R2007-050 2007-03-26
RESOLUTION NO. R2007 -50
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PEARLAND, TEXAS, APPROVING THE FINAL REPORT OF THE
CITY'S 2007 ANNUAL STRATEGIC PLANNING RETREAT.
WHEREAS, the City Council realizes the necessity of identifying primary goals
and priorities to ensure the constant pursuit of improving the quality of life for the
citizens of Pearland; and
WHEREAS, the City Council held a workshop with City staff on February 24,
2007, at which time specific goals and objectives for the City's future were identified;
now, therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That the City Council hereby approves the 2007 Planning Retreat
Final Report attached hereto as Exhibit "A",
PASSED, APPROVED, AND ADOPTED this 26th day of March, A.D., 2007.
-~~~
TOM REID
MAYOR
ATTEST:
APPROVED AS TO FORM:
(.(J~ ~
DARRIN M. COKER
CITY ATTORNEY
EXHIBIT
A
CITY OF PEARLAND
STRATEGIC PLANNING RETREAT - 2007
FINAL REPORT
Introduction
The Pearland City Council and executive staff met on Saturday, February 24/
2007/ at the Westside Events Center, to create a strategic plan for the period 2007-
12. The retreat was facilitated by Jim Kunde and David Tees from the University
of Texas at Arlington. The facilitators were invited back after facilitating similar
retreats in Pearland during previous years. The one-day retreat began with
breakfast around 8:00 a.m. The mayor, all council members, the city manager and
a few key city staff members, a former city council member and one citizen
attended the session which was opened with a description of the planned
program and brief introductions
The Environmental Scan
Preparations for the retreat had begun over a week in advance with 20-30-
minute telephone interviews with the mayor, each council member and selected
key staff members. The information gathered during these interviews was
summarized by the facilitators, and the summary statements were displayed on
large sheets of chart paper for review by retreat participants. The summarized
data, reviewed point by point by the facilitators at the start of the retreat,
provided participants with an "environmental scan" of conditions in Pearland
today as they are seen by the interviewees. A summary of the summarized
interview results is shown in Appendix A.
Visioning
After reviewing the interview summaries, retreat participants were asked to
develop statements describing what Pearland could look like by the year 2012
assuming "reasonable luck, hard work and no miracles." There were 32 items
identified. They range from "Pearland' s role as a regional leader" to "citizens
recognizing the value they receive from the city for their tax dollars.// The intent
was not to write a narrative. Rather it was to develop elements for a polished
vision statement to be crafted by a smaller group at a later date. The 32 items
identified are shown in Appendix B.
Strategies and Action Steps
When the vision elements were discussed thoroughly, retreat participants
were asked to develop strategies. A strategy has been defined as a "means
devised to achieve an end." In \this case, participants were asked to draw up a list
of ideas (strategies) which they believed would be effective for realizing elements
of the 2012 vision for Pearland. To do this, the facilitators guided participants
through a process known as the "Nominal Group Technique" or NGT. Seventeen
separate strategies emerged from the NGT process. With the seventeen strategies
in place, colored dots, each color assigned a number value, were used by
participants to rank the strategies according to their importance for the
attainment of Pearland' s 2012 vision.
It was agreed that all strategies proposed by retreat participants would be
included in the retreat report. However, it was also agreed that principal retreat
attention would be given to strategies given the highest ranking by retreat
participants and to the actions believed necessary to start work on these
strategies. Of the seventeen strategies, two with especially high ratings (first-tier
strategies) and three ranking next highest (second-tier strategies) were selected
for detailed action planning. Initial action responsibilities and target dates were
specified for each of these strategies to encourage quick responses. Retreat
participants acknowledged that, as events change and new challenges arise,
some of the lower ranked strategies might be revisited and possibly assigned
higher priority for attention as the year progresses.
First-Tier Strategies for 2007
Strategy 1
Develop a master plan for the city with more detail than the city' s
comprehensive plan that identifies the best use of remaining land and the most
critical development needs.
Action Steps for Strategy 1
· Prepare a plan to plan. Action: Assigned to assistant city manager Nick
Finan. The plan is to be completed by April1S, 2007.
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. Develop a "here's where we are" assessment of current land use and an
inventory of available land inside the city limits and in the ETJ.
. Identify appropriate individuals to comprise a master plan technical team
made up of utility and school district representatives, city employees, etc.
· Collect information on priority land use needs from other community
stakeholders including utilities, schools, etc.
· Obtain input from the PEDC and the Planning & Zoning Commission.
. Organize a cross-functional, planning team to develop the master plan
and a critical land inventory.
