The URL can be used to link to this page

R-2015-217 2015-11-23RESOLUTION NO. R2015-217 A Resolution of the City Council of the City of Pearland, Texas, approving an update of the Parks and Recreation Master Plan. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That City Council hereby adopts the updated Parks and Recreation Master Plan, a copy of which is attached hereto as Exhibit "A" and made a part hereof for all purposes. PASSED, APPROVED and ADOPTED this the 23rd day of November, A.D., 2015. ATTEST: MARIA E. RODRIGUEZ DEPUTY CITY SECRETAR APPROVED AS TO FORM: DARRIN M. COKER CITY ATTORNEY TOM REID MAYOR • Resolution No. R2015-217 Exhibit "A" Parks and Recreation Master Plan September 2015 A CAPRA Accredited Agency List of Tables Table 1: Pearland Census Demographics - 2000, 2010, 2011, 2013 12 Table 2: Pearland Age and Gender Demographics Comparison — 2000 to 2013 12 Table 3: Houston MSA Largest Cities 13 Table 4: Houston MSA Large City Growth Comparison 14 Table 5: FY 2014 Program Categories with Participation, Expenses, and Revenues 57 Table 6: Inventory Summary Table 71 Table 7. Level of Service Summary Table 97 Table 8. GRASP° Comparative Data 109 Table 9: Capacities LOS for Community Components 113 Table 10. GRASP° Community Component Index 116 List of Figures Figure 1: Demographic Highlights 11 Figure 2: Median Age 2000 and 2012 13 Figure 3: Housing Unit Occupancy 2013 14 Figure 4: Pearland Population Growth 2000-2010 15 Figure 5: Population and Household Projections 15 Figure 6: Mean Household Income 16 Figure 7: Percentage of Households by Income Group — Pearland vs. Houston MSA 16 Figure 8: Pearland Median Household Income 2012 17 Figure 9 Pearland Educational Attainment 17 Figure 10: Length of Residency in Pearland 32 Figure 11: Pearland Survey Quadrant Divisions 42 Figure 12: Household Needs for Programs, Activities, and Special Events 59 Figure 13: Programs, Activities, and Special Events — Top Three Priorities Combined 60 Figure 14: Program and Facility Fees - Invitation Sample vs. Open Link 62 Figure 15. GRASP° Catchment and Scoring Example 74 Figure 16. GRASP° Scoring Calculation 74 Figure 17: Heat Map Sample 75 Figure 18: Threshold Map Sample 75 Figure 19: Survey Response — Household Communication Tools 123 Figure 20: Survey Response — Bond Referendum 124 Figure 21: Tax Use and Revenue Enhancement Strategic Direction 125 Figure 22: Priorities for Future Programs 128 Figure 23: Future Priorities for Facilities 129 ii City of Pearland, Texas Table of Contents I. Executive Summary 1 Purpose of this Plan 1 Related Planning Efforts and Integration 1 Planning Process Summary 1 Key Issues Summary 1 Recommendation Goals and Objectives 4 II. Introduction of the Planning Context 5 A. Purpose of this Plan 5 B. History of Pearland Parks and Recreation Department 5 C. Pearland Strategic Framework 6 D. Parks and Recreation Department Overview 7 E. Related Planning Efforts and Integration 8 F. Methodology of this Planning Process 8 Ill.What We Want—.Our Community and Identified Needs 11 A.The City of Pearland Population and Demographic Trends 11 B. City:of Pearland Demographic Profile 11 C. Park and Recreation Influencing Trends 18 D. Community and Stakeholder Input 31 E. Random Invitation Community Survey Summary 41 F. Open Link Community Survey Summary 47 G. Organizational Analysis 50 H. Recreation Programming Analysis 55 IV.What We Have Now—Inventory and Level of Service Analysis 63 A. Inventory and Assessment 63 B. GRASP®Methodology 67 C. Level of Service Analysis 73 D. GRASP®Analysis 76 E. Findings 117 V. Great Things to Come— Recommendations and Action Plans 121 A. Recommendations 121 B. Recommendations with Actionable Planning, Cost Estimates and Prioritization 145 Appendix A-Pearland Economic and Demographic Profile 153 Appendix B—GRASP®History and Methodology 195 Appendix C—Sample Partnership Policy 201 Appendix D—Sample Sponsorship Policy 221 Parks and Recreation Master Plan Acknowledgements Mayor and City Council Tom Reid, Mayor_ Tony Carbone, Councilmember, Mayor Pro Tern Derrek Reed, Councilmember-Position.2 Gary Moore, Councilmember-Position 3 Keith Ordeneaux, Councilmember-Position 4 Greg Hill, Councilmember-Position 5 Administration Clay Pearson, City Manager Jon Branson, Deputy City Manager Trent Epperson, Assistant City Manager Park, Recreation and Beautification Board Michael Wilson Charles 'Buck' Stevens Bethany Earl Cheryl Weaver Ted Mittica Marjorie Wilcoxson Parks and Recreation Staff Chris Orlea, PhD, Director Carry Capers, CFEE, Assistant Director Glenn Gross, Parks Superintendent Mark Houseman, Recreation Superintendent Tyler Froberg, Urban Forester Consultant Team GreenPlay, LLC Design Concepts RRC Associates For more information about this document, contact GreenPlay, LLC At:1021 E. South Boulder Road, Suite N,Louisville, Colorado 80027, Telephone:303-439-8369 Toll Free:866-849-9959 Email:info c(ilgreenplavIlc.com www.greenolavllc.com Parks and Recreation Master Plan iii THIS PAGE INTENTIONALLY LEFT BLANK I. Executive Summary Purpose of this Plan The Pearland Parks and Recreation Master Plan is intended to help meet the needs of current and:future residents by positioning Pearland to build on the community's parks and recreation assets and identify new opportunities. The citizen-driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks and recreation services and facilities. Related Planning Efforts and i tegration The City of Pearland has undertaken several planning efforts in recent years that have helped inform the planning process for this Plan. These documents include: • City of Pearland Trails Master Plan, 2007 • City of Pearland Comprehensive Plan •: PEDC Strategic Plan • Safe Routes to School Plan These documents were reviewed by the consultant team and have been endorsed and integrated into the recommendations of the Parks and Recreation master Plan where applicable with no conflicts within:any of these existing planning efforts. Planning:Process Summary This project has been guided by a project team made up of city staff, with input from the Parks, Recreation, and Beautification Board:. This team provided input to the GreenPlay consulting team throughout the planning process. This collaborative effort creates a plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community members can provide. The project consisted of the following tasks: • Community Engagement • Facility Inventory • GRASP® Level of Service Analysis • Needs Assessment • Operational and Marketing Analysis • : Prioritized Recommendation Goals, Objectives and Actions for.Strategic Implementation Key issues Summary Several general findings were revealed by the City of Pearland GRASP®Analysis. These may be summarized as follows: Organizational: • Improve marketing and communication of activities • Ensure social equity • Update the Park Dedication Ordinance • Promote public health • Include successful Parks and Recreation industry trends in future offerings Parks and Recreation Master Plan 1 Financial: • Utilize bond referendum for facility improvements • Utilize equitable user fees • Pursue grant opportunities • Increase local partnerships • Increase sponsorships Programs and Service Delivery: • Increase programming for families • Increase fitness and wellness programming • Increase non-sports programming for youth • Increase programming for teens • Increase programming for seniors • Increase intergenerational programming for teens and seniors • Increase adult programming during non-working hours • Increase programming for special needs • Increase number of neighborhood and cultural special events Existing Facilities: • Maintain and improve existing facilities and amenities including upgrades to outdated amenities that do not function well especially in areas of low current service • Continue to improve level of service especially at"Neighborhood" Parks through upgrades or additional components • Increase beautification of public spaces • Improve availability of shade near park amenities • Increase ADA accessibility at all facilities • Add/improve security lighting at many park amenities • Work with neighborhoods to create an individual identity for each neighborhood park • Work with alternative providers to increase level of service in areas Pearland doesn't have neighborhood parks but level of service is low Additional or Future Parks and Amenities • Consider programming needs where adding or upgrading components at existing parks • Expand trails and connectivity • Become a Community Park oriented agency with destination parks and amenities • Monitor sports field demands and needs • Improve recreational connectivity through neighborhood trail connections and park "spurs" • When considering new"Community" Parks look to no service and low service areas as priorities for the development or acquisition of future park land When it comes to neighborhood access to park and recreation,Pearland offers: ❑ A wide variety of well distributed recreational opportunities. ❑ An overall high level of service if accessed by an automobile. ❑ A majority of its level of service in large"Community Parks." ❑ A high number of components and average score per site when compared to some other communities. ❑ Some large "pockets" of high level of service. 2 City of Pearland, Texas When it comes to walkable level of service: ❑ "Neighborhood Parks" don't often score high enough to meet the "threshold" or lack trail access, often needed for a park to reach the threshold mark. ❑ Several of Pearland's "Neighborhood" Parks do not offer enough quality components. ❑ Alternative providers are an important supplement to Pearland's "Neighborhood" level of service. • There is heavy reliance on alternative providers at a walkable neighborhood level of service in many areas. ❑ The quality of parks provided by alternative providers varies greatly across the system. U Demographic analysis shows good distribution of parks where people live, with over 75 percent of 0-19 age group having walkable access to some recreation service. ❑ There is a need to identify and collect inventory data on the remaining alternative provider parks/facilities. When it comes to"Community" Parks or "Community Based" Facilities: q The current distribution is approximately a two mile radius. ❑ Offerings at Shadow Creek Ranch Sports Complex and Hickory Slough Sportsplex are primarily limited to the sports community and may lack other, non-athletic facilities often found in community parks. ❑ Community Parks with a large variety of components are primarily limited to southeast Pearland. When it comes to Trails and Trail Access: ❑ A variety of trails are available across the city, but they are not meeting the needs and demands of the community. ❑ A significant portion of these trails may have limited or restricted access based on locations within subdivisions. ❑ Trail access is notably absent from some Pearland residential neighborhoods. ❑ Based on projected population growth over the next 5-7 years, Pearland needs: ■ Additional park land and components added to th.e system to maintain current level of service. ■ To improve or upgrade existing components to system to maintain current level of service. Recurring Themes • Maintain and improve existing facilities • Upgrade outdated amenities • Add trails and increase connectivity • Increase awareness of programs • Assess equitable user fees • Increase programming for families, fitness, wellness, non-sports youth, teens, special events Parks and Recreation Master Plan 3 Recommendation Gals and Objectives GOAL ONE: ENHANCE ORGANIZATIONAL AND OPERATIONAL EFFICIENCIES Objective 1.1—Improve marketing and communication of activities Objective 1.2-Ensure Social Equity Objective 1.3 Update the Park Dedication Ordinance (UDC—Parks and Open Space 3.2.1.0.1) Objective 1.4—Promote.Public Health Objective 1.5—Include successful Parks and Recreation trends in future program offerings GOAL TWO: IMPROVE FINANCIAL SITUATIONS Objective 2.1 —.Consider a bond referendum for facility improvements Objective 2.2—Implement equitable user fees Objective 2.3:-Pursue grant opportunities Objective 2.4-Increase local partnerships Objective 2.5—Increase sponsorships GOAL THREE: INCREASE PROGRAMS AND SERVICE DELIVERY Objective 3.1 -Explore increasing the number of program opportunities for families, youth, seniors, teens, and special needs Objective 3.2—Expand program opportunities in fitness, wellness, intergenerational, and non sports activities Objective 3.3-Explore offering more programs at convenient times for citizens Objective 3.4—Increase the number of neighborhood and cultural special events GOAL FOUR: IMPROVE FACILITIES AND AMENITIES Objective 4.1 —Maintain and improve existing facilities Objective 4.2—Expand trails and connectivity Objective 4.3—Ensure ADA accessibility at all facilities Objective 4.4 Add parks and amenities in areas currently without service or as population expands to new areas GOAL FIVE: IMPROVE SAFETY AND SECURITY Objective 5.1 -Improve safety perceptions of parks Objective 5.2—Increase security lighting at many park amenities 4 City of Pearland, Texas II. Introduction of the Planning Context A. Purpose of this Plan The Pearland Parks and Recreation Master Plan is intended to help meet the needs of current and future residents by positioning Pearland to build on the community's parks and recreation assets and identify new opportunities. The citizen-driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks and recreation services and facilities. B. History of Pearland Parks and Recreation Department The City of Pearland was founded in 1894, and a home rule charter was , adopted by an election held in February of . x 'a! . n_.4 19 i + �.y,e... a•% 'X .r , f fig.0,1,, } kr 1+y: 7rr Olt u. s rM R° ilZ. �� f. The City purchased its first large piece of w; r 1 2;3 1414 • ►- r property, Independence Park, in 1975 ,,.7 �' t.4, �. i 3� ?-' ,. utilizing funds from a Texas Parks and4,r cry ¢ Wildlife Grant.Then in 1978 and 1982, -• the City earned further grant funds to '° ce=`" ', develop the park. In 1987,. Pearland i `" ,. ' `� acquired the parkland for Centennial Park t� . � � -.� .�' .,� with the same grant through Texas Parks `? and Wildlife with another grant awarded in � `1� “ a • ` �� ►. " 1993 funding the development of the fi 4,1„.$r� '~ "' park. In 2000, there was a $20 million dollar local bond election for making permanent public improvements regarding purchasing, acquiring, constructing, and improving land facilities and equipment for park and recreation purposes. That 2000 bond election failed. However, in 2007, there were two successful bond propositions related to parks and recreation on the election, and both of those propositions passed. The 2007 question included the Recreation Center and Natatorium for$16,225,000 as well as multiple park projects, including some of those that had previously been unsuccessful for$19,990,000. Southdown Park, was acquired through annexation in January of 2006. One year later, the management and operations of the Westside Event Center, located in that park, also became the responsibility of the Parks and Recreation Department. In late 1995, the department began operating a school-based recreation center after school hours at Jr. High East and then expanded to Jamison Middle School in 1998. Both of these school-based programs were discontinued in 2010 with the opening of the Recreation Center and Natatorium. From an operations and organization perspective, the first time the Parks and Recreation Department appears to have existed as a department, separated from Public Works, is the early '90s. Since that time, the department has seen five directors to date. Parks and Recreation Master Plan 5 In 2014, the City Charter was amended to include information related to the existence of the Parks and Recreation Department, in addition to the previous reference:of only a Parks, Recreation, and Beautification Board. C. Peardand Strategic Fr.• , ework Pearland City Council adopted a set of strategic priorities:in February 2015. The framework provides staff with a vehicle to establish and communicate a long-term vision for the city focused on goals and objectives. Using these six priorities, the staff works across departments to compile a set of strategic objectives. These strategic objectives are actionable items tied to each priority and are designed to guide day-to-day decision making, budget requests, policy decisions and future efforts at establishing a comprehensive performance measurement program. The concentric circles of the strategic priorities indicate that there is to be a balance of these priorities. Attention to all of these interlocking factors creates for the community the balanced, attractive, desirable, competitive, and sustainable place envisioned for the future. At the center of all of the priorities are the citizens and the community. This central focus on citizens, reminds staff that these priorities are centered our community members and citizenry. With the citizens at the center of service delivery, it becomes_critical that members of the community are engaged and involved at all levels. The Parks Department goals have been shown indicating their alignment with these overall strategic priorities, the Parks' contributions to furthering some part of all of these priorities, and can be seen in the following table. ii,/ \ Safe Community-�. \ :l r ;'Healthy =- Engaged Economy ! , :l Community, .. : `Citizenry and , , :Community / „, Park, Sustainable " �-"`, ``7 i Recreation Infrastructure and Events - Fiscally ; ' Responsible .' .r 6 City of Pearland, Texas City overall strategic priorities IIPearland Parks Goals mao o c >. ca " LP, (5 a c c > `n aai e7) u!i d w i, cn I Ensure that all parks;facilities are maintained efficiently,-cost-effectively, safely,,and in:accordance X X X LL -X- with all standards and codes Provide and maintain park land and recreation facilities that meet the present and future.recreational . X X X: needs of the community. Ensure that recreation programs-areaccessible and meet the interests and needs ot a.varietyof ages and abilities by providing programs independently and in X X. ;X 'cooperation with other'community-organizations or agencies Ensure the success of the organization through the X continued development of the staff and department. Ensure that'the operations'of the department are:- X X: effective, well-managed and:customer-friendly. Exercise fiscal responsibility and prudence in all X X financial and business transactions. :Preserve natural.resources, conserve energy and X' X X,. . protect and enhance the environment.' Proactively communicate and provide information, internally and externally to community residents, other X X public agencies, private sector organizations, and staff. D. Parks and Recreation Department Overview Pearland is located in the Texas Gulf Coast Region in northern Brazoria County with a small portion of the city in Fort Bend and Harris County. Pearland is approximately 20 minutes from downtown Houston and 8 miles from the Texas Medical Center. • Current City Limit: 46.5 square miles • Current Extraterritorial Jurisdiction (ETJ): 26.2 square miles • Total Pearland area: 72.70 square miles The City's Parks and Recreation Department, a CAPRA accredited agency, is a source of community pride and is responsible for the many parks, recreation facilities, and programs that are important factors in the quality of life in the community. Parks and Recreation Master Plan 7 The city parks, trails, and community facilities, combined with amenities and facilities provided by other entities, create a s ` b comprehensive park system. The Parks and 4imik -�' � > Recreation Department offers a variety of .