptual cross section and highlights the potential minimum property
impacts based on current assumptions. As planning and design advance, continued coordination with property owners, detailed
surveying, and ROW refinement will be critical to minimize disruptions while meeting necessary transportation goals.
WALNUT STREET ROW IMPACT ANALYSIS
* Note: The ROW along Walnut Street varies and must be
investigated further before design and construction begin.
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The reconstruction of Broadway Street will be more than just a resurfacing of asphalt—it will be a complete reimagining of the
streetscape and a catalyst for change in Old Town. The reimagined Broadway Street will feature innovative roadway designs
prioritizing pedestrian comfort and safety, with wider sidewalks, green streetscapes, and dedicated spaces for public gatherings.
Enhancements like expanded outdoor seating, public art installations, and a redesigned traffic flow will create a sense of place that
encourages foot traffic and economic activity.
Strategically phased, this initiative will begin with Walnut Street’s reconstruction and proceed with Broadway Street’s revitalization,
transforming the corridor into a vibrant, connected space that fosters unique commerce, welcomes visitors, and builds community
pride. Integrating multimodal transportation options will enhance the district’s connectivity, reoriented Broadway Street to Old Town.
By fostering a human-scale environment that prioritizes accessibility and safety, Broadway Street will not just be a thoroughfare but the
front porch of Old Town, where the future meets the past in a celebration of community.
BROADWAY STREET REALIGNED FOR OLD TOWN
PHASE 2 KEY IMPROVEMENTS:
The following improvements would be done to create a more
accessible and updated pedestrian-focused commercial/
mixed-use corridor with new economic opportunity along the
redesigned street, preserving important community assets and
adding more reasons to frequent Broadway Street in Old Town.
This strategy will include:
• Reconstruction & Infrastructure Upgrades: Complete
reconstruction, curb and gutter systems, and enhanced
drainage to support long-term sustainability with the
Heart of Old Town Raised Intersection as discussed on
the following page
• Locally Designed Roadway: Unlike a TxDOT-managed
road, Broadway Street will be designed to reflect
local city standards, ensuring a scale and character
appropriate for Old Town
• Reduction in Traffic Lanes: The four-lane configuration
will be reduced to two lanes with a center left turn
lane, slowing traffic and enhancing pedestrian safety.
Reducing travel lanes requires traffic modeling to
ensure this recommendation can occur with the
number of vehicles passing through the area
• Landscaped Center Median: A landscaped median
with dedicated turn lanes at key intersections will
provide aesthetic and functional improvements
The City and PEDC should know that this
project will take the longest and require the
most coordination with developers, the Texas
Department of Transportation, H-GAC, and
numerous property and business owners to
implement the intentions of this Big Idea. Still, it
will likely lead to the most investment in the area
and the most significant impact on the residents
within the community to restore the Old Town to
the conditions for which it was intended.
The reconfiguration of Broadway Street will be
a transformative effort to foster a pedestrian-
friendly environment while supporting
multimodal access and sustaining the needs
of local businesses. This initiative will create a
vibrant corridor where people can walk, bike,
and linger comfortably by reducing excessive
vehicular lanes and reallocating space for
public use. It will also catalyze significant
redevelopment along the corridor, energized by
the newly established Old Town corridor.
• On-Street Parking: Striped on-street parking zones
will support businesses and convenient
storefront access
• Buffered Cycle Track: A dedicated and buffered
10-foot cycle track on the north side of
Broadway Street
• Enhanced Greenway & Streetscape: The greenway
adjacent to the roadway will feature decorative
lighting, street furniture, and integrated public art
• Expanded Sidewalks & Public Realm: 10-foot
sidewalks on both sides of the street will provide
ample space for all users, outdoor dining, and
socializing
• Utility Burial (Optional): Overhead utilities will be
relocated underground, improving aesthetics and
reducing visual clutter
Broadway Street Reimagined
• Opinion of Probable Cost:
$50 Million
• Opinion of Probable Cost to
Bury Overhead Utilities (Optional):
$20 Million
LANCASTER BOULEVARD, CALIFORNIA
BROADWAY STREET (2024)
O L D T O W N P E A R L A N D R E V I TA L I Z AT I O N P L A N S E C T I O N 5 | I M P L E M E N TAT I O N2 3 1 2 3 2PHASE 2 | HEART OF OLD TOWN RAISED INTERSECTION Raised Intersection
ASHEVILLE, NORTH CAROLINA
In 2018, Asheville, North Carolina implemented a raised intersection at the heart of its historic downtown, a convergence
point between Broadway, College Street, and the Pack Square cultural district. The goal was to create a safer pedestrian
environment while enhancing the civic identity of a key public space. Outcomes were:
• Pedestrian collisions dropped by 36% in the first year.