· Develop political support for the plan.
· Adopt the plan and circulate it in the community.
Strategy 2
Set the example for an increasingly sustainable community by setting standards
and encouraging high performance" green" building design, resource
conservation, reuse and recycling and other sound environmental initiatives.
Action Steps for Strategy 2
· Investigate the practices of other cities in developing and applying
"green" building standards. Action: Assigned to city manager Bill Eisen.
A report on the practices of other cities is to be complete and submitted
for review by May I, 2007.
· Prepare a "green" policy statement for council consideration that includes
recycling, reuse, water/energy conservation. Action: Assigned to city
manager Bill Eisen. A draft policy statement is to be ready for city council
review by May I, 2007.
· Educate city officials, developers and citizens on "green" building
standards and practices.
· Adopt appropriate" green" codes and a package of "go green" incentives.
· Apply" green" standards to the design and construction of new city
buildings.
Second-Tier Strategies for 2007
Strategy 3
Take the lead in bringing together key representatives of federal, state, regional
and local agencies (bi-monthly or as needed) to discuss ways to move ahead with
projects in which these agencies have a mutual interest, e.g., Clear Creek project.
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Action Steps for Strategy 3
. Identify agency representatives and establish an agenda for the first meeting.
Action: Assigned to city manager Bill Eisen. A sample agenda is to be
presented for city council consideration by April 15, 2007.
· Make contact with agency representatives and ask for their participation.
· Hold an initial meeting and agree on the frequency of future meetings.
Strategy 4
Get Pearland "ahead of the curve" on regional law enforcement including the
delivery and joint financing of emergency services.
Action Steps for Strategy 4
· Identify the regional law enforcement issues and future annexation
implications involved in cross-jurisdictional (school district, HGAC,
MUDs, etc.) law enforcement and emergency management. Action:
Assigned to Police Chief J.e. Doyle. Report to be submitted for city
council review by May I, 2007.
· Develop and implement a plan for getting citizen input on the cross-
jurisdictional law enforcement and emergency management issues that
affect them.
· Use the citizen input to inform inter-jurisdictional dialog meetings.
· Clarify the funding responsibilities of regional partners.
· Make clear to citizens the city's priority commitment to public safety.
Strategy 5
Collaborate with the school district, PEDC and the Chamber of Commerce in a
media campaign to promote Pearland's strategic priorities.
Action Step for Strategy 5
· Develop a campaign proposal. Action: Assigned to PEDC executive
director Fred Welch to develop and present a campaign proposal to the
city council by May I, 2007.
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Third-Tier Strategies for 20071
Strategy 6
Develop a city marketing approach, coordinated with developers, to emphasize
Pearland's assets and priorities.
Strategy 7
Move forward with the University of Houston site plan and get started with
building construction.
Strategy 8
Continue discussions with Missouri City on building a joint water treatment
plant.
Strategy 9
Communicate more effectively with existing HOAs and civic clubs to develop
strong resident support and accountability.
Strategy 10
Revitalize and help to develop new HOAs.
Strategy 11
Tweak Pearland's image as a destination city to accent the importance of
attracting large employers.
Strategy 12
Develop a park-and-ride facility, in the Silver Lake area, for example, with
Pearland paying only its "fair share" of the cost for the facility.
Strategy 13
Work out a van pool program for the transport of persons who require health
and medical care to and from the Medical Center.
Strategy 14
Review the Pearland 2020 Plan and consider beginning a new community
vIsIomng process.
1 The order in which the 11 third-tier strategies are presented is not meant to suggest any
particular order of importance assigned to them by retreat participants.
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Strategy 15
Work with TXDOT to develop new entryway signage.
Strategy 16
Schedule joint planning workshops with the PEDe.
Strategy 17
Develop programming on Channel 16 for more passive dissemination of
information.
These strategies and related actions steps are meant to be incorporated into
the work programs of the city's governing body and operating units. Action to
implement these strategies is intended to guide the coordinated efforts of the city
council and the staff as they progress toward the Pearland vision for 2012.
It is believed that the city council and staff will keep these strategies and
related actions on clear display throughout the city facilities and update them as
progress is made. The city council and staff members worked together in a
sustained and open dialogue to create these plans. The value of the plans to the
city's future depends on a continued effort by the council and staff to "stay the
course" and to encourage and welcome citizen opinions and concerns as the
work proceeds.
Retreat Observations
This is the third time we have been asked to facilitate a strategic planning
retreat in Pearland. That being the case, a few observations about this year's
experience compared with the preceding two years are in order.
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This year, we see a strong shift toward planning techniques and
relationship building versus the prior year's focus on specific projects.