{• 4 '` r - A 5 recreation programs from youth to seniors and t E s'I: covers areas such as health and fitness, outdoor recreation, athletics, aquatics, etc. In addition to ongoing recreation programs, the r ; F • °• ' department co-hosts and/or participates in a number of special events including Winterfest, - 4 July 4th Celebration of Freedom, Paws in the Park, Concerts in the Park, Hometown Christmas, and more. The Parks, Recreation, and Beautification Board, which is comprised of local citizens who have been appointed by City Council to serve three-year terms, support the Parks and Recreation Department. The Board's fundamental responsibilities include studying the recreation, park facilities, and beautification programs of the City and recommending use of and rules for the City's parks as well as being involved in recommendations related to services provided. E. Related Planning Efforts and Integration The City of Pearland has undertaken several planning efforts in recent years that have helped inform the planning process for this Plan. These documents include: • City of Pearland Trails Master Plan, 2007 • City of Pearland Comprehensive Plan • PEDC Strategic Plan • Safe Routes to School Plan These documents were reviewed by the consultant team and have been endorsed and integrated into the recommendations of the Parks and Recreation Master Plan where applicable with no conflicts within any of these existing planning efforts. F. Methodology of this Plan ing Process This project has been guided by a project team made up of city staff, with input from the Parks, Recreation, and Beautification Board. This team provided input to the GreenPlay consulting team throughout the planning process. This collaborative effort creates a plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community members can provide. The project consisted of the following tasks: 1. Community Engagement 2. Facility Inventory 3 GRASP® Level of Service Analysis 4: Needs AssessmentA, � _- a, Operational pG ] Marketing Analysis 8 City of Pearland, Texas Community Engagement • Review of previous planning efforts, city historical information. • Extensive community Needs involvement effort including Assessment and Public . focus groups, meetings with Input key stakeholders, and community-wide public meetings. `� • Statistically-valid community r interest and opinion survey. �� % Priorities Recreation citizens ` Facilities Facility Inventory Survey Recreation Demand • Inventory:of parks and Facilities Needs . Analyis facilities using existing mapping, staff interviews, and on-site visits to verify amenities and assess the condition of the facilities and °� " � �r . , surrounding areas. "'Inventory r{` `' • GRASP®Level of Service Analysis. • Interviews with staff to provide information about parks and recreation facilities and services, along with insight regarding the current practices and experiences of the City in serving its residents and visitors. • Identification of alternative providers of recreation services to provide insight regarding the market opportunities in the area for potential new facilities and services. • Analysis addressing parks, recreation, and related services. Assessment and Analysis • Review and assessment of relevant plans. • Measurement of the current delivery of service for park and recreation facilities using the GRASP® Level of Service Analysis and allowing for a target level Of service to be determined that is both feasible and aligned with the desires of citizens as-expressed through the citizen survey. This analysis is also represented graphically in GRASP® Perspectives. • Exploration of finance and funding mechanisms to support development and sustainability within the system. Needs Assessment • Consideration of the profile of the community and demographics, including population growth. • Research of trends related to American lifestyles to help guide the efforts over the next several years. Parks and Recreation Master Plan 9 Operational and Marketing Analysis • Analysis of the Pearland programming and service delivery. • An organizational SWOT analysis. • Broad assessment of the overall Parks and Recreation Department operations. Recommendations: Goals, Objectives, and Action Plan • Identification and categorization of recommendations into themes with goals, objectives, and an action plan for implementation. • Development of an action plan for capital improvements including cost, funding source potentials, and timeframe to support the implementation of the plan. 10 City of Pearland, Texas III. What We Want - Our Community and Identified Needs A. The City of Pearland Population and Demographic Trends Pearland is located primarily in northern Brazoria County, with portions extending into Fort Bend and Harris Counties. The city is a fast growing suburban city 16 miles south of Houston. As of the 2010 census, the city's population was 91,252, up from a population of 37,640 at the 2000 census. Pearland's population growth rate from 2000 to 2010 was 142 percent. Growth is projected to follow this trend with 125,119 residents expected to call Pearland home by 2020. This rapid growth has created challenges in the ability of the department to keep pace with the increasing population. The department has met these challenges admirably providing parks, programs, and facilities in order to serve the recreational and quality of life needs of the citizens. The city's recreational needs are served with 14 parks, 4 indoor facilities, and 49 miles of trails operated by the Parks and Recreation department. There are also 57 public schools with grounds and facilities available to serve the public. These features are augmented by 89 alternate provider park locations and 18 other indoor facilities. The Pearland City parks primarily serve as community parks, while there is a reliance on Home Owners Associations and other alternate providers to provide the neighborhood parks. B. City of Pearland Demographic Profile Understanding community demographics is an important component of preparing a Parks and Recreation Master Plan. This chapter provides a demographic overview of the City of Pearland with the highlights of the Pearland Economic and Demographic Profile 2013 Update that was prepared for the Pearland Economic Development Corporation by CDS Market Research. This entire report can be found in Appendix A. Figure 1: Demographic Highlights Pearland Historical Population 99 800101,900 95,644 :... 87 077 91,252 82,903 ' - - ---- -- - ----- - - - -- - 77,588 59,594 64,175 48. 0 ' 51 540 54 949_ 48,18 37,640 18,927 13;248 - - - - 6,444 1960 1970 1980 1990 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Parks and Recreation Master Plan 11 Pearland's population has grown rapidly since its incorporation, and especially in the past decade. The 2010 US Census counted the city's population at 91,252. This marks a 142.4 percent increase since the 2000 Census count of 37,640.The number of housing units also increased dramatically, from 13,895 to 33;169, a 138.7 percent increase. For2011, according to the Census, Pearland added 4,392 net new residents.The 2013 estimate of 101,900 residents is from Nielsen/Claritas 2013 Demographic Data. Table 1: Pearland Census Demographics -2000, 2010, 2011, 2013 Pearland, TX 2000 Census 2010 Census Change 2000- 2011 Census 2013 Claritasz 2010 ACS1 Count Share Count Share Count Increase Count Share Count Share White,hot 73% 44,52,2- 49% 16,89,1. 61% a :A7,066,:..48 7%, 43 682. .. •49% °` Black or African American, not 1,968 5% 14,709 16% 12,741 647% 12,564 13.0% 18,299 16% Hispanic American Indian/Alaska_Native_ 111, 0.3% 255 0 3% 144 ,.. 130% 290` 0.3% 265 0 3% hot Hispanic' ; z' Asian, not:His•anic 1,355 4% 11,206 12% 9,851 727% 13,530 14.0% 15,158 15% Native -- ,F ; Hawaiian/Pacific 14 0.0% 'i.'29 0 0% 1:07% 0 0 0% Islander, not Hi 15s•ariic.. z,...-., Some Other Race, 47 0.1% 194 0.2% 147 313% 0 0.0% 225 0.2% not His•anic . . TWO'oi ilore`Races not Hispanic' 409: 1% :1 643 2% 1,234 302% 1 353 1 4% 1,997 2 0%0 His•anic:or Latino 6,107 16% : 18,694 21% : 12,587 206% 21,841 22.6% 22,242 22% Total,Population ° `10 ,90 37,640 91 252 53,612 142/- 66,644 0 Occupied Housrng, ,13192 95% 31222 94% 18030 137% 33,632 92 4% .33,393 93% •Units/Households , , , . Total Housin• Units 13,895 - 33,169 - 19,274 139% 36,385. 35,920 Table 2: Pearland Age and Gender Demographics Comparison - 2000 to 2013 Pearland,TX 2000 Census 2010 Census 2011 ACS 2013 Claritas Count Share Count Share Count Share Count. Share Male . :. 18;468 .49'.-1% -44,354,` 48.6% :46,1'96 -48.3%. 49,68'1'. . Female 19,172 50.9% 46,898 51.4% 49,448. : 51.7%. 52,219 51.2%:: Total,Po•ulation 37,640 :` , .;91,252:'` ;: `: '95,6.44 ' '' "` ..101,900 4" Under A•e 10 6,031 16.0% 16,002 17.5% 17,790 18.6% 17,835 17.5% A•'e 10.to°-17=..` :4;824:: 12.8% 10,865'•' 11.9%0`. =•10,865 A•e 18 to 24 2,762 7.3% 7,816 8.6% 8,838 9.2%: 7,843 : 7.7% A.e 25ato 34"•:'. 5,681 -1 5:1% ;:13,945 .,15.3%. 14,155 .':14:.8%,, Ase 35 to 44 7,205 19.1% 15,775 17.3% 16,164 16.9% 17,084 16.8% A.e 45 to 54 5,164 13.7% -:12,763 14.0% 14,060 A.e 55 to 64 2,814 7.5% 8,540 9.4% 7,652 : 8.0%• 10,184 10.0% A�e:.65'and Over_ 3 159'` 8.4% . ;7,037 ``7.7%,_ _ '6;026_ "'._6 3%: : . 8 383 Median A•a 34.2 34.0 33.0 34.4 12 City of Pearland, Texas Pearland's slight decrease in median age between 2000 and 2010 (Figure 2) stands in contrast to local, state, and national trends. Despite this, Pearland's population remains older than that in the city of Houston, the Houston MSA, and the entire state of Texas. Figure 2:_Median Age 2000 and 2012 Pearland,TX . 4.2 I 5.2 _ :• . . .. ._... _ ..�. �.w .. _ 0 Houston,TX 32.5. _ I Brazoria County - - - - • - ' _.- �9 135.3 Houston MSA _ .._,_ w_ ..., .. 33.5 • Texas - - - 4 I United States 37.4 •2000 ■2012 As shown in Table 3, Pearland's rapid population increase has moved it from the tenth largest city in the Houston MSA to the third. Pearland passed several cities that also saw significant growth between 2000 and 2010, including League.City, Sugar Land, Missouri City, and the Woodlands. Table 3: Houston MSA Lare est Cities 2013 2010 2000 2000 City or CDP Estimate Population ,Population ,Rank 1 Houston 2,208,653 2,099,451. `.;1;953 631 1 2 Pasadena- 154,769 149,043 141,674 2 3 Pearland 101,900:; . 91<252 37,640 :: 10 4 .The Woodlands 100,308 93,847 63,135 5 5 : `League City:. : 89.,:158, 83,560 ` ';:45,444 ' .. 7 6 Sugar Land • 82,825 78,817 63,328 4 7 Baytown 75,649 71802 66,430 8 Missouri City 70,401 67,358 52,913 7 9: ' Conroe 60,19T 56,207 . .,'36,811, 11- 10 Galveston 47,492 47,743 57,247 5 11 Texas City: . . 46,269 ' 45,099, 41,521 • 9 Parks and Recreation Master Plan 13 Pearland's population growth percentage between 2000 and 2013, as shown in Table 4, was -- the highest among large cities in the Houston MSA by-a wide margin. According to the 2013 Claritas estimates, Pearland's eight percent average annual population and housing growth rate continues to lead other cities in the region. Table 4: Houston MSA Large Cit Growth Comparison : - Pearland Houston The Sugar ' Missouri League Pasadena woodlands Land City City 2000-Po•_ulation , ,37,640, 1,953 631` 63,135 ;' 63;328 -52,913`" 45,444 141,674 a 2010 Population 91,252 2,099,451 93,847 78;817 67,358 83,560 149,043 2013 Population``, . :iY_. . 101900. .2,208,653 `1,00308,.„; ::82,825 :',60,1-9,7.:' .89 158 154,769. Po ulation % Growth '00=10 170.72% 13.05% 58.88% 30.79% 13.77% 96.19%. 9.24% Av• Ann d4r Po•;;Growth '00 '13 7;96% s;0 95%.' y3',63% 2 09%v ,. 1 00% 5;'32%0 "0 68%E'-4 2000Housin• Units , : 13895 . ..,782,378 .21,008 ,f .21,1'59 17,439,.'. 17,244 . ...,-,50229;<; 2010 Housin• Units 33,169 892,646 . 37,339 27,727 23,374 32,119 53,899 2013.Housin••':Units '.; .° 35 920 's9.37,412 40,272 v"': 29 792 ,.24,578 , 33,583 .,.,..,55 904,,{, Housin• Unit% Growth '00='10 158.51% 19.82% 91.70% 40.80% 40.94% 94.75% 11.30% Avp'.Annual HU:`;.Growth-,'00-13`- 7.58% ,,..=1 40%:: , . 5 13% �.,' :2.67%0 ,, :2:67% 5 26%o E, =0 83%0., As shown in Figure 3, the housing unit occupancy in Pearland compares favorably with comparable cities in the Houston MSA. Figure 3: Housing Unit Occupancy 2013 i i t p I _ i I 0 ...�i . 4 , Pearland ;. .,,. . . Po,,.. i`94.4%0f i 5 { Houston -. ,_w__.:_. i 7,9% �� , I i ! , i g The Woodlands e.° jj. ... ..:, 93,8% i Sugar Land :. . u:,.. «.}96.2% & 1 ! ' Missouri.City • _ , _.. 7,, .,. 95,6%0 } I / u I League City . 9 % v �, ✓� 4 1 Pearland has grown at more than double the rate of any of the three counties that contain it (Figure.4). It has grown at nearly 6 times the rate of the Houston MSA, 8 times the rate.of the State of Texas, and 14 times the rate of the United States as a whole. 14 City of Pearland, Texas Figure 4: Pearland Population Growth 2000-2010 160.0% :142,4%a —_--- __ ,.-'- _ - �_ _ — r �,.___t —_--- _ -- T i 120.0% F' - __ _ 9= 100.0% ''' 80.0% — -- 65.1% __— — — --. 60.0% / 29.5% 40.0% �� m n,t _26.2% 200 20:6% 9_ 20.0% f = %° 0.0% / Pearland Brazoria Fort Bend Harris Houston 8 State of United County County County County MSA Texas States of America Based on the current city limit boundaries, Pearland's population is forecast to grow by over 46,000 from 2010 to 2040 (Figure 5), coupled with an increase of 21,660 households. The overwhelming majority of this growth is forecast in the 15-year period of 2010 to 2025 with the largest percent and total number increases occurring in the first 5-year period(2010 to 2015). Overall growth rates of population and households during this 30-year period are 48.0 percent and 64.9 percent, respectively. The significantly higher rate of growth of households in the forecast illustrates the expectation that average household size will fall from 2.9 to 2.6 by 2040. Figure 5: Population and Household Projections Pearland Population Projections ; Pearland Household Projections ? . 133,192.139,839 141,993 143,923 52,760 54 47 55.017 - 0 49;457 i 40;455 44;959 123,119 97,233 111,478 ' 31111111 57 L ' I ' { 1 2010 2015 2020 2025 2030 2035 2040 2010 2015 2020 2025 2030 2035 2040. Figure 6 shows that the mean (average) household income in Pearland exceeds $100,000— one of the highest income communities in the Houston region. Parks and Recreation Master Plan 15 Figure 6: Mean Household Income $103,136 $102,411 $93,419 ,•• 2009 ACS 2011 ACS 2013 Claritas Forty-one percent(41%) of Pearland households have incomes greater than $100,000, as compared with the Houston MSA percentage over$100,000 of 23.8 percent. Only six percent of the households in Pearland have incomes below$25,000, while 22.7 percent of MSA households are below$25K (see Figure 7). Figure 7: Percentage of H• ouseholds by Income Group—Pearland vs. Houston MSA 0.6% Less than$10,000 151.11111.11.11. 11.0 7.1% [4 7% $10,000 to$14,999 11111 5..1% $15,000 to$24,999 11=11611mmumijil 10.7% 3 9 $25,000 to$34,999 11EIMIIMIMINIE 9.9% 12.4% $35,000 to$49,999 — 13.1 Vo $50,000 to$74,999 - $75,000 to$99,999 —-------- 16.5%o $100,000 to$149 18.4%,999 - $150,000 to$199 15.9%,999 — $200,000 or more =1112=1111116.1br 4 0.0% 5.0% 10.0% 15.0% 20.0% m Pearland •Houston MSA Pearland's median household income is 66 percent higher than the national median. 16 City of Pearland, Texas Figure 8: Pearland Median Household Income 2012 - ,/-$85 393 $86 256 ---- _ ,--.' ,... $65 024 - -- - __ _ ,..--- $55 910 __$5_1_289______ $50'7_40--_65_1 ,or — — -- ,..- ______ — ---- --•,-. ______ ... . _ , Pearland Brazoria Fort Bend Harris Houston State of United County County County MSA Texas States - - - _ Figure 9: Pearland Educational Attainment Historical Percentages of Residents by Educational Attainment 25.0% •' _ 20.0% '- - - : - --...2-____ __ -' 10.0% -:- - - -- -- -- ' — ' ..., 4 . - .- _____ ..1 I ',___ ''11 I. . --',,-, .... __ --,,- .:---_ i,.1 I -r .1, _-,.._ ,c „ _ 5 % '',1110 - .1 1 I -- i I -- '',..