• Vehicle speeds decreased by 20%, creating a calmer traffic environment without significant congestion.
• The raised platform became a natural gathering point, hosting events, public art displays, and seasonal
programming.
• Nearby businesses saw a 12% increase in foot traffic, benefits from improved walkability and aesthetics.
Asheville’s success shows that raised intersections can be civic placemaking intervention tools. The raised intersection at
Grand Boulevard and Broadway Street offers the same opportunity: to blend safety, culture, and identity into a powerful
focal point and community landmark.placed planters will provide visual interest and safety without
sacrificing flexibility. Seating, shade, and lighting will support
people lingering—not just passing through.
This intersection becomes more than a crossing. It becomes the
anchor that ties Broadway Street’s economic energy to Grand
Boulevard’s cultural thread. It represents the spirit of Big Idea
4: a vibrant, people-first downtown where the community’s
heartbeat can be felt at the corner of every block.
What Are Raised Intersections?
Raised intersections are a traffic-calming design technique that
elevates the entire intersection to sidewalk level. This subtle
elevation serves a major purpose, it creates a clear visual
and physical cue for drivers to slow down, while signaling to
pedestrians that they have priority in the space.
These intersections improve safety and comfort for those on
foot, in strollers, or using mobility devices by eliminating grade
changes and making crossings more visible. Materials like
textured pavers, decorative concrete, and public art help signal
that this space is meant for people, not just cars.
More than a safety feature, raised intersections are placemaking
tools. They enhance civic identity and create beautiful,
functional gateways at key nodes. In Old Town Pearland, a
raised intersection can turn a crossing into a landmark, a space
that welcomes, connects, and defines community. These
intersections often feature high-visibility materials such as
brick or textured pavers, decorative lighting, and public art to
enhance the identity of the space. While the functional goal is
safety, the broader urban design goal is placemaking, making
intersections feel like civic assets, not just traffic control points.
Blending safety with beauty, raised intersections can anchor a
community’s identity and support economic vitality.
RAISED INTERSECTION EXAMPLES Photo Credit: Miami University
Image Credit: Valley Transportation Authority
AT GRAND BOULEVARD & BROADWAY STREET
At the intersection of Grand Boulevard and Broadway Street
lies a critical junction within Old Town—one that plays an
essential role in ensuring safe, seamless movement through
the district. Rather than transforming this active roadway into a
destination, the opportunity here is to enhance the intersection
as a key connection point within the Grand Boulevard concept
that prioritizes safer access for cyclists and pedestrians.
Improvements should prioritize pedestrian and bicycle safety,
creating a more balanced and equitable space for all modes of
travel while reinforcing the character and accessibility of Old
Town. Integrating traffic-calming measures and placemaking
elements in this area will facilitate movement and create a
sense of arrival and awareness. By enhancing the pedestrian
experience with expanded public spaces, artistic features,
and high-quality streetscapes, the intersection will become a
landmark that embodies the character and energy of Old Town,
reinforcing its role as the district’s physical and cultural crossroad.
• Raised Intersection for Pedestrian Safety: The
raised intersection, utilizing National Association
of City Transportation Officials (NACTO) standards,
slows vehicular speeds and creates a safer pedestrian
environment
• Expanded Pedestrian Zones: Decorative concrete and
enhanced pavement will define expanded pedestrian
areas, reinforcing Old Town’s historic character
• Public Art Displays: Sculptures, murals, and interactive
installations will contribute to a vibrant streetscape
• Enhanced Walkways: Bricked crosswalks offer
aesthetic appeal while reinforcing pedestrian priority
• Decorative Bollards: Strategically placed bollards will
delineate pedestrian spaces and enhance safety
• Street Furniture & Amenities: Benches, planters, and
shaded seating areas will create inviting spaces for
visitors and residents to gather
This transformation is more than just about safety, though
pedestrian visibility, slower vehicle speeds, and defined
crossings are important outcomes. It is about creating a civic
gathering place at the most visible corner of Old Town. A raised
intersection with enhanced pavement, decorative lighting,
and artistic elements will make this space feel intentional,
memorable, and welcoming, while serving as the focal point for
parades, festivals, and daily life alike.
Design details will include signature paving, expanded
pedestrian zones, and artistic treatments that tell the story of
Pearland’s past and future. Decorative bollards and strategically
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Transforming Lancaster Boulevard
LANCASTER, CALIFORNIA
Lancaster, California, located in the Antelope Valley, faced
economic decline and a deteriorating downtown in the early
2000s. Lancaster Boulevard, once a five-lane arterial road, was
dominated by fast-moving traffic, discouraging pedestrian
activity and contributing to a lackluster city center. In response,
the city initiated a comprehensive revitalization project in 2008,
aiming to transform the boulevard into a vibrant, pedestrian-
friendly space.