Participants are even more comfortable with each other now than in past
years-council members with one another and with the staff.
There is a sense of confidence that what has to be done will get done, even
when results will require the active commitment of other community
groups and both governmental and non-governmental organizations in
the region.
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We also have some impressions about Pearland in transition. While there
may continue to be a wistful longing for the small town many were searching for
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when they came to Pearland, the inevitability of growth is compelling the city to
think bigger and assume a regional leadership role. Pearland must depend on
cross-jurisdictional leverage to get big things underway and completed, e.g., the
Clear Creek project and Spectrum. But there appears to be growing realization
that the city has the power to provide the leverage needed to make these things
happen. And there seems to be a growing certainty that big undertakings like the
Pearland University of Houston campus and medical facilities will happen - the
focus now is how, when and where.
It was clear from retreat discussions that Pearland suffers from inadequate
news coverage to support its marketing efforts. TV coverage is Houston-based,
and the few Pearland news stories that reach the evening news are sensational
crimes, fires and traffic accidents. The Houston Chronicle is widely read in
Pearl and, but coverage of Pearland news is scant. A positive sign on the horizon
is a trend in newspaper coverage away from national and international news and
toward local coverage. Many newspapers are experimenting with "niche"
publications or special sections devoted to local news stories about happenings
in suburban communities within their coverage areas. A good example is a daily
section of the Fort Worth Star Telegram on Arlington news. There is reason to
believe that a similar trend in the Houston area will benefit Pearland residents in
the years ahead.
As the city council and staff move ahead to act on priority strategies for 2007,
we urge you to consider these words of wisdom from author Joel Barker:
"Vision without action is merely
a dream.
Action without vision just passes
the time.
Vision with action can change the
world."
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Appendix A: Interview Summaries2
1. Question: What is going well in Pearland? What are the city's greatest strengths?
.
Growing in population and in work force (5)
Spectrum
Retail (2)
Diverse workforce
Location
Increase in commercial development
Getting to be a diverse city economically
Good overall services
Politics going well-diverse council members working well together (1)
Excellent staff/improved (2)
A positive atmosphere
Projects from last bond election
Codes improved and updated
Positive relationship between city hall and citizenry
Projects moving
Emerging as regional commercial center
Drawing retail shoppers to Pearland
Possible regional soccer team location
People satisfied we are keeping up with growth
Have kept tax rate to manageable levels
Drainage District Four proactive and School Board (1)
Quality of development (1)
New businesses following city codes
Good partnership with chamber and neighboring cities
People happy with infrastructure improvements
New bond package
Getting community more unified, east to west
Getting easier to drive across town
Parks and recreation activities get people out
288 developments get Houstonians to shop Pearland
Tax reduction this year
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2 The number in parenthesis following an idea in this list is meant to indicate the number of
repeats of that idea by interviewees.
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2. Question: What is not going well? What are the city's biggest problems?
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Internal communications-getting all on the same page (1)
Overcrowding of staff space
Managing all the projects takes a lot of effort
Not following comprehensive plan as well as we should
Density can be a problem
At a point where much depends on each decision
Have a lot of needs to meet
Drainage, traffic and water needs (2)
Infrastructure way behind
Flooding will always be a threat (1)
Roads, really bad congestion (1)
City bureaucracy has grown - will diminish our competitive position
A lot of our workforce doesn't live here
Demands for infrastructure
Spectrum still doesn't have all infrastructure
East/west divide continues
People believe taxes too high, especially Shadow Creek Ranch
Working with Corps of Engineers on Clear Lake drainage/flood control
Inadequate strategies for managing growth
Older buildings no longer in compliance with codes
Numerous traffic arterials criss-crossing through town
Growth rate of 15,000 people per year
Inadequate game plan for water resource management and quality control
Unsatisfactory cost control in managing capital investments
Insufficient staffing of police force
Economic development track record poor in relation to size of investment
Residential development using up all available land
Huge capital cost to support residential development
Less activity in Spectrum than had hoped
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3. Question: What opportunities do you see that you think Pearland should take
advantage of?