{, ' - . ' I I -= i -- .. ", - : 0.0% :' Less Than Some High High School Some Associate Bachelor's Graduate or 9th Grade School, No Graduate College, No Degree Degree Professional Diploma (or GED) Degree Degree •1990 Census •2000 Census •2010 ACS •2011 ACS •2013 Claritas Only 9.0% of Pearland residents do not have a high school diploma as compared to 14.6% for the U.S. as a whole. Parks and Recreation Master Plan 17 C. Park and Recreation 1-fluencing Trends The following information highlights relevant regional and national recreational trends from various sources that may influence the City of Pearland recreation planning for the next several years. Demographic Trends in Recreation The highest ranking age cohort in Pearland is 35-44 (17.3% of the population)followed by 25-34 and 45-54 cohorts (each"at".13.7%). Additionally, the 65-84 age range is expected to grow from 14 percent in 2010.to 15.9 percent in 2019. Planning for the next ten years suggests a growing demand for programs and services for. Baby Boomers and seniors "- Adult—The Baby Boomers - Planning for the Demographic Shift Baby Boomers are defined as individuals born between 1946 and 1964, as stated in Leisure Programming for Baby Boomers.' They are a generation that consists of nearly 76 million Americans. In 2011, this influential population began its transition out of the workforce. As Baby Boomers enter retirement,they will be looking for opportunities in fitness, sports, outdoors, arts and cultural events, and other activities that suit their lifestyles. With their varied life experiences, values, and expectations, Baby Boomers are predicted to redefine the meaning of recreation and leisure programming for mature adults. In the July 2012 issue of Parks and Recreation magazine, published by NRPA, Emilyn Sheffield, Professor of Recreation and Parks Management at the California State University, wrote an article titled, "Five Trends Shaping Tomorrow Today." In it, she indicated that Baby Boomers are driving the aging of America with Boomers and seniors over 65 composing about 39 percent of the nation's population.2 In the leisure profession, this generation's devotion to exercise and fitness is an example of its influence on society. When Boomers entered elementary school, President John F. Kennedy initiated the President's Council on Physical Fitness; physical education and recreation became a key component of public education. As Boomers matured and moved into the workplace, they took their desire for exercise and fitness with them. Now, as the oldest Boomers are approaching 70, park and recreation professionals are faced with new approaches to provide both passive and active programming for older adults.Boomers are second only to Gen Y/Millennials (born between 1980 and 1999) in participation in fitness and outdoor sports.3 Jeffrey Ziegler, a past president of the Arizona Parks and Recreation.Association identified. "Boomer Basics" in his article, "Recreating retirement: how will Baby Boomers reshape leisure in their 60s?"4 Highlights are summarized below. Linda Cochran,Anne Roshschadl, and Jodi Rudick, Leisure Programming For Baby Boomers, Human Kinetics, 2009. 2 Emilyn Sheffield, "Five Trends Shaping Tomorrow Today,"Parks and Recreation, July 2012 p. 16-17. 32012 Participation Report, Physical Activity Council, 2012. 4 Jeffry Ziegler, "Recreating Retirement: How Will Baby Boomers Reshape Leisure in Their 60s?"Parks and Recreation, October 2002. 18 City of Pearland, Texas Boomer Basics Boomers are known to work hard, play hard, and spend hard. They have always been fixated with all things youthful. Boomers typically respond that they feel 10 years younger than their chronological age. Their nostalgic mindset keeps Boomers returning to the sights and sounds of their 1960s youth culture. Swimming pools have become less of a social setting and much more of an extension of Boomers' health and wellness program. Because Boomers in general have a high education level, they will likely continue to pursue education as adults and into retirement. profilepercent Pearland demographic indicates that close to 30 of the current population is within the 45-74 age demographic which includes the Baby Boomer age range (those,approximately 50-68 years of age). Boomers will look to park and recreation professionals to give them opportunities to enjoy many life-long hobbies and sports. When programming for this age group, a customized experience to cater to the need for self-fulfillment, healthy pleasure, nostalgic youthfulness, and individual escapes will be important. Recreation trends will shift from games and activities that Boomers associate with senior citizens, as Ziegler suggests that activities such as bingo, bridge, and shuffleboard will likely be avoided because Boomers relate these activities to being old. Boomers will reinvent what being a 65-year-old means. Parks and recreation agencies that do not plan for Boomers carrying on in retirement with the same hectic pace at which they have lived during their years in employment will be left behind. Things to consider when planning for the demographic shift: • Boomer characteristics • Boomer drivers • Marketing to Boomers • Arts and entertainment • Passive and active fitness trends • Outdoor recreation/adventure programs • Travel programs Youth — Planning for the Demographic Shift Emilyn Sheffield also identified that the proportion of youth is smaller than in the past, but is still essential to the future. As of the 2010 Census, the age group under the age of 18 forms about a quarter of the U.S. population, and this percentage is at an all-time low. Nearly half of this population group is ethnically diverse, and 25 percent is Hispanic. Multiculturalism Our country is becoming increasingly racially and ethnically diverse. In May 2012, the U.S. Census Bureau announced that non-white babies now account for the majority of births in the United States. "This is an important tipping point," said William H. Frey,' senior demographer at the Brookings Institution, describing the shift as a, "...transformation from a mostly white Baby Boomer culture to the more globalized multi-ethnic country that we are becoming." Cultural and ethnic diversity adds a unique flavor to communities expressed through:distinct neighborhoods; multicultural learning environments, restaurants, places of worship, museums, and nightlife.' 5 Adam Serwer, "The End of White America," Mother Jones, http://www.motherjones.com/kevin- drum/2012/05/end-white-america, May 17,2012. 6 Baldwin Ellis, "The Effects of Culture and Diversity on America," http://www.ehow.com/facts_5512569_effects-culture-diversity-america.html, accessed on Sept.20,2012. Parks and Recreation Master Plan 19 As the recreation field continues to function within a more diverse society,race and ethnicity will become increasingly important in every aspect of the profession. More than ever, recreation professionals will be expected to work with, and have significant knowledge and understanding . The Pearland demographic profile indicates that in 2014 17 8"percent of the population is African-American, and.13:7 percent is Asian Additionally, 22 7 percent of the population`is of Hispanic Origin (any race) o � 44, , R . of, individuals from many cultural, racial, and ethnic backgrounds. Multiculturalism and Marketing Today the marketplace for consumers has dramatically evolved in the United States from a largely Anglo demographic, to the reality that the United States has shifted to a large minority consumer base known as "new majority." The San Jose Group, a consortium of marketing communications companies specializing in reaching Hispanic and non-Hispanic markets of the United States, suggests that today's multicultural population,or the "new majority," is 107.6 million, which translates to about 35.1 percent of the country's total population. The United States' multicultural population alone could essentially be the 12th largest country in the world.' Parks and recreation trends in marketing leisure services continue to emerge and should be taken into consideration in all planning efforts, as different cultures respond differently to marketing techniques. Facilities The current national trend is toward ° . ' } one-stop indoor recreation facilities 4 to serve all ages: Large, multi- .r ` purpose regional centers help • t increase cost recovery, promote r retention, and encourage cross-use. „ T: Agencies across the U.S. are increasing revenue production ands cost recovery Multi-use facilities ` . . versus specialized space is a trend, offering programming opportunities ' =ter' e as well as free-play opportunities. P Y PP "One stop"facilities attract young families, teens, and adults of all ages. Aquatics/Water Recreation Trends According to the National Sporting Goods Association (NSGA), swimming ranked third nation- wide in terms of participation in 2012.8 Outdoor swimming pools are not typically heated and open year round. Swimming for fitness is the top aspirational activity for"inactives" in 6 of 8 age categories in the SFIA"2013 Sports, Fitness and Leisure Activities Topline Participation Report," representing a significant opportunity to engage inactive populations. Nationally, there is an increasing trend toward indoor leisure and therapeutic pools. Additional indoor and outdoor amenities like "spray pads" are becoming increasingly popular as well. '"SJG Multicultural Facts and Trends,"San Jose Group, http://blog.thesanjosegroup.com/?p=275, posted October 25, 2010. 8 National Sporting Goods Association, "2012 Participation—Ranked by Total Participation,"2013. 20 City of Pearland, Texas Dog Parks Dog parks continue to see high popularity and have remained among the top planned addition to parks and recreational facilities over the past three years. In 2014, the National Dog Park Association was founded—a new association dedicated to providing informational resources for starting and maintaining dog parks. General Programming One of the most common concerns in the recreation industry is creating innovative programming to draw participants into facilities and services. Once in, participants recognize that the benefits and are likely return. In addition to traditional programs, many departments plan to add programs to emphasize health and wellness, active adults, education and enrichment programs, and nature/outdoor recreation. Festivals and Events In the context of urban development, from the early 1980s, there has been a process that can be characterized as "festivalization,"which has been linked to the economic restructuring of towns and cities, and the drive to develop communities as large-scale platforms for the creation and consumption of"cultural experience."There are also a growing number of smaller, more local community-based festivals and events in communities. These events are seen as community builders and provide additional economic benefit to the community as well.: Shade Structures Communities around the country are considering adding shade structures as well as shade trees to their parks, playgrounds, and pools as, "...a weapon against cancer and against._. childhood obesity"; without adequate shade, many play areas are simply too hot to be inviting to children. On sunny days, the playground equipment is hot enough to scald the hands of would- be users. Trees help, as their leaves absorb about 95 percent of ultraviolet radiation, but they take a decade or more to grow large enough to make a difference. As such, many communities are building shade structures instead. Natural Environments and Open Space Conservation The top ten recommendations of the National Recreation and Parks Association (NRPA) Conservation Task Force were published in the November 2011 issue of Parks and Recreation magazine.9 These recommendations are a compilation of best practices used by trend-setting agencies. 1) Take a leadership role in the community to promote conservation. Park and recreation agencies have a unique opportunity to bring governmental agencies, non-profit organizations, community leaders, and the public together for the cause of working together on community wide conservation objectives clean water, wildlife habitat preservation, reducing energy use, and improving environmental quality. Park and recreation agencies must lead the way in promoting conservation to diverse and underserved audiences. 9"Conservation Leaders in our Community," National Recreation and Parks Association (NRPA), November 2011 Magazine, pages 85-101, http://digital.parksandrecreation.org/Iaunch.aspx? referral=otherandpnum=andrefresh=Fj302M 1 i0bE7andEID=8201 df86-57c9-428c-b31 c- 18125a54265candskip= Parks and. Recreation Master Plan 21 2) Lead by example in employing best management conservation practices in parks. Park and recreation agencies should become the catalyst in the community for conservation by showing how best practices can be adopted (i.e. not mowing what you do not need to mow; stopping wasteful energy consumption; and reducing pesticide use). Show the public how conservation practices can benefit everyone. 3) Engage volunteers in conservation and stewardship:.Create a sense of belonging and stewardship for parks by creating a personal sense of ownership and value. Enable people to identify with their parks and natural resources, and to care about their future. Sustain stewardship by creating meaningful public participation in implementation of conservation principles and practices. 4) Establish a strategic land acquisition strategy based on knowledge and awareness of significant natural and cultural resources (watershed protection, unique ecological characteristics, and sensitive natural areas deserving protection). As the largest owners of public land within most communities, park and recreation agencies should lead the way in developing a strategic vision for preserving open space and conserving important landscapes and:natural features. 5) Engage youth in conservation. Get kids and teens outdoors and enjoying their parks. The experience of nature is inherently rewarding for youth. Set as a goal to connect kids in the community to nature and the outdoors. Children and youth will be fascinated by nature and will develop a lifelong affinity as well as a conservation ethic if they have early opportunities to enjoy nature and recreate outdoors in a safe, rewarding way. 6) Conserve energy in all ways. Park and recreation agencies must lead by example, showing the public how and why they should adopt practices that they can see demonstrated in parks and recreation facilities. Park and recreation agencies should- adopt energy conservation measures that make sense and save public taxpayer funds. 7) Protect natural resources in parks and in the community.A core mission of public parks is to protect land and water resources and to be stewards of natural resources.This means committing personnel and resources to protect natural and cultural resources and creating sustainable long-term methods of funding this conservation mission.:Parks and recreation agencies are entrusted with some of the most important public assets of a community, and the conservation and long-term protection of this public trust is and should be a core component of every parks and recreation agency's mission. 8) Create sustainable landscapes that demonstrate principles of conservation. Utilize sustainable landscape practices to save taxpayer funds, to measurably improve conservation benefits, and to educate the public about conservation. For example, agencies can reduce turf grass and mowing frequency, replace turf with native plants, manage floodplains for multiple uses including conservation and public recreation, enhance wetlands for water filtration and groundwater recharge, plant model landscapes of drought tolerant native plants adapted to climate and culture; and promote parks as food sources through edible landscapes and community gardens. 22 City of Pearland, Texas 9) Forge partnerships that foster the mission of conservation. The greatest and most beneficial conservation successes most often occur as a result of collaboration. Park and recreation agencies should partner with non-profit and community service organizations, universities and colleges, school systems,other governmental agencies, and non-traditional partners for conservation outcomes. Promote health, education, and other goals while working toward a common mission of conservation. 10)Utilize technology to promote conservation. Park and recreation agencies need to embrace technology to promote conservation.This is not only in applications such as GIS, but in utilizing social media to engage the public, especially youth. Technology is not to be feared as something that detracts from the conservation mission of parks agencies, but rather, it is to be accepted as a means of sharing knowledge and connecting people to conservation and stewardship. Nature Programming Noted as early as 2003 in Recreation Management magazine, park agencies have been seeing an increase in interest in environmental-oriented "back to nature" programs. In 2007, the National Recreation and Park Association (NRPA) sent out a survey to member agencies in order to learn more about the programs and facilities that public park and recreation agencies provide to connect children and their families with nature.10 A summary of the results follow: • Sixty-eight percent (68%) of public parks and recreation agencies offer nature-based programming, and 61 percent have nature-based facilities. • The most common programs include nature hikes, nature-oriented arts and crafts, "There's a direct link between a , fishing-related events, and nature-based lack of exposure to nature and 4 education in cooperation with local schools. higher rates of•attention-deficit disorder, obesity, and depression. • When asked to describe the elements that In essence, parks and recreation directly contribute to their most successful agencies can and are,becoming the programs, agencies listed staff training as 'preferred provider for offering this most important followed by program content preventative healthcare." and number of staff/staff training. Fran P. Mainella,,former director of • When asked what resources would be the National Park Service and needed most to expandprogramming, ' Instructor at Clemson University. p W additional staff was most important followed by funding. • Of the agencies that do not currently offer nature-based programming, 90 percent indicated that they want to in the future. Additional staff and funding were again the most important resources these agencies would need going forward. • The most common facilities include: nature parks/preserves, self-guided nature trails, outdoor classrooms, and nature centers. 