The City collaborated with the architectural firm Moule &
Polyzoides to redesign a nine-block stretch of Lancaster
Boulevard. The project, completed in 2010 at a cost of $11.5
million, introduced several key features:
• Reduction of traffic lanes from five to two, calming
vehicular speeds.
• Introduction of a central “ramblas,” a tree-lined
promenade inspired by Barcelona’s famous boulevard,
serving as a flexible space for parking and public events.
• Widened sidewalks, enhanced crosswalks, and added
street furniture to encourage pedestrian use.
• Preservation of existing curb locations and intersection
dimensions to expedite construction.
The redesign was completed in just eight months, minimizing
disruption and quickly delivering benefits to the community.
The transformation yielded significant positive results:
• Economic Revitalization: The area attracted over 60 new
businesses, including restaurants, shops, and cultural
venues. Retail sales increased by 57%, and downtown
revenue rose by 119% between 2007 and 2012.
• Job Creation: The project spurred the creation of 802
permanent jobs and 1,100 construction jobs, contributing
to local employment during and after the Great Recession.
• Safety Improvements: Pedestrian-involved collisions
decreased by 78%, and overall motor vehicle collisions
dropped by 38%, enhancing safety for all users.
• Community Engagement: The boulevard became a
hub for community events, such as farmers’ markets
and festivals, drawing tens of thousands of visitors and
fostering a sense of place.
Lancaster’s strategic investment in redesigning its main
thoroughfare demonstrates the profound impact of urban
planning focused on walkability and community engagement.
The success of Lancaster Boulevard serves as a model for
other cities aiming to revitalize their downtown areas through
thoughtful, people-centered design.
Photo Credit: Tamara Leigh Photography.com
Photo Credit: Congress of New Urbanism
Photo Credit: Moule & Polyzoides
Photo Credit: MyAntelopeValley.com
BEFORE
AFTER
BEFORE
AFTER
Economic Impact
The reimagining of Broadway Street represents a strategic
reinvestment with the power to reshape Pearland’s economic
trajectory. Streets that are designed with people in mind don’t just
feel better, they perform better. Walkable, attractive streetscapes
increase foot traffic, stimulate retail demand, and provide fertile
ground for entrepreneurs, artists, and small businesses. As
Broadway Street evolves, the corridor becomes not just a civic
heart but an economic engine.
Creating space for sidewalk cafés, event programming, and
flexible storefront design, the new Broadway Street will serve
as a platform for local commerce and creativity. Residents and
visitors alike will be drawn to an experience-rich environment
that encourages longer stays and higher spending. The return on
investment will be visible in the vibrancy of the street, the buzz
around local businesses, and the confidence of property owners
reinvesting in the area.
The redevelopment will also support long-term economic
resilience. Increased tax revenues from higher property values and
growing sales activity will strengthen the City’s fiscal foundation,
enabling reinvestment in parks, infrastructure, and public services.
Broadway Street’s revitalization is not a cost, it is a catalyst.
The reimagining of Broadway Street will generate powerful
and measurable economic benefits:
• Retail Growth & Business Investment: Streets
that prioritize people over cars drive foot traffic,
which directly supports restaurants, boutiques, and
service-based businesses.
• Increased Property Values: National studies
consistently show a 20 percent to 100 percent
increase in adjacent property values following
walkable street investments.
• Event-Driven Revenue: With new public spaces,
Pearland can host events, festivals, and markets
that attract thousands and activate the local
economy.
• Tax Base Expansion: As more businesses open
and expand along Broadway Street, the city’s
revenue base strengthens.
• Job Creation: Hundreds of construction jobs
during implementation, followed by permanent
jobs in retail, dining, and tourism sectors.
Placemaking Economics: More Than a Pretty Space
Placemaking is more than aesthetic improvement, it is a proven economic development strategy. Investments in quality public
spaces consistently demonstrate measurable returns for communities of all sizes. A 2016 study by the Project for Public Spaces (PPS)
found that placemaking projects can increase nearby property values by five to 20 percent, depending on the scale and quality of
the intervention. These value gains generate higher property tax revenues, incentivize reinvestment, and can help fund ongoing
improvements.