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Creating an office/professional environment
Business retention
Houston soccer stadium (TV contracts) (1)
Fitting our niche into state's priorities
Capturing the growth's momentum - May bond election
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Become more of a self sufficient city - hospital, college campus
Being a leader in Houston metro area
Developing more influence at county level (1)
State level lobbying to get more assistance
Location - attractive place (1)
Developing a good tax base
Retail industrial balance
Green buildings
Public transportation
Positive relationship with citizenry-follow-up-especially parks, drainage
and streets
Road improvements to open up more economic development
Lots of vacant land for productive uses
Adding MUDs-sizeable tax base increase
Probably missing economic development opportunities
Tone set for more environmentally friendly policies and procedures
Moving up on infrastructure curve without burdening future taxpayers
University of Houston campus coming to Pearland (1)
Bass Pro Shop and Lifestyle Center
Largest HEB in Gulf Coast region
Five new hotels in the works
Pass through funding for highway construction
Light rail possibility down 288
Dynamo opportunity is fantastic
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4. Question: What barriers would have to be dealt with to take advantage of these
opportunities?
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Ability to get projects underway quickly
Getting out publicity
288 crowding
Have to be involved with other governments early
Industrial development lagging behind retail
State legislators making limitations
Communicating effectively with the community (1)
Bedroom community-type involvement
Ability to put together the right kind of campaign to be noticed in Houston
area
Water becoming a real serious issue
Enough money to pay for the "wants" of many community groups
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. Getting community support to pay the price for growth
. Differing views about how hotel occupancy tax can be used
· Economy uncertain - could turn on us (1)
. Citizen perception that taxes exceed comfort levels (1)
. Some government relationships not as strong as before (1)
· Limited capacity to issue debt
· No big tracks of land left for development
· High cost of infrastructure
5. Question: If you could get one thing accomplished, but only one thing, what would it
be?
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Getting a solid business marketing plan for the Spectrum
Work with the East (SE) corner of town
Passage of May bond election (3)
Get caught up in fire stations
Environmental awareness
Conquer the drainage problem (1)
288 improvements with HOV lane
Improve long-term stability of public safety forces
Development started in Spectrum
Soccer stadium
Performing arts center
Complete infrastructure master plan
Outside artwork
Professional office space so residents can also work in Pearland
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6. Question: Is there anything we haven't covered that I should know?
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Future water needs have to be addressed (1)
Continue working on the big picture-be more visionary
Commuter rail needed
Attention needed for area around high school-old central area-needs
infrastructure first
Focus on collaboration with neighbor cities
Still have 25,000 population mentality; need a 125,000 population mentality
Guide development away from strip centers and toward business
parks/old central area
HOAs more active in managing their infrastructure challenges
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Appendix B: Vision 2012
· Media plan is aligned with city strategies for promoting the city.
· Pearland is known as a destination city with attractive options for work,
education, health care, shopping and entertainment.
· There are ample employment opportunities in targeted industries.
· Pearland has adopted high quality-of-life standards to assure the best
possible development of remaining tracks of land.
· The education centerpiece and opportunity has been completed and is
aligned with other education entities.
· Plan for our future city-events-Green!!-Continue to jump start
Spectrum
· There is increasing promise for development of a regional transportation
system tied into Houston.
· Pearland is a key player in the economic and political unification of the
regIon.
· The last bond program is 80% complete and another one is being planned.
· City services are greatly expanded including a water treatment plant and
feasible plans for securing future water resources.
· Citizens and local businesses understand the value they are receiving
from the taxes they are paying.
· The city's combined full-time/volunteer fire department is a regional
leader in fire service and the deployment of fire stations throughout its
serVIce area.
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The city has adopted a commuter rail strategy.
Pearland has become a leading policy shaper for Brazoria County.
Plans for growth along Highway 288 have been developed in coordination
with neighboring cities and other stakeholders.
Pearland works diligently with surrounding communities to coordinate
area-wide development planning.
Water rights have been secured for future years, and the planning being
done by utility suppliers is consistent with established city priorities.
It's water conservation practices have made Pearland a regional leader in
water retention and in public education about water conservation.
Land for locating future public facilities has been identified and secured
for development when the time comes.
Residents in all areas of the city identify Pearland as home.
Several key MUD annexations have been completed.
Tied down utility services and costs.
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Commercial interests see Pearland as a desirable place to do business;
three new companies have moved to Pearland, each with an employee
count that exceeds the number employed by the city of Pearland.
Pearland enjoys a comprehensive emergency service dispatch system.
Nature development is taking place through the Southwest
Environmental Center.
Redevelopment of the Old Town site is underway.
Pearland is known as the safest community in the region with respect to
its low risk to persons from criminal activity and damage or loss of
property.
Pearl and is now a self-contained, "full service" city.
Progress is being made to offer Pearland residents direct access to theater,
music, galleries and other fine arts sources without leaving the city.
HaAs and MUDs are accepting increased accountability for maintaining
the infrastructure within their jurisdictions.
Pearland has become a leader in pioneering reuse and recycling.
Citizen involvement at an AAC competitive level.
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