10 National Recreation and Parks Association (NRPA), "NRPA Completes Agency Survey Regarding Children and Nature," http://www.narrp.org/assets/Library/Children in_Nature/ nrpa_survey_regarding_children_and_nature_2007.pdf,April 2007. Parks and Recreation Master Plan 23 • When asked to describe the elements that directly contribute to their most successful facilities, agencies listed funding as most important followed by presence of wildlife and community support. Figures from the Association for Interpretative Naturalists, a national group:of nature professionals, demonstrate that nature-based programs are on the rise.According to Tim Merriman, the association's Executive Director, the group was founded in 1954 with 40 members. It now boasts 4,800 members, with research indicating that about 20,000 paid interpreters are working nationally, along with an army of more than 500,000 unpaid volunteers staffing nature programs at parks,zoos, and museums. The growth of these programs is thought to come from replacing grandparents as the teacher about the "great outdoors." It is also speculated that a return to natural roots and renewed interest in life's basic elements was spurred as a response to September 11, 2001.1 In his book Last Child in the Woods: ��. ,�� ,, � �. � 777 SavingChildren from Nature Deficit _ a Disorder,12 Richard Louv introduced , •4a 4 y the concept of the restorative r qualities of being out in nature for 4. . both children and adults. This 1 r w a concept and research in support of yrij , t , , it, has led to a growing movement ` ` :r - � � .a, promoting connections with nature in daily life. One manifestation of this is ,:; ,� the development of Nature Explore S' fi °Y Classrooms in parks. Nature -Y �' q * fafi , Explore" is a collaborative program j,-I .. ';• � h ' � i of the Arbor Day Foundation and the ,,� 4+ �. .. 4 ' ;1,701* , non-profit organization, Dimensions 1 � ? *a `. ': ,4 - Educational Research Foundation, with a mission of helping children and families develop a profound engagement with the natural world, where nature is an integral,joyful part of children's daily learning. Nature Explore works to support efforts to connect children with nature. Economic and Health Benefits of Parks There are numerous economic and health benefits of parks, including the following: • Trails, parks, and playgrounds are among the five most important community amenities considered when selecting a home. • Research from the University of Illinois shows that trees, parks, and green spaces have a profound impact on people's health and mental outlook.14 11 Margaret Ahnnreiler,"Call of the Wild—From beautiful blossoms to bugs and guts, nature programs are growing as people return to their roots"Recreation Management magazine, Http://recmanagement.com/200310fe04.php, October 2003. 12 Richard Louv, Last Child in the Woods:Saving Children from Nature Deficit Disorder,Algonquin Books of Chapel Hill, North Carolina, 2005. 13"What is the Nature Explore Program," http://www.arborday.org/explore/documents/ NE FAQ_002.pdf, accessed on August 12, 2012. 14 F.E. Kuo, "Environment and Crime in the Inner City: Does Vegetation Reduce Crime?"Environment and Behavior, Volume 33, pp 343-367. 24 City of Pearland, Texas • U.S. Forest Service research indicates that when the economic benefits produced by trees are assessed, the total value can be two to six times the cost for tree planting and care.15 • Fifty percent (50%) of Americans regard outdoor activities as their main source of exercise.16 The Trust for Public Land has published a report titled: "The Benefits of Parks: Why America Needs More City Parks and Open Space."The report makes the following observations about the health, economic, environmental, and social benefits of parks and open space17: • Physical activity makes people healthier. • Physical activity increases with access to parks. • Contact with the natural world improves physical and physiological health. • Residential and commercial property values increase. • Value is added to community and economic development sustainability. • Benefits of tourism are enhanced. • Trees are effective in improving air quality and act as natural air:conditioners. • Trees assist with storm water control and erosion. • Crime and juvenile delinquency are reduced. • Recreational opportunities for all ages are provided. • Stable neighborhoods and strong communities are created. Researchers have long touted the benefits of outdoor exercise. According to a study published in the Journal of Environmental Science and Technology by the University of Essex in the United Kingdom, "...as little as five minutes of green exercise improves both mood and self- esteem."18 A new trend started in China as they prepared to host the 2008 Summer Olympics. Their aim was to promote a society that endorses physical fitness and reaps the benefits of outdoor exercise by working out on outdoor fitness equipment. The United States is now catching up on this trend, as park and recreation departments have begun installing "outdoor gyms." Equipment that can be found in these outdoor gyms is comparable to what would be found in an indoor workout facility, such as leg and chest presses, elliptical trainers, pull down trainers, etc. With no additional equipment such as weights and resistance bands, the equipment is fairly easy to install. Outdoor fitness equipment provides a new opportunity for parks and recreation departments to increase the health of their communities, while offering them the opportunity to exercise outdoors.:Such equipment can increase the usage of parks, trails, and other outdoor amenities while helping to fight the obesity epidemic and increase the community's interaction with nature. 15 Nowak, David J., "Benefits of Community Trees," (Brooklyn Trees, USDA Forest Service General Technical Report, in review). 16"Outdoor Recreation Participation Report 2010," Outdoor Foundation, 2010. 17 Paul M. Sherer, "The Benefits of Parks:Why America Needs More City Parks and Open Space,"The Trust for Public Land, San Francisco, CA, 2006. 18 Cited in: Sally Russell, "Nature Break: Five Minutes of Green Nurture," Green Nurture Blog, http://blog.greennurture.com/tag/journal-of-environmental-science-and-technology, Accessed on November 14, 2012. Parks and Recreation Master Plan 25 Trails and Health That a connected system of trails increases the level of physical activity in a community has. been scientifically demonstrated through the Trails for Health:initiative of the (CDC).19 Trails can provide a wide variety of opportunities for being physically active, such as walking/running/hiking, rollerblading, wheelchair recreation, bicycling, cross-country skiing and snowshoeing, fishing, hunting, and horseback riding. Recognizing that active use of trails for positive health outcomes is an excellent way to encourage people to adopt healthy lifestyle changes, American Trails has launched a "Health and Trails" resource section in its website: www/americantrails.org/resources/benefits. The health benefits are equally as high for trails in urban neighborhoods as for those in state or national parks. A trail in the neighborhood, creating a "linear park," makes it easier for people to incorporate exercise into their daily routines, whether for recreation or non-motorized transportation. Urban trails need to connect people to places they want to go, such as schools, transit centers, businesses, and neighborhoods.20 Sports and Recreation Trends General Sports and Recreation Trends The National Sporting Goods Association (NSGA) survey on sports participation in 201221 found that the top five athletic activities ranked by total participation included: exercise walking, exercising with equipment, swimming, camping, and aerobic exercising.Additionally, the following active, organized, or skill development activities remain popular: hiking, running/jogging, bicycle riding, basketball, golf, and soccer. The "Ten-year History of Sports Participation Report"22 published by NSGA shows national trends in team sports and individual sports. Overall participation trends indicate a general increase in 2011 for most team sports. However, softball and volleyball show a decrease in participation through 2011. Over the decade, individual sports show a dramatic increase in aerobic exercising, exercise walking, exercising with equipment,hiking, kayaking, • running/jogging, target shooting and target shooting with an air gun, tennis, weightlifting, and working out at a club. Youth Sports The 2013 SFIA sports participation report indicates that in 2012 youth (ages 6-12) participation was highest for outdoor(63.1%), team (53.1%) and individual sport(4.9.8%). Children in this age group have increased interest in camping, while young adults ages 18-24 are becoming more interested in running/jogging. 19"Guide to Community Preventive Services" Centers for Disease Control and Prevention (CDC), http://www.thecommunityguide.org/index.html 20"Health Community:What you should know about trail building," National Trails Training Partnership: Health and Fitness, http://www.americantrails.org/resources/health/healthcombuild.html, accessed on May 24, 2013. 21 2012 Sport/Recreation Activity Participation," National Sporting Goods Association, 2013, http://www.nsga.org. 22 Ten-Year History of Sports Participation (2001-2011), National Sporting Goods Association, 2012, http://www.nsga.org/i4a/pages/index.cfm?pageid=3346. 26 City of Pearland, Texas The NSGA Youth Sports Participation Report from 2001 —2011 indicates that specific offerings for children's fitness are slowly increasing in health and fitness facilities.They are offering more youth-specific exercise equipment, and individualized youth sports training opportunities are becoming more popular. In 2011, in-line roller skating experienced the largest percentage decrease in participation. For youth ages 7 to 17, exercise walking; exercising with equipment, and swimming, followed by overnight/vacation camping had the highest number of participants in 2011.23 In 2009, an article in the Wall Street Journal observed that in recent years, lacrosse has become one of the country's fastest growing team sports. Participation in high school lacrosse has almost doubled this decade. An estimated 1.2 million Americans over age seven:played lacrosse in 2009.24 A 2011 report, "U.S. Trends in Team Sports,"finds that lacrosse and other niche team sports and volleyball are continuing to experience strong growth for youth and adults.25 Outdoor Recreation The Outdoor Foundation releases a'Participation in Outdoor Recreation" report annually. According to the 2013 report,26 while there continues to be fallout from the recent economic downturn, participation in outdoor recreation outings reached an all-time high in 2012. The foundation reports that the top outdoor activities in 2012 were running, fishing, bicycling, camping, and hiking. Bird watching is also among the a favorite outdoor activities by frequency of participation. Outdoor recreation trends are a recurring topic of study by the United States Forest Service through the Internet Research Information Series (IRIS). An IRIS report dated January 201227 provides the following recent nature-based outdoor recreation trends: Participation in walking for pleasure and family gatherings outdoors were the two most popular activities for the U.S. population as a whole. These outdoor activities were followed closely in popularity by viewing/ . photographing wildlife, boating, fishing, snow/ice activities, and swimming. There has been a growing momentum in participation in sightseeing, birding, and wildlife watching in recent years. Therapeutic Recreation (Special Needs) Nationally, therapeutic recreation as a service is experiencing many struggles and challenges. The changing face of health care is having a dramatic effect on therapeutic recreation (TR) services in many rehabilitation settings, and specifically in physical rehabilitation settings, thus affecting community recreation programs. A secondary issue is the need for a clinical facility to promote community reintegration. In the past, clinical facilities provided programs such as wheelchair basketball, but due to the reduction of expenditures, facilities no longer provide such services and expect communities to address these needs. 23"2011 vs 2001 Youth Sports Participation," National Sporting Goods Association, 2012, http://www.nsga.org/i4a/pages/index.cfm?pageid=3494. 24 Evans and Trachtenberg, "Lacrosse Muscles its Way West;" Wall Street Journal, May, 2009. 25"2011 Preview: U.S.Trends in Team Sports, Fall 2011," SMGA, 2011. 26"Outdoor Recreation Participation Report 2013," Outdoor Foundation, 2013. 27"Recent Outdoor Recreation Trends," USDA Forest Service Internet Research Information Series (IRIS) Research Brief,January 2012, http://warnell.forestry.uga.edu/nrrt/nsre/IRISRec/IRISRec23rpt.pdf, accessed August, 2012. Parks and Recreation Master Plan 27 The fundamental goal of TR services is to enable participants with disabilities to successfully return to their communities. This not only means they need to have the functional skill but also that they have physical and social environments in the community that are receptive to the individual. Another trend is the renewed focus on serving people with psychiatric disabilities. In 2004, The National Council on Disability (NCD) issued a comprehensive report titled, Livable Communities for Adults with Disabilities.28 This report identified six elements for improving the quality of life for all citizens, including children, youth, and adults, with disabilities. The six elements are: 1. Provides affordable, appropriate, accessible housing 2. Ensures accessible, affordable, reliable, safe transportation 3. Adjusts the physical environment for inclusiveness and accessibility 4. Provides work, volunteer, and education opportunities 5. Ensures access to key health and support services 6. Encourages participation in civic, cultural, social, and recreational activities The right to enjoy services and programs offered to all members by both public and private entities is the essence of the elements. Unlike persons with physical disabilities, people with psychiatric disabilities often face attitudinal barriers of those around them. Attitudinal barriers are exemplified by policies, programs, and beliefs about psychiatric disabilities. Fortunately, the mental health system is moving toward a model based on recovery. This model believes that everyone with a mental health diagnosis is able and capable of living independently within the community with proper supports. Across the nation, the current financial condition has also put constraints on community recreation programs. Staffs are cutting budgets, yet also trying to determine how to provide recreation services to people with disabilities. Role and Response of Local Government Collectively, these trends have created profound implications for the way local governments conduct business. Some local governments are now accepting the role of providing preventative health care through parks and recreation services. The following concepts are from the International City/County Management Association29 • Parks and Recreation departments should take the lead in developing communities conducive to active living. • There is growing support for recreation programs that encourage active living within the community. • One of the highest priorities is a cohesive system of parks and trails and accessible neighborhood parks. The United States of America, its states, and its communities share the enormous task of reducing the health and economic burden of obesity. While numerous programs, policies, and products have been designed to address the problem, there is no magic bullet to make it go away. The role of public parks and recreation as a health promotion and prevention agency has come of age.What matters is refocusing its efforts to ensure the health, well-being, and economic prosperity of communities and citizens. 28 National Council on Disability, "Livable Communities for Adults with Disabilities," December 2004, http://www.ncd.gov/publications/2004/12022004. 29 www.ICMA.org,Accessed in 2012. 28 City of Pearland, Texas Administration Trends for Recreation and Parks Municipal parks and recreation structures and delivery systems have changed, and more alternative methods of delivering services are emerging. Certain services are being contracted out, and cooperative agreements with non-profit groups and other public institutions are being developed. Newer partners include the health system, social services,justice system, education, the corporate sector, and community service agencies.These partnerships reflect both a broader interpretation of the mandate:of parks and recreation agencies and the increased willingness of other sectors to work together to address community issues.The relationship with health agencies is vital in promoting wellness. The traditional relationship with education and the sharing of facilities through joint-use agreements is evolving into cooperative planning and programming aimed at addressing youth inactivity levels and community needs. Listed below are additional administrative national trends: • Level of subsidy for programs is lessening and more"enterprise"activities are being developed, thereby allowing subsidy to be used where deemed appropriate. • Information technology allows for better tracking.and reporting. • Pricing is often determined by peak, off-peak, and off-season rates. • More agencies are partnering with private, public, and non-profit groups. Agency Accreditation Pearland Parks and Recreation is a leader among Parks and Recreation agencies that are affirming their competencies and value through accreditation. This is achieved by an agency's commitment to 150 standards. Currently, Pearland is one of the 116 agencies around the nation that have received the Commission for Accreditation of Parks and Recreation Agencies (CAPRA) accreditation. Additional benefits of CAPRA accreditation include: • Boosts staff morale • Encourages collaboration • Improves program outcomes • Identifies agency and cost efficiencies • Builds high level of trust with the public • Demonstrates promise of quality • Identifies best management practices Americans with Disabilities Act (ADA) - Compliance On September 14, 2010 the U.S. Department of Justice (DOJ) issued an amended regulation implementing the Americans with Disabilities Act (ADA 2010 Standards).30 On March 15, 2011, the amended Act became effective, and for the first time in history, it includes recreation environment design requirements. Covered entities were to be compliant with design and construction requirements and the development of three-year transition plan by March 15, 2012. Implementation of the three-year transition plan must be complete by March 15, 2015. 