In its research on “The Value of Urban Design,” the Urban Land Institute (ULI) highlights that well-designed, walkable, mixed-use
environments not only attract visitors but also command higher commercial rents and retail sales, sometimes by as much as 20 -30%
over conventional developments. Furthermore, studies from the Brookings Institution and the National Association of Realtors (NAR)
support the claim that places offering strong public life, local identity, and multimodal access consistently outperform car-centric
commercial districts in economic vitality and resilience.
Even small-scale placemaking, such as festivals, pop-up events, and tactical urbanism, has shown return on investment. For example,
the “Power of 10+” model promoted by PPS demonstrates that multiple small investments in a network of places can generate
cumulative social and economic benefits, including business attraction, public health improvements, and enhanced civic pride.
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BIG IDEA 5: SOUTH JUNCTION
Celebrating Culture, Food, and
Community at the Crossroads
Located at the intersection of Houston Street and SH 35/Main
Street, between Broadway Street and Walnut Street, South
Junction is envisioned as Old Town Pearland’s next great
gathering place, an active, energetic destination where food,
entertainment, and public life converge. Situated near one of the
most visible crossroads in the study area, this concept transforms
an underutilized corridor into a locally authentic lifestyle district
anchored by music, movement, and memory.
South Junction is not about big-box anchors or suburban-scale
development. Instead, it focuses on adaptive reuse, intimate
venues, and open-air experiences that invite people to stay,
explore, and connect. Redevelopment of existing structures, like
the former 7 Hues building and the Barrel Building, introduces
a vibrant new rhythm to the neighborhood through live music,
local dining, and immersive outdoor spaces.
Pear Street becomes the heart of the district, reimagined as a
festival street with upgraded paving, lighting, and streetscape
amenities that accommodate public events, pedestrian fairs,
and weekend markets. The pairing of a food truck park with a
new neighborhood pocket park directly across the street offers a
simple but powerful combination: great food and a great place
to enjoy it. Together, these improvements signal a new identity
for the southern edge of Old Town, authentic, walkable, and
unapologetically Pearland.
South Junction is not only a placemaking project, it is a cultural
statement. It invites people to linger, explore, and return.
With minimal public investment and maximum opportunity for
private-sector creativity, South Junction has all the ingredients to
become Pearland’s most energetic neighborhood destination.
Development Framework
The development program for South Junction is designed to
blend small-scale commercial vitality with community-centric
public space. It is about cultivating a lifestyle destination
that serves both local residents and regional visitors. This
development strategy prioritizes adaptability, community access,
and the creation of spaces that support local business and
cultural programming year-round.
PROPOSED DEVELOPMENT PROGRAM
• Stage & Lawn: A programmable outdoor gathering
space for live performances and community events.
• Restaurant Venue with Stage & Lawn:
Redevelopment and adaptive reuse of existing
buildings into dining and entertainment spaces with
outdoor seating and live music
• Game Yard: An informal space for interactive games
and social activities
• Food Truck Park: A lively space off Pear Street
featuring food trucks in a casual dining hub with
flexible seating, lighting, and shade elements
• Neighborhood Pocket Park: A small, welcoming
green space that anchors the food truck area and
provides passive recreation for nearby residents
• Enhanced Paving Festival Street (Pear Street):
Upgraded streetscaping and pedestrian-friendly
features to support small-scale neighborhood
festivals and public events
• Entertainment Venue with Outdoor Experience:
A small-scale, immersive entertainment concept that
adds vibrancy without overpowering the study area
Game Yard
Food Truck
Park
Redevelop to
Restaurant or
Entertainment Venue
with Stage & Lawn
LawnLawn
Stage
Neighborhood
Pocket Park
New
Entertainment
Venue with
Large Outdoor
Experience
Enhanced Paving
Festival Street
Enhanced Paving
Festival Street
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Infrastructure & Utility Improvements
Unlike other focus areas, South Junction does not require
significant public infrastructure investment to achieve its goals.
Instead, the focus is on leveraging existing assets and low-cost
enhancements to streets, plazas, and building frontages.
PUBLIC IMPROVEMENTS (MINIMAL)
• Festival Street Enhancements: Upgrades to Pear
Street, including paving, bollards, lighting, and signage
to accommodate events and ensure safety (similar to Big
Idea 2: The Grand Link).
• Pocket Park Development: Small-scale public
investment in green space directly adjacent to private
dining and event spaces.
PRIVATE IMPROVEMENTS
• Building Renovations: Redevelopment and adaptive
reuse of key structures, including interior upgrades,
façade improvements, and accessibility compliance.
• Outdoor Entertainment Infrastructure: Installation
of stages, lawn space, and lighting systems to support
flexible event programming.
• Food Truck & Game Yard Infrastructure: Site-level
improvements such as utilities, surface treatments,
shade structures, and waste management.