30U.S. Department of Justice,Americans with Disabilities Act,ADA Home Page, http://www.ada.gov/, accessed on November 15, 2012. Parks and Recreation Master Plan 29 . Funding According to Recreation Management magazine's"2014 State of the Industry Report," survey. respondents from parks and recreation departments/districts reporting about their revenues from 2011 through 2013 reveals the beginning of a recovery from the impact of the recession of 2008. From 2011 to 2012, 82.6 percent of respondents reported that their revenues had either stabilized or had increased. This number grew to 84.8 percent of respondents when reporting on the 2012 to 2013 time frame, and by 2015, 95 percent of parks and recreation department respondents are expecting revenues to either increase (49.7 percent) or remain stable (45.4 percent). Marketing by Parks and Recreation Providers Niche marketing trends have experienced change more frequently than ever before as technology affects the way the public receives information. Web 2.0 tools and now Web 3.0 tools are a trend for agencies to use as a means of marketing programs and services. Popular electronic marketing and social media tools include: • Facebook • Linkedin • Pinterest • Twitter • You Tube • Instagram Mobile marketing is a trend of the future. Young adults engage in mobile data applications at much higher rates than adults in age brackets 30 and older. Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices such as smart phones. For example, 95 percent of 18-to-29-year-old cell phone owners send and receive text messages, compared to 82 percent of 30-to-49-year-olds, 57 percent of 50-to-64-year-olds, and 19 percent of 65 and older. It is also a fact that minority Americans lead the way when it comes to mobile internet access. Nearly two-thirds of African-Americans (64%) and Latinos (63%) are wireless Internet users, and minority Americans are significantly more likely to own a cell phone than are their white counterparts (87 percent of Blacks and Hispanics own a cell phone, compared with 80 percent of whites).31 By 2015, mobile internet penetration is forecast to grow to 71.1 percent for Hispanics compared to 58.8 percent for whites.32 31Aaron Smith,"Mobile Access 2010," Pew Internet and American Life Project, Pew Research Center, July 7, 2010, http://www.pewinternet.org/Reports/2010/Mobile-Access-2010/Summary-of-Findings.aspx, Accessed on November 15, 2012. 32 Erik Sass, "Minority Groups Heaviest Users of Mobile Net,"Media Daily News, Nov. 18, 2011, http://www.mediapost.com/publications/article/162699/minority-groups-heaviest-users-of-mobile- net.html#axzz2CK9zYGFw, Accessed on November 15, 2012. 30 City of Pearland, Texas D. Community and Stakeholder Input More than 150 citizens participated in nine focus groups to provide information regarding the Pearland Park and Recreation Department (PPRD). Focus group meeting participants were asked a series of questions in regard to the programs and facilities offered by PPRD in Pearland. Responses to questions about the current conditions and issues/needs/problems that the Department can address are in the boxes that follow. In order to get a feel for the groups that were providing input, the respondents were asked how long they had been a resident of Pearland, or if they weren't a resident, whether or not they used the services of PPRD. Parks and Recreation Master Plan 31 Figure 10: Length of Residency in Pearland How long have you been a resident of Pearland? 40% 35% . 30% 25% 20% -.. 15% 10% .-- 5% 111 0% <5 years 5-9 years 10-19 years 20+years Not a resident ge Average 14%. 22% 35% 20% . . .: 9% Satisfaction Levels As part of the process, the meeting attendees and web responders were asked to rate several items on a 1 to 5 Likert scale with 1 representing Poor, 2 for Fair, 3 for Good, 4 for Very.Good and 5 for Excellent. The combined results are displayed on the following pages. 32 City of Pearland; Texas How satisfied are you with the overall quality of existing park and recreation facilities? 60% 50% 40% -: 30% — 20% 10% 0% MIMI M Excellent ! Very Good Good Fair: Poor i Average 2% 37% 48% 11% 2% Rate th.e overall level of maintenance at the facilities owned or operated by the department? 45% 40% 35%" 30% _ 25% 20%" - 15% 10% 5% 0%. Excellent Very Good Good Fair Poor ®Average 10% 41% 37% 10% .2% Parks and Recreation Master Plan 33 How would you rate the quality of customer service proved by Parks & Recreation: staff? 40% 35%: 30% 25%. 20% 15%. 10% a a , 5%: 0% Excellent Very Good Good Fair Poor Average l 36% 36% 17%. .. 4% 8% How effective is the Department in seeking feedback from the community and users on improving its performance? 60% 50% 40% 30% 20% - 10% 0% Excellent Very Good Good Fair Poor Average 7% 17% 23% 48% 6% 34 City of Pearland, Texas Strengths and Weaknesses The first questions inquired of the participants pertained to their general impressions of the strength and weaknesses of the department. The strengths and weaknesses are listed below and reflect the most mentioned items: STRENGTHS WEAKNESSES • ' Family.events .:. ,., • • Lack of: • Staff quality and accessibility Adult programming _ • Good quality, multiple parks, well • Program for individuals with maintained disabilities • Plan for future Amenities at parks ` • Variety of activities and facilities Covered play areas • Positive experience, ■ `'Communication of offerings` • Consistency of eve nts - • Advertising of programming and • „Affordable facilities Shade trees:and woods • Passionate• . . Trails • Adult fitness • ; Sports fields • Well cared for, aesthetically;; • Hiking/biking trails—connectivity; pleasing and loop • Senior center = 7 . ■ Public facilities near or past 288 • '"Up to date current • :.Hours not conducive for working public: . at RCN • " !Bond of•2007 should be done •' Distrust in the bond process • Interdepartmental coordination lacking • Poor location and appropriate size of baseball fields _ • Need-a sliding fee scale for families with multiple children • The outdoor pool • Lack of security Parks and Recreation Master Plan 35 Programs and Facilities Programs The groups were then asked about additional programs or activities they feel the Department • should offer that are currently not available. ADDITIONAL PROGRAMS OR IMPROVEMENTS TO EXISTING ACTIVITIES : FACILITIES4 ';:':.'':1'''.•'▪ '*--'';l,..!,:,'!,1..,',,.,*-.-.-,'.:..:'i:".,:,''-.,.'''':='';,,'-:'.'„.',:,,)::,,:••,'.,,:,:,',,".':.-,,:;2:-;,,'.':.;,:—1,:.:-;,,, • Programs for`people;with •,y Larger weight training groom ate , disabilities , �� 5 RCN g° ,; 4 , • Skateboarding pr •1More electrical power at.parks • Cultural events •w ` '5 ,r s ,x Path hghtin r�` 9 • - Concerts and theater Art,;iin the parks . . • Adult programming (evenings) Field improvements - P • Adult-tennis programs „k Ramps, ADA improvements, sj •• -Teen dances, pool lifts • Theater °x •`` Coordinated geocaching w y Senior/Teen Intergeneratiohal 5 •A' Trail connectivity to the west % Musical Entertainment 4 •z, Increased seating'capacity with x •• Arts shade*at splash'pads ' 3 ry P, • Workshops archery, • Rock Wall drawing/painting How to •3 Repurpose the'outdoor pool b Youth councils ;, : 1 • " Improve park roads, trails; , . • Master-Naturalist Program f ,"`; enches restrooms )x S b b 3 Y 4 //y E✓ • Adult tennis league • Lighting parking areas and i' • Rub ' operate longer ; A 9 Y' • Ice hockey "`, `Security Hoge frequent patrols▪ 4 • Ice skating "r ` s ,, •x,Add playing field lights m 410 eekend activities @ Knapp La�rgertdog parks ` ` , '• : Increased1 arkin a 0, • West side Senior programs $ g •` Ballroom Dance ��' •9' Practice fields iB 0, a 4 �"� t t , °f Est ; �i � �� f •" First Aid/CPR . •°1 Bigger dog parK g �A 1 1, • Youth Volleyball f •rod BBQMo�4anbigger ' • Evenin adult , , „ uu x u, g programming 7 •'O Tennis con ss P fs 4e !:; 4 t • Cooking classes , y * Y q4,0 , fl¢, •• Lacrosse ,,� . i;' •• Water aerobics for seniors"? '',.,?if7;:::-t---,:",:4:::,:..,,-':.:1,z,::::,i:.,j.-,t2.!,,,:,-,!::.:....:i...,:.;::L-..,:-',:-.,---7-"/ •• 36 City of Pearland, Texas NEW FACILITIES:OR AMENITIES. Skate parks •Skating rink:(Food,:music). • Disc golf : '• • Adult sized playground. - Baseball_fields_ ;: ' ' Bon-fires:; , • Waterpark(indoor or outdoor) Adult:softball fields • :-Volleyball sand courts. : : :: ; . :Multipurpose fields:: Basketball indoor facilities • • Nature Center Rubberized baseball field Miracle ••: (. . . Open space- passive League) : : ::: • Tennis.center . • ••••Ropes•course- - .` • AOutdoor activitie • s(birding) -Accessibleplayground (UniversallY • '-:Archery:Range designed) ; • Zip Line:P Another s lash;pad.on west side • Performing and'Fine Arts Center • Exercise stations on trails ' :` ;Splash pads '? Wildlife'observation.decks"(eagles): • '. Paddleboats Rock Climbing�wall: in_and out f More:practice fields - Amphitheater,'. • • ;Nature preserves/open space ` • Running trails w " • .Recreation%Community Center W on'., est °; ', :-:::':,,..'• Staff. :: side.. .. -. Youth hangout place - Shaded play areas for kids-trees and-, ' ;Teen'game room ;structures ' Pool`tables: --' • ''.-EquestrianAre • Arena--,- � Air"hockey - ; ': - .'Equestrian Trails Outdoor Park/Hangout : . -New pool : Parks and Recreation Master Plan 37 Underserved Populations The next question asked if the respondents were aware of any underserved populations in Pearland not being served by the programs or facilities of PPRD. Several individual responses were received, with the following being mentioned most often: UNDERSERVED POPULATIONS : .,. ::::: •. . Disabled community . • Skateboarders , • ;Youth Baseball (4-8) • Asian:culture .` ' Cricket players (Indian.and Pakistani) • Toddler playgrounds (under•5) Teens Archery • __ Recreational sports.(less than varsity;level) • Seniors, especially west side ` Neighborhood parks-Wood Creek, Sleepy Hollow .Mountain biking Stakeholders and Partners The participants were asked to suggest other entities with which partnerships and alliances may be formed: STAKEHOLDERS AND-PARTNERS Youth leagues Corporations - •. ;Civic associations. • YMCAs Churches • School Districts.(use policies)'-Pearland and Alvin,ISD Community College ,:- Foundations . City Council City Staff.. - Economic Development Commission. Credit Unions -. :0 '• Commission on,the Arts • Pearland-Alliance for Arts and'Culture • Historical Society : 'County Commissioners • Hospitals/Medical Developers = HOAs' 38 City of Pearland, Texas Financial Considerations The discussion in the groups then turned to financial matters, both funding the ongoing operations of the PRCF as well as financing longer-term capital improvements. Regarding the ongoing financial support of the department, respondents were asked how the department should be funded. There was general agreement that the operations should be funded much as they currently are, which is through a combination of fees and tax subsidy. Where that balance is established is yet to be determined though most, if not all, participants stated that the programs should remain affordable. Only one comment stood out for its specific recommendation and that was: "Salaries should be covered by the County; program, facility covered by fees." There was support for assisting those without the financial means to participate. Conversely, a significant number of respondents displayed a lack of trust in the process, pointing to items promised in past bond referendums that have not yet come to fruition. The only clear consensus was that if there were to be a bond referendum, the projects, locations, costs, etc., need to be planned, defined, and strategically promoted and communicated. Alternative Funding Suggestions from the groups pertaining to alternate methods of funding programs and improvements included: • Non-profit fundraising • Federal physical fitness grants • Corporate donations • Grants • Individual donations • Outside support Parks and Recreation Master Plan 39 Community Values and Issues Continuing, participants were then asked for their perception of community values and issues as they relate to PPRD and this planning process. Again, comments received from both groups were similar and included: COMMUNITY ISSUES AND VALUES.:: • Staffing the facilities properly • East vs. West/Old vs.:New • Multicultural evolution • .. Traffic : • ShouldPearland be a destination location'? Advertising • _:What can the community afford? • Public Transportation Constantly changing rapid change • Looking for different things - • Most diverse:city in area.: • Cultural assets can be emphasized • Keep facilities top notch.Quality over quantity • Close to.Houston with a hometown feel = : • Desire to preserve the small"town atmosphere _ •: City is landlocked. Not much growth area available ' • Raising a Family Values- Safe, Entertainment; Education • • Youth Athletics Destination .- • "_Maintain Parks and Rec for locals first _ __ Priorities The public processes concluded with the question: "During the next 5-10 years, what are the top priorities for the Parks and Recreation Department?"The replies to this question were consistent and are listed below: PRIORITIES• . Communication of the plan • Acquisition'of fields and plan for their use " ::.Getting the funding. .. • • Sell it to-the.community. Buy-in., Renovations geared toward teens ▪ Budget to maintain what's been.created . . • Finish 2007 bond projects—fund the unfunded portion of the 07 bond :. " • Citizen communication -` • .Services keeping up with population growth—fields facilities programs;etc- • . .Preserve open space and natural environments .. '• Improve ,y whatou have-first before you add`new 40 City of Pearland, Texas E. Random invitation Cori unity Survey Summary The purpose of this study was to gather public feedback on City of Pearland parks and recreation facilities,programs, and services. This survey research effort and subsequent analysis were designed to assist the City of Pearland in the creation of a master plan for existing and possible future enhancements, facilities, and services. The survey was conducted using three primary methods: 1) a mail-back survey, 2) an online, invitation-only web survey to further encourage response from those residents already within the defined invitation sample, and 3)an open-link online survey for members of the public who were not part of the invitation sample. The analysis herein primarilyy focuses on responses from the invitation sample. However, open link responses are provided in an appendix to this report. The primary list source used for the mailing was a third party list purchased from Melissa Data Corp., a leading provider of data with emphasis on U.S., Canadian, and international address and phone verification as well as postal software. Use of the Melissa Data list also includes renters in the sample who are frequently missed in other list sources such as utility billing lists. A total of 4,000 surveys were mailed to a random sample of Pearland residents in October 2014. The final sample size for this statistically valid survey was 309, resulting in a margin of error of approximately+/- 5.6 percentage points calculated for questions at 50 percent response.33 The open link survey received an additional 215 responses. The underlying data were weighted by age to ensure appropriate representation of Pearland residents across different demographic cohorts in the sample. Using the ESRI Demographic and Income Profile, which generates a 2014 population profile using 2010 Census data, the age distribution within the respondent sample was matched to 2014 demographic:profile of the City of Pearland. Due to variable response rates by some segments of the population, the underlying results, while weighted to best match the overall demographics of residents, may not be completely representative of some sub-groups of the population, including those in the Latino community. This section is a brief summary of the survey results and the entire survey results report have been provided as a separate staff level document. 33 For the total invitation sample size of 309, margin of error is+/-5.6 percent calculated for questions at 50% response (if the response for a particular question is"50%"—the standard way to generalize margin of error is to state the larger margin,which occurs for responses at 50%). Note that the margin of error is different for every single question response on the survey depending on the resultant sample sizes, proportion of responses, and number of answer categories for each question.Comparison of differences in the data between various segments,therefore, should take into consideration these factors.As a general comment, it is sometimes more appropriate to focus attention on the general trends and patterns in the data rather than on the individual percentages. Parks and Recreation Master Plan 41 Figure 11: Pearland Survey Quadrant Divisions t - ''''-r` �i*.��' a' `�, .xt,� (ri1k�..+T 0� '? gg { , �g 3�`f *„fi . `j r .l>'L i-- - oR1`TH I{ �71 wit'+ N fi s' .: x r ,.I # NORTHEAST Fi:.fib( ', h',s. f i eA ...ii ' .,1 - •tC S _ 'i i �•?iAr" , L" An'r La 'xd k r 5 $✓�g i--i. _a i , Iyt ii r t,„ ✓�,. e ,. -akc'� ,�1 #i xfi.. i. } L--, �, { )i i r i �. f 7 t '1 a taw-' ' .F' 1 3 r'' ". ;c a, 1.,i 4 " `�,�11.,ikr .0 r ;-. a g: rS i Yt a'2^4 ... a " k�.e--,. e . . ,,."f ��v' ' � 1' s'� i. - ijl.li t o p y '-i''tg T s s e ✓t` C e1+r „rt x a•y �{ r A CITY'OF PEARLAND Survey QuadrantsS i fI _i-=fs r , of j MATH EAST ;xiumEs,�E s 42 City of Pearland, Texas Invitation Survey Demographic Profile This section of the report discusses the respondent and household demographics of the invitation sample. Gender. Fifty-seven percent(57%) of invitation sample respondents are female,.while 43 percent are male. Aqe. Almost a third of invitation respondents are under age 35 (29%). Approximately 46 percent are between the ages of 35 and 54, while 25 percent are 55 years old or older. The average age was 45.3. Household Profile. The largest share of invitation sample respondents reported living in a household with children (55%), followed distantly by empty-nesters (19%), couples without children (16%), and singles without children (10%). A strong majority indicated that they are in a couple, either with or without children (79%). Ethnicity/Race. Fifteen percent (15%) of invitation sample respondents consider. themselves to be of Hispanic, Latino, or of Spanish descent. Roughly three-quarters consider themselves to be white, and 11 percent identified themselves as Asian, Indian, or Pacific Islander. A modest share also identified themselves as Black/African-American (11%). Household Income. Over half of invitation sample households (55%) reported a household income of over$100,000 per year, with a majority of those respondents earning between $100,000 and $149,999 annually (31%). A third of respondents earn between $50,000 and $99,999 per year, while 12 percent earn under$50,000. Years in the Pearland Area. On average, invitation sample respondents have lived in the area for 12.4 years. Forty-two percent(42%) of respondents reported having lived in the area for longer than ten years, indicating that many Pearland residents have been in the area for a considerable period of time. Own or Rent. Almost all respondents indicated that they own their residence (92%). Zone of Pearland. The largest shares of invitation sample respondents live in the West (30%) and South (30%) quadrants of Pearland, followed by the Southeast(15%), North (13%), and Northeast (11%) (see Figure 11 above for geographic breakdown). Voter Registration Status. A majority of invitation sample respondents reported being registered to vote (87%). Values and Vision Community Issues Respondents were asked to rate the importance of various community issues that parks and recreation services could focus on improving, using a scale of 1 to 5, with 1 meaning "not at all important"and 5 meaning "very important." Parks and Recreation Master Plan 43 The following had the most frequently reported "4" or"5" ratings and highest averages: • Positive activities for youth (with an average rating of 4.6, 93% of respondents provided a rating of 4 or 5) • Beautification of public areas (4.5 average; 94% rated 4 or 5) • Connectivity/alternative transportation (4.2 average; 77% rated 4 or 5) • Enhancing home real estate values (4.1 average; 77% rated 4 or 5) • Protecting the environment (4.1 average; 77% rated 4 or 5) • Improving community health (4.0 average; 74% rated 4 or 5) • Connecting people with nature (4.0 average; 73% rated 4 or 5) Second tier of community issues includes: • Attracting and retaining businesses (3.8 average; 67% rated 4 or 5) • Cultural and historic preservation (3.7 average; 59% rated 4 or 5) Finally, attracting tourists to the community was evaluated as relatively unimportant, with a higher share of respondents providing a 1 or 2 rating (38%)than a 4 or 5 rating (24%) and a considerably lower average ranking (2.8). Respondents were asked to select the top three community issues from the same list that Parks and Recreation should focus on improving. This provides the opportunity to see how respondents prioritize various values in relation to one another. Positive activities for youth are the top priority among invitation respondents, with 59 percent of respondents including this issue as one of their top three priorities. Other highly prioritized issues include beautification of public areas(57% of respondents including this category as one of their top three) and enhancing home real estate values (47%). Enhancing home real estate values also had the highest share of respondents indicating this to be the number one community issue (24%) for the Parks and Recreation Department. Importance of and Familiarity with Facilities, Programs, and Services Importance o_f Local Recreation Opportunities Respondents were asked to indicate the importance of the availability of local recreation opportunities to their household on a scale of 1 to 5, with 1 meaning "not at all important," and 5 meaning "very important." Local recreation opportunities are considered very important, with 91 percent of invitation respondents providing a rating of"4" or"5" and an overall average rating of 4.4. Only 2 percent of respondents rated local recreation opportunities at a "1" or"2." Familiarity with Pearland Parks and Recreation Facilities/Programs/Services Invitation sample respondents were also asked to report their familiarity with Pearland Parks and Recreation offerings on a scale of 1 to 5,with 1 meaning "not at all familiar" and 5 meaning "very familiar." Familiarity with parks and recreation facilities/services/programs is fairly strong, with an average rating of 3.6 and 63 percent of respondents providing a rating of"4" or"5." Respondents rated the importance of specific PPRD facilities and services to their household using a scale of 1 to 5, with 1 meaning "not at all important" and 5 meaning "very important." 44 City of Pearland, Texas The following had the most frequently reported "4"or"5" ratings and highest averages: • Community/neighborhood parks (with an average rating of 4.5, 93% of respondents provided a rating of 4 or 5) • Overall park facilities and services provided by Pearland Parks and Recreation (4.3 average; 84% rated 4 or 5) • Trails (4.0 average;73% rated 4 or 5) • Recreation Center and Natatorium(3.9 average; 68% rated 4 or 5) • Recreation and athletic programs (3.9 average; 66% rated 4 or 5) • Swimming pools/aquatic programs (3.9 average; 67% rated 4 or 5) • Community events (3.8 average; 64% rated 4 or 5) • Athletic fields (3.7 average; 60%.rated 4 or 5) • Outdoor athletic courts (3.7 average; 60% rated 4 or 5) Second tier of facilities/services includes: • Westside Event Center(3.3 average;46 percent rated 4 or 5) • Melvin Knapp Senior Center(3.0 average; 39 percent rated 4 or 5) Degree to Which Facilities and Services are Meeting:Household Needs Using a 5-point scale with 1 meaning "not at all" and 5 meaning "completely," respondents indicated to what degree their needs were being met by the facilities and services offered in Pearland. The following had at least half of all respondents providing a rating of"4" or"5": • Community/neighborhood parks (with an average rating of 3.8, 62% of respondents provided a rated of 4 or 5) • Overall park facilities and services provided by. Pearland Parks and Recreation(3.7 average; 73% rated 4 or 5) • Recreation Center and Natatorium (3.4 average; 51% rated 4 or 5) • Recreation and athletic programs (3.3 average; 65% rated 4 or 5) Several facilities and services had fewer than half of all invitation respondents providing a rating of"4" or"5": • Community events (49% rated 4 or 5) • Swimming pools/aquatic programs (48% rated 4 or 5) • Outdoor athletic courts (46% rated 4 or 5) • Athletic fields (43% rated 4 or 5) • Westside Event Center(41% rated 4 or 5) • Trails(39% rated 4 or 5) • Melvin Knapp Senior Center(30% rated 4 or 5) The Melvin Knapp Senior Center also had a higher share of respondents indicating that their needs were unmet (48%)than met (30%). These findings indicate that in some specific areas, respondents have needs that are not fully met by current Pearland facilities and services. Improvements that Would Increase Use of Facilities Respondents were asked to select the three most important areas that, if addressed by the City of Pearland, would increase their use of parks and recreation facilities: • Awareness of programs/communications (62%) • Pricing/user fees (40%) • Condition/maintenance of parks or facilities or equipment(25%) Parks and Recreation Master Plan 45 Future Facilities, Amenities, and Services From a list of 22 facilities, amenities, and services, both indoor and outdoor, respondents reported the degree of importance for the addition/expansion/improvement of each to their household as well as their top three priorities from the list to add/expand/improve. This section details:the findings of these two questions. Importance of Additions, Expansions, or Improvements of Facilities Using a 5-point scale, with 1 meaning "not at all important" and 5 meaning "very important," respondents rated their needs of each facility and service listed. The following had the most frequently reported "4" or"5" ratings and highest averages: • Better security (with an average rating of 4.2, 81% of respondents provided a rating of 4 or5) • Improve park amenities (4.2 average; 81% rated 4 or 5) • Shade structures in parks (4.2 average; 81% rated 4 or 5) • Trail connectivity(3.9 average; 70% rated 4 or 5) • Playgrounds (3.9 average; 67% rated 4.or 5) • Running trails (3.8 average; 68% rated 4 or 5) • Picnic areas/pavilions (3.8 average; 61% rated 4 or 5) • Nature center/wildlife observation area/open space (3.7 average; 64% rated 4 or 5) • Bike park (3.7 average; 61% rated 4 or 5) • Spray park/splash pad (3.6 average; 55% rated 4 or 5) • Outdoor special events venue/amphitheater(3.6 average; 58% rated 4 or 5) • Multi-purpose/event/performing arts center(3.6 average; 56% rated 4 or 5) For a few amenities, a higher share of respondents indicated that the item was unimportant (providing a rating of"1" or"2") rather than important (providing a rating of"4" or"5"). These items include: • Rock wall (36% unimportant vs. 33% important) • Skate park (38% unimportant vs. 24% important) • Disc golf(39% unimportant vs. 23% important) Top Priorities for Additions, Expansions, or Improvements of Facilities Respondents were asked to select their top three priorities for additions, expansions, or improvements of indoor and outdoor facilities in Pearland over the next five to ten years. This provides the opportunity to see how respondents prioritize various values in relation to one another: • Better security (29%) • Outdoor special events • Improving park amenities (27%) venue/amphitheater(17%) • Shade structures in parks (21%) • Bike park (15%) • Nature center/wildlife observation • Weight/cardio/fitness space (13%) area/open space (20%) • Indoor gymnasium space (12%) • Additional recreation/community • Playgrounds (11%) center(20%) • Dog park(10%) • Running trails (19%) • Picnic areas/pavilions (10%) • Trail connectivity (18%) • Spray park/splash pad (10%) • Multi-purpose/event/performing arts center(17%) 46 City of Pearland, Texas An additional-recreation/community center facility also had the highest share of respondents choosing it as their first priority(12%). The least important priorities were: • Outdoor athletic courts (7%) • Outdoor athletic fields (6%) • Rock wall (4%) • Skate park (3%) • Repurposing the outdoor pool at Independence Park (3%) • Disc golf(1%) Communication Another question asked respondents to indicate the method by which they would prefer to. receive information on parks and recreation facilities, services, and programs within the City of Pearland. The most favorable method of communication for invitation sample respondents included: • Email from the city (65%) • Internet/website (58%) • Pearland Parks and Recreation Activity Guide (50%) • Social networking (31%) • Local media (30%) Survey Comments/Suggestions Regarding Parks and Facilities A follow-up question on parks and facilities asked respondents to provide comments or suggestions for how the parks and facilities could be improved to better meet the needs of their household and/or the community. Both invitation and open link respondents provided a full range of insightful comments, the full set of which can be viewed in the Survey Report, which has been provided as a separate document, to fully understand community member desires and needs. F. Open Link Community Survey Summary This section of the report discusses the results of the open link sample, with comparisons to the results of the invitation sample. By understanding how the characteristics of these two groups differ, we are in a better position to understand contrasting response patterns for various questions on the survey. Open Link Survey Demographic Profile Gender. Similar to the invitation sample, open link participation also skewed more heavily female (58%). Aqe. Open link respondents are more likely to be within the ages of 35 and 54 (60%) than invitation sample respondents (46%). Consistent with these findings, the average age of invitation sample respondents (45.3 years old)was slightly lower than the average age of open link respondents (45.9 years old). Parks and Recreation Master Plan 47 Household Profile. Relative to invitation sample respondents, an even higher proportion of open link respondents reported living in a family household with children(65%), while 14 percent said they are empty nesters. Eighty-five percent(85%) of open link respondents reported being a couple, either with orwithout children. Ethnicity/Race. Eleven percent (11%) of open link respondents consider themselves to be of Hispanic, Latino, or Spanish descent, slightly less than invitation respondents (15%). Seventy percent(70%) of open link respondents considered themselves to be white, while 12 percent identified themselves as Asian, Indian, or Pacific Islander, and 12 percent identified themselves as Black/African-American. Household Income. Open link respondents are generally more affluent than invitation respondents,with 42 percent earning $150,000 or more per year(compared to 24 percent of invitation respondents). Years in the Pearland Area. On average, invitation sample respondents have lived in the area for slightly longer(12.4 years) than open link respondents (10.2 years).. Thirty-six percent (36%) of open link respondents reported having lived in the area for longer than ten years. Own or Rent. Almost all open link respondents indicated that they own their residence (99%). Zone of Pearland. Representation from the West quadrant was significantly higher in the open link:sample (56% vs. 30% of invitation respondents), while representation from the South was considerably lower relative to the invitation sample (10% vs. 30%). Voter Registration Status. A majority of open-link respondents reported being registered to vote (86%). Importance of Community Issues Open link responses for this question were generally very similar to invitation responses, though many average importance ratings were slightly lower than average invitation sample ratings. Top Three Priorities for Recreational Services Similar to invitation respondents, open link respondents also were asked to identify their top three priorities for recreational services: • Positive activities for youth (69%) • Beautification of public areas (54%) • Enhancing home real estate values (44%) • Connecting people with nature (37%) • Connectivity/alternative transportation (26%) Open link respondents were more likely to prioritize connecting people with nature and positive activities for youth, while invitation sample respondents favored protecting the environment to a greater degree. 48 City of Pearland, Texas Importance of and Familiarity with Facilities, Programs, and Services Importance of Local Recreation Opportunities Like invitation sample respondents, open link respondents rated the importance of local recreation opportunities very highly. The average rating provided by open link respondents (4.5) was slightly higher than that provided by invitation respondents (4.4). Familiarity with Pearland Parks and Recreation Facilities/Programs/Services Familiarity with parks and recreation services is also fairly strong among open link respondents (average rating 3.7), marginally higher than the familiarity reported by invitation sample respondents (average rating 3.6). Importance of Pearland Parks and Recreation Facilities/Services to Household Average importance ratings were similar between invitation sample respondents and open link respondents. Open link respondents rated most of the listed PPRD facilities and services slightly higher on average, most notably the Westside Event Center(3.7 average vs. 3.3 average for invitation respondents). Degree to Which Facilities and Services are Meeting Household Needs Comparisons between invitation sample responses and open link responses show that average ratings of Pearland facilities and services are comparable overall, though invitation sample respondents provided ratings on average 0.1 point higher than open link respondents, indicating that their needs are met to a slightly greater degree. Improvements that Would Increase Use of Facilities Like the invitation respondents, open link respondents also placed the most importance on awareness of programs (56%), but were much more likely than invitation respondents to prioritize additional facilities and amenities (39% vs. 22% of invitation sample respondents). In contrast, invitation sample respondents were more likely to identify personal safety as an area for improvement (22%)than open link respondents were (14%). Importance of Additions, Expansions, or Improvements of Facilities Average importance ratings of the indoor and outdoor facilities listed were very similar between invitation sample respondents and open link respondents. Some-minor discrepancies are apparent, including outdoor athletic fields (3.3 invitation vs. 3.6 open link) and disc golf(2.7 invitation vs. 2.5 open link). Top.Priorities for Additions, Expansions, or Improvements of Facilities Notable differences emerge between open link and invitation respondents for the top priorities for additions, expansions, or improvements of facilities. Invitation sample respondents were significantly more likely than open link respondents to prioritize better security, improving park amenities, an additional recreation/community center, a bike park, and a spray park/splash pad. Meanwhile, open link respondents more frequently favored a nature center/wildlife observation area/open space, an outdoor special events venue/amphitheater, and outdoor athletic fields. Parks and Recreation Master Plan 49 Communication The most favorable method of communication for both invitation sample and open link respondents was via email from the city(65% and 73% respectively), closely followed by Internet/website (58% and 67%). About half of both invitation and open link respondents indicated that they would like to receive information through the Pearland Parks and Recreation Activity Guide. Smaller shares would prefer to obtain information through social networking (31% invitation, 38% open link) or local media (30% invitation, 19% open link). Open link respondents were more likely to prefer email communication, internet/website communication, and social networking, while invitation respondents showed greater favorability towards local media. G. Organizational Analysis GreenPlay broadly assessed the organizational and management structure and staffing of the PPRD to determine effectiveness and efficiency in meeting current and future departmental responsibilities as related to the community's needs. The department has recently undertaken a change in the organization in order to best match some of the needs identified below as well as to maximize the available resources. As a CAPRA accredited agency, there is recognition of the need to constantly and consistently examine the department's organizational structure in order to best align its personnel with the mission of the City and the Department. This recent realignment is intended to do just that, and when fully integrated, it is designed to deliver improved service and response to the citizens of Pearland. Implementation of a structure.change, regardless of the magnitude, results in new roles and: responsibilities for staff, and there often exists a ramping up to speed for individuals in their new roles. This appears to be the case for the department s new organization, and steps are underway to improve communication and transition to the new structure. Within that structure, there are some areas that can be addressed. The needs assessment of this master planning process included input from staff interviews, community and key stakeholder engagement, a community survey, and a level of service analysis, along with the consultant s expertise. The process identified a few areas for operational enhancement: • Internal and external communication can be improved to promote interdepartmental as well as intradepartmental coordination and cooperation. . • Improve the website so it is current, welcoming, and usable for patrons. • Online registration can be difficult to navigate. • Better marketing of programs with more diverse and targeted promotions. • Need vision/direction on purpose and utilization of Recreation Center and Natatorium (RCN). • Improve partner agency relationships. • Morale/staff appreciation can be improved limiting staff turnover. • Continued emphasis on implementation of the recent organization structure changes. 