The South Junction concept exemplifies a light-touch, high-
impact revitalization strategy, where private investment leads
the way and public enhancements are strategic, minimal, and
catalytic. The City may choose to support minor improvements
through façade grants or festival infrastructure funds but is not
expected to play a major role in funding backbone infrastructure.
Development Impact
South Junction is poised to become a catalytic destination for
Old Town, showcasing the power of small-scale reinvestment
and placemaking to drive outsized fiscal and community returns.
The area’s transformation begins with the adaptive reuse of
the former 7 Hues and Barrel Building, currently underutilized
property, that today generates $42,434 in total annual tax
revenue (Table 6, South Junction Property Tax Generation
Analysis). While modest today, this site is at the heart of a
broader vision to breathe new life into Old Town through
experiential, community-oriented development.
With the proposed concept to redevelop the site into a brewery
and restaurant hub encompassing more than 24,300 square
feet, South Junction could project to generate over $9.72
million in annual taxable sales, which would result in $97,200 in
city sales tax revenue and $48,600 in PEDC sales tax revenue
(Table 7, South Junction Sales Tax Generation Analysis).
This increase illustrates how thoughtful programming and
place-based design can convert dormant assets into economic
engines, attracting both local residents and regional visitors.
Beyond its fiscal return, the South Junction vision is about
creating a dynamic environment that bridges Old Town’s historic
roots with its evolving identity as a creative and social hub. With
a curated mix of culinary, cultural, and entertainment offerings,
the area will be active day and night, bringing energy and foot
traffic to surrounding blocks. This increased vitality is anticipated
to fuel private reinvestment in adjacent properties, unlocking
further value throughout the district.
PUBLIC V. PRIVATE INVESTMENTS
TABLE 7, SOUTH JUNCTION SALES TAX GENERATION ANALYSIS
LAND USE SQ. FT.%TAXABLE
BUSINESS
TAXABLE SALES /
SQ. FT.
ANNUAL
SALES
ANNUAL CITY
SALES TAX
ANNUAL PEDC
SALES TAX
Restaurant /
Brewery 24,300 100%$400 $9,720,000 $97,200 $48,600
Food Trucks -100%----
TABLE 6, SOUTH JUNCTION PROPERTY TAX GENERATION ANALYSIS
LAND USE SQ. FT.RESIDENTIAL
UNITS AV/SQ. FT AV/UNIT TOTAL AV PROPERTY
TAX RATE
ANNUAL
TOTAL TAX
7 Hues [Former]12,800 $275 $3,520,000 0.635000 $22,352
Barrel Building 11,500 $275 $3,162,500 0.635000 $20,082
TOTAL 24,300 $6,682,500 $42,434
*7 Hues and Barrel Building parcels only.
TABLE 8, SOUTH JUNCTION PROPERTY VALUE ANALYSIS
PARCELS TAXABLE
ASSESSED VALUE
MARKET
VALUE
APPRAISED VALUE
(IMPROVEMENT + LAND)
IMPROVEMENT
VALUE
LAND
VALUE
Big Idea 5 (No HS
Exempt Parcels)$11,038,203 $11,101,703 $10,943,853 $8,046,373 $2,897,480
ONLY HS Exempt
Parcels $93,410 $102,660 $103,210 $35,710 $67,500
Big Idea 5 (All)$11,131,613 $11,204,363 $11,047,063 $8,082,083 $2,964,980
All Big Idea 5 Parcels - Specific Private Redevelopment Sites
237006 $130,200 $103,200 $102,900 $5,400 $97,500
237008 $177,980 $177,980 $177,980 $135,790 $42,190
237012 $508,050 $508,050 $455,010 $319,870 $135,140
237083 $170,000 $170,000 $165,000 $85,610 $79,390
237086 $801,640 $801,640 $797,930 $407,930 $390,000
675940 $97,510 $97,510 $97,510 $0 $97,510
TOTAL $954,600
Photo Credit: Eddie Moore/Albuquerque Journal
The total appraised property value within South Junction is currently estimated at $11.05 million, including $8.08 million in
improvement value (Table 8, South Junction Property Value Analysis). As the district matures and the vision takes shape, these
values are expected to rise in tandem with renewed interest from developers, entrepreneurs, and small businesses. In short, South
Junction is more than a redevelopment, it is a statement of what Old Town can become when local character, economic opportunity,
and strategic public-private investment intersect.
Public Investments
Public-Private Investments
Private Investments
Source: Community Development Strategies (CDS)
Source: Community Development Strategies (CDS)
Source: Community Development Strategies (CDS)
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