50 City of Pearland, Texas Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis To develop a short and long-term strategy for the future planning of the Pearland Parks and Recreation, Department, a SWOT Analysis was conducted. A SWOT Analysis is an effective and realistic way of identifying the market Strengths and internal and external Weaknesses, and for examining the Opportunities and Threats faced by the organization. The result of this process helps identify any deficiencies in the organization and is described below, including definitions as well as the department's organizational results. SWOT Analysis Definitions SWOT Analysis: Appreciative inquiry and analysis of internal strengths and weaknesses, and external opportunities and threats. Discussion includes the why and examples. • Internal Strengths: Major strengths of the department that should be capitalized upon. Strengths may include competencies in various areas. • Internal Weaknesses: Major weaknesses of the department that the agency has control over positively impacting, addressing, or changing. Weaknesses include any items that can be harmful, detrimental, and/or cause a negative impact. • External Opportunities: An opportunity is an attractive arena to take action in which the department would enjoy a competitive advantage,would further the agency in meeting its vision or fulfilling its mission, or enhance the development of its services. The agency should watch and plan for these if there is a high probability of occurrence. • External Threats: A challenge posed by an unfavorable trend, event, or development in the environment. In the absence of purposeful action, this threat might lead to the erosion of the department s quality service provision, financial and service sustainability, or its position or credibility. In some instances, this could also be detrimental to the parks and recreation industry. The department should identify and prepare to mitigate all foreseeable threats. Parks and Recreation Master Plan 51 SWO?Analysis A current condition ‘,. N Strengths - . positioned for preservation or ` µ I Internal advancement core i competencies ,_- ., Influences _ - ._� [-,..::-,- Weaknesses may=provide negafive ax impacts or are A 1f �detrtr`nentalror harmful , z- �. opportunity for s + ppo`rtunities —'- enhance"menor } External or development : Environmental z , Influences chaUenge provided by `h'reats, =$ " unfavorable trend,event, 3f� ar'develcpnrent - ., six. �'w 5 �+i'., n� During a meeting with staff, the team brainstormed to identify potential strengths,weaknesses, opportunities, and threats, ranking them according to the following. For strengths and weaknesses, a consensus was reached on ranking the performance and importance rating scale for each item. • Performance: rated as major strength, minor strength, neutral (neither major nor minor), minor weakness, or major weakness. • Importance: rated the importance of each item to the success of the Department. Rating is high, medium, or low. • APerformance-Importance Matrix was developed illustrating Major/High and Minor/High strengths and weaknesses as plotted on the chart (below). 52 City of Pearland, Texas Major Sfr'erigth/High Importance :: Major Weakness/Nigh Importance Large Debt Service ,Staff/Professiortal,Competence • ,Vision/Departmental Direction. `Lack of Real Property/Park Acreage I 'Public Perception Internal Communication NaturaI Resources Online Registration Lack of Developer policies,to support P&R CAPRA Accreditation - Diversity of Programming .; ••.Need Vision/Direction on Purpose and Economic Strength ligation of RCN ., ; -City Department Cooperation _Moral/Staff Appreciation m Recreation Center&:Natatorium Major Special Events • Competition for limited Resources P Web Page - , - o Resident/Non-Resident fees r Performance v'Matrix Facilities n Political Support Staff Turnover, Hometown feel - Connector Trail System C 'Shortage of Athletic fields(even with neiv,.- e �F • e r facilities being built) Diverse Revenue Streams • MinorSUen{jthIM Turn Importance , honor Weakness/Medium lmporra ce Strengths Weaknesses For each opportunity, a consensus rating for attractiveness (high or low) and success probability (high or low)was established. • Attractiveness refers to how attractive the opportunity is to the department in furthering its mission, fulfilling its vision, improving its revenue generation, cost recovery, or decreasing expenses. Rating is either high or low. • Success probability relates to whether the department's strengths will enable it to be successful in this area. Rating is either high or low. The department consensus ratings were then charted for each opportunity for attractiveness and success probability into an Opportunity Matrix(below). For each threat, a consensus rating to specify the likelihood that it will happen (probability of occurrence) and the seriousness of the threat)was established. • Probability of occurrence relates to the likelihood that the threat will happen. Rating is either high or low. • Seriousness of the threat is rated either high or low. The department consensus ratings were then charted for each threat for probability of occurrence and seriousness into a Threat Matrix(below). Parks and Recreation Master Plan 53 Highly Serious/Low Probability of Occurrence Highly /°High Probability of Occurrence State Legislation to Louver Revenue Gap . Low O&M Tax Rate. ty Growth Vandalism Texas.Park and WUdhfe Fundm R�ductlons g S t Competing Demands Internal(City wide) e and Regional(Urban vs Suburban} x Old%New,East/West'mequatity , • Y . ' Outsourci▪ng Qualityr Contract Management • k New Population'Buy m' o ; : , u 1 Threat Matrix , - 4 { - £� , ' 1 Er t Y 3" .� yy z :y 4 J y j, te 2 � �_ • F S # y { n S( t x T� Er a -r r �e v 1f 3 • a. 9 i 3 d #^R W :igvi•-*:',4 i I • •.,,,1,,,i,--r•.:'ili , LvwerSeriausnesslLow ero`bs6itity of.Occtrrrence* �' �r ^erSe• rra�rsrigh,F'vabablllt afOccurrt Low • Probability of Occurrence Higf)• , • � F �{,,� • s e_-�°'b9�� r.#^ei - .. ,. �"�E k��" 't ��:. hws Y F e F r�r r,� ; •� r_it�.l. :�' c�", '• fl'r t i ,�. .., ' ,Many of the-items identified in the SWOT Analysis had�much discussion;including ,, examples, and identification as to why an element should fall on the charts6where it didq ,:� ;The,shortened description:in the"chart does not represent the entire conversation, and therefore,,negative conclusions should not be drawn,from these charts without a °,.�: ,discussion of the total intent I �.., >m . ,„ ., „, ,` tip „,o, ..� , ,� , � Organizational Changes Recent changes to the organizational structure began in Fiscal Year 2014 and included moving Youth Development personnel to consolidate recreation programs in one division, moving a Building Technician to the Recreation Center and Natatorium position, and adding a Recreation Specialist to the Aquatics division for a total of two Aquatic positions at the RCN. In Fiscal Year 2015, one vacant Parks Maintenance position has been eliminated, and the Facilities and Custodial Services and Parks Maintenance West/ROW mowing divisions moved to the Department of Public Works. The remaining personnel in the•two divisions of Parks Maintenance, West and East, were combined to create one.Park Maintenance division to accommodate the new parks. 54 City of Pearland, Texas Staffing Analysis GreenPlay broadly assessed the management °" structure and staffing levels of the department to determine effectiveness and efficiency in meeting current and future departmental • responsibilities as related to the community's ! needs. Many observations were taken into #' account to determine whether the department had the right mix of staffing in the right places. The staffing analysis process included the observations and assessments of: • Community input ° • Community satisfaction rates : * • • a ° , • Staff focus group ` , , • • ; • Individual staff interviews ;` - " ;• '"• • ` �` N • • Facility tours• Observations of.quality of maintenance - = ;try • Full hours of operation ` 4 , • Professional involvement in Parks and k. Recreation organizations `(' " ' ' g • SWOT analysis • Organizational chart • Departmental budgets Staffing Considerations After considering all of the organizational observations and staffing assessment, the consultant team has determined that the department has an adequate number of staff to operate its current system with the caveat that strong communication must be maintained with the Public Works Department to promptly:and effectively maintain departmental facilities. That said, the department appears to now have the right mix of staff in the right places once the new and reallocated staff are up to full operating efficiency. To operate more effectively in the future and to implement the Master Plan, the department should consider adding the following duties to existing staff or consider additional staff: • Grant research and writer responsibilities (staff or contractual). • Establish a staff liaison to enhance existing partnerships and to seek new partnership opportunities. • Ensure staffing resource levels can maintain existing and new facilities at or above acceptable standards. Ho Recreation Progra,4 r i g Analysis PPRD has an array of recreation programs that seeks to meet the needs of its diverse community. Programming consists of Aquatics, Adaptive Recreation, Athletics, Youth Development, and Senior Programs as well as Special Events and facility rentals,as can be seen in Table 5. The programs are provided with varying amounts of City subsidy with revenues covering approximately 60 percent of the programming cost. Parks and Recreation Master Plan 55 .. Traditionally, the programming of the department has been strong, with 87 percent of focus group attendees rating the program offerings to be good, very good, or excellent. In the most recent program reporting period (Fall 2014),there was noted a 14 percent reduction in program participation. While Aquatics, Athletics, and Adaptive Recreation programs enjoyed some growth, there were reductions in Adult, Early Childhood, and Youth programs. There are multiple reasons for the fewer program participants due to some recent changes in staff reassignments and turnover that affected the programming offerings. Some courses that were traditionally offered were discontinued due to results of evaluating cost recovery in program offerings with smaller classes, in some cases 3-4 students per course. In implementing the new cost recovery methodology, there is now recognition that the effort to operate these programs is not a good use of the available departmental resources. There was also some unexpected, last minute instructor turn-over. Department staff was unable to find. replacement instructors to offer some previously successful programs. In addition, there was significant staff realignment with many new staff as well as role transitions.:During the transition of staff realignment, programming processes were less than efficient. The transferring of job functions created a lapse in the planning and implementation of certain programs. Marketing efforts were also diminished:due to a city-wide staffing transition. Remedial steps have been taken to address the shortcomings and the cost recovery process is resulting in more efficient programming offerings as the department continues to implement the process. 56 City of Pearland, Texas Table 5: FY 2014 Program Categories with Participation, Expenses, and Revenues V) U) CO Cl) _i W =t Lt.! W W `V,.z ZaW Z W 5 Way • QX QW X W :Events `,•, l va-j,`A CO 367 `I) .95' gn -0 920 ` 51 904 Oft Sorts/Athletics Teams $110,546 . z$1:49.007 c$38,461 Senior Pro•rams ,. .,. 37,023, $18,442 y, 0 818,442) f= 011,2 E$2 Q!ig 44.'a8 II077, Ofl .n i) A•uatics 1,439 25 039 oe 811111- MO /!0 `6,2 Adaaive;Recreation ;. u; 1:088 $23,825 ,°s 0 ($23 825, ti, 3it INKUT9211.11 0 Programmed Classes - g" 288 "$338,958 14. `'$226,460: ($112,500) h; TOTALS ' ;` µ$6 31:7,983 _: 53,788,099 4 :`:($2,5,39.824) . Notes: 1)Athletics registration is by team and not individual. 2) Athletic Field Rentals is by field. 3) Revenues include program fees, memberships and all rentals. 4) Ancillary includes other rentals, gift shops, concessions, etc. 5) The Cost Recovery Plan is being implemented in FY15. Parks and Recreation Master Plan 57 Additional Programs or Activities In the area of programs and activities, the Focus Groups were asked: "What additional programs or activities do you feel the Department should offer that are currently not available?" Among the most consistent responses received are: • Programs for people with disabilities • Cultural events including concerts and theater • Adult programming (evenings) • Teen dances • Senior/Teen Intergenerational • Musical entertainment • Weekend activities at Knapp • West side Senior programs Survey—Top 5 requested: • Special events • Fitness/wellness programs • Non-sport programs • Family programs • Swim and aquatics programming Programs, Activities and Special Events From a list of 11 programs, activities, and services, survey respondents indicated whether or not their household has a need for each of the programs. If they reported a need, they were asked to evaluate the degree to which the program currently meets the needs of their household. Finally, respondents were asked to list their top three program priorities to be added, expanded, or improved in Pearland. Below are the details of the findings of these three questions. Needs for Programs, Activities, and Special Events Figure 12 illustrates the proportion of respondents indicating that their household has a need for the listed.programs. Among invitation respondents, the two most frequently identified needs include special events (76%) and fitness and wellness programs (73%). Around half of invitation sample respondents also reported a need for non-sports programs (52%), family programs (51%), and swim lessons/aquatic programs (45%). Open link respondents similarly cited special events (78%) and fitness and wellness programs (64%) as their top two program needs, followed by family programs (56%0) and swim lessons/aquatic programs(54%). Invitation respondents more commonly selected fitness and wellness programs and non-sports programs as household needs, while open link respondents were more likely to have a need for family programs, swim lessons/aquatic programs, youth programs, and youth after school/summer camps, likely due to the higher proportion of family households represented in the open link sample. 58 City of Pearland, Texas Figure 12: Household Needs for Programs, Activities, and Special Events Invitation Sample vs. Open Link Percent of Respondents Answering"Yes" 0% 20% 40% 60% 80% 100% Special events(e.g.,festivals;parades, 76% outdoor concerts) 78% Fitness and wellness programs 64%11 73"h Non=sports(e.g.,arts and crafts,cooking; 52% etc.) 41% Family programs 51% ° . 56/o Swim lessons/aquatic programs % o 54/0 • Youth programs 41% 50% Athletic leagues-youth 39% 43°/° . Athletic leagues-adult 34%. 36/0 • Youth after school/summer camps MI.30% ° 44/0 $enior/55+ ro rams 8% p g �27% .Invitation Sample Teen programs �2 26°l0 •Open Link • Top Priorities for Additions, Expansions, or Improvements of Programs, Activities and Special Events Respondents were asked to indicate their top three priorities for additions, expansions, or improvements to parks and recreation programs and events. The combined top three priorities of invitation respondents and open link respondents are compared in Figure 13 to follow. Top program priorities for open link respondents also include fitness and wellness programs (43%), special events (36%), non-sports programs (31%), and family programs (30%). Open link respondents are more likely to prioritize youth athletic leagues and youth after school summer camps relative to invitation respondents. These prioritizations are-likely impacted by the stronger presence of respondents belonging to family households in the open link sample. Conversely, open link respondents are considerably more likely to place importance on fitness and wellness programs and special events. Parks and Recreation Master Plan 59 Figure 13: Programs, Activities, and Special Events—Top Three Priorities Combined Invitation Sample vs. Open Link Percent of Respondents 0% 10% 20% 30% 40% 50% 60% 52%° Fitness and wetness programs 4 43% 45 Special events % 36% Non-sports 30°10... 31% Family programs 26% 30% 25 Swim lessons/aquatic programs 28% 21 A Senior/55+programs 21% +,InvitatiorlSample Athletic lea ues-adult 191° 9 ; Open Link 18Jo' Youth programs 18% 20% I Athletic leagues-youth 26% Youth after school/summer camps 14% 22% lil '10% Teen programs 10% Financial Support The focus groups were asked a question related to the financial support of the department's programs and facilities. The first question was "How do you believe the Parks and Recreation Department should be financially supported? Should they be self-supported through user fees, completely through taxes, alternative funding, or a combination of each?"All focus group participants were consistent in their response that the support should be a combination of user fees and tax support and alternative funding when available. From these discussions, the survey asked for more specific information listed as follows. Opinions Regarding Program and Facility Fees Over three-quarters of invitation respondents feel that current program fees charged to them by Pearland Parks and Recreation are acceptable (78%). Three percent of respondents indicated. they are underpriced, and 20 percent indicated that they were too high. Open link respondents were slightly more likely than invitation respondents to feel that the fees are too high (27%) and proportionally less likely to report that the fees are acceptable (70%). Figure 14 to follow summarizes these responses. 60 City of Pearland, Texas Recreation Center and Natatorium Membership Fees Respondents were also prompted to assess the fees charged for the Pearland Recreation Center and Natatorium.Invitation respondents found these fees to be less acceptable than program fees—42 percent said fees are overpriced, 55 percent said they are acceptable, and four percent feel they are underpriced. Over half of open link respondents also reported that Recreation Center/Natatorium fees are too high (51%), while the other 49 percent feel that the fees are acceptable. Rental Fees Among invitation respondents, 71 percent indicated that rental fees are acceptable for their value, while three percent reported these fees are underpriced and 26 percent feel they are overpriced. Open link respondents answered similarly, with 73 percent reporting the fees to be acceptable and 28 percent reporting them to be overpriced. Melvin Knapp Senior Center Membership Fees Invitation respondents were considerably less likely to believe that the senior center membership fees are too high (27%)than open link respondents (43%). Fifty-nine percent (59%) of invitation respondents, and 57 percent of open link respondents see these fees as reasonable, while an additional 14 percent of invitation respondents feel that the fees are underpriced for the value received. Resident membership fees are being implemented in FY15. Parks and Recreation Master Plan 61 Figure 14: Program and Facility Fees -Invitation Sample vs. Open Link Percent of Respondents 0% 20% 40% 60% 80% 100% Program.Fees Fees are underpriced for the value received 3% I 3% Fees are acceptable for the value received 78% 70% 20% � Fees are too high for the value received ■Invitation Sample i 27% Open Link Rec. Center&.Natatorium 1 Membership Fees Fees are underpriced for the value received 4% 0% Fees are acceptable for the value received 55% 49%' Fees are too high for the value received 42% 51% Rental Fees Fees are underpriced for the value received 10 . 0% Fees are acceptable for the value receivedMEM" 71% 73% Fees are too high for the value receivedII 26%28% Melvin Knapp Senior Center Membership Fees 14%0 Fees are underpriced for the value received 0% . .. Fees are acceptable for the value received 59% 57% Fees are too high for the value received 27% ° 43/° 62 City of Pearland, Texas IV. What We Have Now - Inventory and Level of Service Analysis A. Inventory and Assessme t The purpose of this Level of Service (LOS) analysis is to evaluate how facilities and parks in the City of Pearland serve the community. This analysis maybe used as a tool to benchmark current level of service and to direct future planning efforts. Combined with other findings, including survey results, focus group and stakeholder feedback, it also indicates the level of service anticipated by the community. Asset Inventory A detailed inventory of public and semi-public physical assets available for recreational use by the Pearland community was assembled for the Level of Service-analysis. This asset inventory was created to serve the City of Pearland in a number of ways. It can be used for a variety of planning and operations tasks, such as asset management and land acquisition, as well as future strategic and master plans. The assets inventory currently includes public parks, recreation areas, and trails managed by the City of Pearland. Additionally, it was recognized that alternative providers, primarily Homeowners Associations, provide a significant inventory of neighborhood, walk-to recreation opportunities. Due to limitations of time and resources, a selected sampling of alternative providers were included in the full inventory and level of service analysis. Additional alternative providers, including County parks,were located using existing GIS data or aerial photography identification and included for reference, but were not included in the Level of Service analysis. The following is a summary of the overall inventoried sites. Visited and Assessed • 21 City of Pearland Parks • 163 Components • 4 City of Pearland Indoor Facilities • 26 Alternative Provider Parks • 129 Components Included • 49 miles of Trails including City trails and various Alternative Providers Located • 63 Alternative Provider Parks • 18 Other Indoor Facilities • 57 Public Schools Map A shows the study area and key locations of properties. Parks and Recreation Master Plan 63 THIS PAGE INTENTIONALLY LEFT BLANK • Pearland Texas • Map A: System Resources sn n..11 1 1 ,i i, .S s •• t ' ewe...ra i t s4wo.ct Ya. `,/. de,,.. ..• S . 1 J ° - r �wma .� • '.n,/N. L... 4 a • ice,. — ..:� t o� ", 'b.°m• a .. t so-:,ro Teew.n r f . • [y.3T - P,9eNM h.n ..W. w r....i iAy I ilir ,____,.. " • ma yr a.®, - A ¢ = 1 V..�J. t\^"! .. 1 OS• 0 .:1' ....Legend Mum. ,, 0 Indoor Feory. `\..Tie gP CO'1,01: '.=.74it.r.: ws ... :4 Man,00mPmside rn000, Resi0CN Trail . EW0.iemtor.oi y^' x.cs ww a+ . .. JwIaGCmP' .a..wemr..r..»+.a.w .r«+.x.'.'at, . 4 alemen0Pm0der. ', walereedy .. ... • �n"M1.Omer Rondo(nal Nsi1001..: We-way .. r I( Map A:City of Peadand system map showing all inventory included for GRASP®analysis. " B. GRASP® Methodology Level of Service for a community parks and recreation system is indicative of the ability of people to pursue active lifestyles. It can have implications regarding health and wellness, the local economy, and quality of life and tends to reflect community values. It is emblematic of the manner and extent to which people are connected to their communities. The GRASP® Methodology involves mapping, scoring, demographics, and interpretation of the resulting perspectives to yield a picture of recreational service in a study area. The various efforts undertaken for this study are described below with general findings summarized in the following section. Asset Scoring In planning for the delivery of parks and recreation : An analytical technique known as services, it is useful to think of parks, trails, indoor GRASP®(Geo-Referenced facilities, and other public spaces as parts of an Amenities Standard Process) infrastructure. This infrastructure allows people to was used to analyze Level of exercise, socialize, and maintain a healthy physical, Service (LOS) provided by mental, and social wellbeing. The infrastructure is made assets in the City of Pearland. up of components that support this goal. Components This proprietary process, used include amenities such as playgrounds, picnic shelters, exclusively by GreenPlay and courts, fields, indoor facilities, and other elements that Design Concepts, yields allow the system to meet recreational needs of a analytical maps and data that community. A component is a feature that people go to may be used to examine access a park or recreation center to use, such as a tennis to recreation across the study court, which gives users reason to visit and serve as an area. A detailed history and intended destination. A standardized list of GRASP® description of GRASP® components is used to classify each asset in the Methodology may be found in system. This list of components and definitions can be Appendix B. found in Appendix B. In the inventory of assets, the following information is collected: • Component type and location • Evaluation of component functionality • Evaluation of associated comfort and convenience features at a location • Evaluation of general design and ambience at a location • Site photos • General comments All components are scored based on condition, size, site capacity, and overall quality as they reflect the expected quality of recreational features as compared with typical facilities in Pearland. A three tier rating system is used to evaluate these: 1 = Below Expectations 2 = Meets Expectations 3 = Exceeds Expectations Not all parks are created equal, however. GRASP®level of service analysis takes into account important aspects of user experience often neglected by traditional approaches. For example, Parks and Recreation Master Plan 67 the GRASP®system acknowledges the important differences between these identical playground structures: is i' y r .. _. ,ke r Vi _ i ....,1w5 1 ; - 1l' ' ' , - , --AT * - ' .4 ~. °�. - - r r ..z-° �. ,, x 4 �. - 7,1 { 'RGH' 1 r=tr= ..ems,'-J, _ •i y7. ,: „J�'M'5 'r . - .. _ a%.r': • �^�"�.-,> of T - ' t1 -L+C o .., i u.a. la fy, - - �5 � 1 — p K '- ( fit`{ 1 un it U1:111.` ® 1. r k, Ike10;1_'.. !,.. I The immediate surroundings of a component affect how well it functions, so in addition to scoring components, each park site or indoor facility is given a set of scores to rate its comfort, convenience, and ambient qualities. This includes traits such as the availability of restrooms, drinking water, shade, scenery, etc. These modifier values are then attributed to any component at a given location and serve to enhance component and location scores. A final inventory atlas is provided as a separate staff resource document. This atlas includes maps and corresponding data including scoring and comments for all outdoor locations. Indoor 68 City of Pearland, Texas data and scoring is also included. Below is an example of map and data page from that. document. - - Ce .fi Yaxra-r—aon- 'caasaitrrsf. ^ - iTy-,Th., 'a r } E -, Infnalisnatoryl.. notPark' : ' i ,, .54: .#. .....1,W .4--,-ti 7'- ''' 1.1r4 .fi? 4ti y .aer'i• / r� t i •✓ y. a it J .m Y J,4 J , S+u M IL *tea t t W,a y-_. — - t � 'r.',{ra - .✓. , :, wry 4r `,.- wno wu..—. awn w '.9, �e,e,. ., �� r .� at `''1�,?,�'��'J : Hyde Park legend o-: 14p erott Faafy.�� FeaC ..A y ntr::5JoC9'tDa^mt N i=Fnra CarVary In addition to the inventory atlas, the dataset can be used to run a variety of reports and queries. For example, summary tables can be produced. The following summary table shows each Pearland park in the inventory, as well as each identified recreation component available. A full list of GRASP®components and their definitions can be found in Appendix B. Parks and Recreation Master Plan 69 THIS PAGE INTENTIONALLY LEFT BLANK Table 6:Inventory Summary Table d I 0 - U m o c ; m o , E a R > a v As ru O � LL LL 5 - i N ;• , C N 0 D. 10 , a+ N: .1 d ` I- S> > 22 m ,Ill 0' N A LL.. y- W to W `u 4- k ' Y ,0 Y, O C d o. G:...G. .i0. O.'' C. A m t"['�E .�.- E. G; d.. '.a° CT QY R' R N'' °'• N• O N. p 1S. j 'e a °' d` t9.1 N 2 W(5 LOCATION PARK TYPE <.<- ,Q. .Q, :m ;m .a : m`, to -co ,a °G w•u w 'u. . N`: ,* 2. '.O O a- .'a' a u)- .- I- I= > Aaron Pasternak Park. MINI 0.7 1 1 _ .1 Canterbury Park NEIGHBORHOOD 2.1 Centennial Park COMMUNITY 62.7 1 6 1 3 1 1 1 1 1 1 1 1 14 4 1 1 Cypress Village Park NEIGHBORHOOD 3.4 1 1 1 Heritage Plaza MINI 1.7 1 1 1 SPORTS Hickory Slough Sportsplex COMPLEX 63.6 6 1 1 Hyde Park NEIGHBORHOOD 1.3 _ 1 1 1 1 3 1 Independence Park COMMUNITY _ 68.3 1 2 1 1 _ 1 4 2 4 4 1 NATURE John Hargrove EC CENTER 74.3 1 1 Pine Hollow Park NEIGHBORHOOD 1.1 0.5 1 1 1 4 SPORTS Recreation Center COMPLEX 30.6 2 4 1 2 Shadow Creek Ranch Nature Trail LINEAR 41.6 1 1 1 4 1 Shadow Creek Ranch Sports SPORTS Complex COMPLEX 73.1 7 1 1 1 Sonny Tobias Park MINI 0.4 Southdown Park COMMUNITY 12.1 1 2 1 1 1 1 1 1 1 6 1 Southgate Park NEIGHBORHOOD 4.4 1 1 1 TRAIL - _ Trail Corridor CORRIDOR 9.1 2 Woodcreek Park NEIGHBORHOOD 1.4 1 1 Woody Park COMMUNITY 5.0 1 1 1 2 Zyclinski Park NEIGHBORHOOD .1.2 1 1 1 1 1 . .Totals: ..` 458.4 ..1 , 2 2 15 2. 7.5 .4 2 1.; '2 4 . 1 '. 1 11. 11.' 1 3. 8., 5 7 4.. 12 35. 8.. 2 2 1.. 1 Catchment Areas People use a variety of transit modes to reach-a recreation destination: on foot, on a bike, in a car, via public transportation, or utilizing any-combination-of these or other alternatives. The mode is often determined, at least in part, by the distance to be travelled. The GRASP®system accounts.for this by applying more than one catchment area distance to examine access to .. assets. A catchment area on a map, also called a buffer, is a circle drawn around each component at a specific distance. Any point within this distance reflects the score of that component. This is called a service area. These buffers are overlapped and used to calculate a total GRASP® Level of Service score for any given point within the study area that reflects service from all nearby assets. This process yields the data used to create all perspective maps and analytical charts. The GRASP®methodology typically applies two different catchment area distances to calculate scoring totals, yielding two distinct perspectives used to examine a recreation system: 1. General Access to Recreation 2. Walkable Access to Recreation General Access analysis applies a primary catchment distance of one mile. This is considered a suitable distance for a bike ride or a short drive in a car. This one-mile catchment is intended to capture recreational users traveling from home or elsewhere to a park or facility by way of bike, bus,or automobile. Walkable Access analysis uses a smaller catchment distance to capture users within walking distance of recreation facilities. This distance can range from as-short as 1/4 mile to as long as one-half mile depending on the study area. For the City of Pearland, a one-half mile catchment buffer was used. This catchment distance used in GRASP®studies represents a fifteen-minute walk for most users. :Academic and professional research is inconclusive on the topic of just how far people are willing to walk for recreation. Some agencies have used one half mile as a walkable distance for studies they have conducted. Other studies in this country and internationally have used one mile or one kilometer(.62 miles) as walkable distances. Assumptions Proximity equates to access. This means that the presence of a recreational facility within a specific distance indicates that facility is accessible from a location. "Accessibility in this analysis does not refer specifically to ADA accessibility. 1 General access equates to proximity of 1 mile, a reasonable distance for a drive in a car. 2. Walkable access equates to proximity of one-half mile, a reasonable distance attainable in 15 minutes walking at a leisurely pace. C. Level of Service Analysis Maps and data quantifications produced using the GRASP®methodology are known as perspectives. Each perspective is a model of how service is being provided across the study area. The model can be further analyzed to derive statistical information about service:in a variety of ways. Maps are utilized along with tables and charts to provide benchmarks a community may use to determine its success in providing services. Parks and Recreation Master Plan 73 The score of any component is reflected at any point within a catchment area that surrounds it. These areas are overlapped and used to calculate a total GRASP® Level of Service score for any given point within the study area, in this case the City of Pearland. When service areas for multiple components are plotted on a map, a picture emerges that represents the cumulative level of service provided by that set of components ins geographic_area. This process yields the data used to create all perspective maps and analytical charts. The graphic below illustrates the process assuming all three components and the park boundary itself, and thus all catchments, are scored a "2." Figure 15: GRASP®Catchment and Scoring Example Score z • Sco_J e-, o 0 f u T . Are E .. .r o o .� � w .4SZV. l A basic algorithm is used to calculate scoring totals for every park and indoor facility in the inventory and is illustrated in Figure 16, below. Figure 16: GRASP®Scoring Calculation -_ 1 is i' ir d'1l,ai 79.2 •Each component 1 ;'j •"Design and receives a score Ambiance"is •Site modifiers are considered a stand •All modified added up to alone modifer component scores com determine a P multiplier add up to a total score fora park or indoor facility 1 , 2or3 1, 2or3 74 City of Pearland, Texas Perspective maps and charts are produced based on scoring calculations determined by applying the GRASP®process to the City of Pearland inventory. Each facility or asset has been assigned a GRASP®score. Shown on a heatmap, cumulative GRASP®scoring is represented by:darker or lighter shades. GRASP®recognizes that every agency is unique and should be measured on its own standards. This data can also be used to portray areas that meet or do not meet a minimum standard, represented by different colors. A threshold map displays the same data related to a minimum standard GRASP®score called a threshold. A threshold score is normally set by the. score-of a typical "neighborhood" park within a recreation system but may also be set using a median score, average score, or some other statistical indicator: See Figures 17 and 18 for illustration. Figure 17: Heat Map.Sample ,---\. �.,,, ;,»j.� ',wi '..ATM { 2, t .- jJ' .. ,-. 4.4 r Heritage Plazaa �+: -' �. d 1 ' -- " . 'a ' 'a o`n Pa ternak Parks y, Independenv, ." Parkin; `.." k : a l a 3 "r ' .,4 e ti � .. :^ Ate. �tiS• ''.f S� g. '4.' A :;',' Darker and lighter orange shades oRn a heat map show areas with higher or lower level of service respectively.Also shown are outdoor locations, indoor locations,and city infrastructure. Figure 18:Threshold Map Sample j.4. . /� • J ^+am Ft �I3iagp5 iaza -ih 4 = . •, - r ak Par ,, '. Ipdepe dk , " `` Park / ., 3? , 9 4 4'.:':::''''':' , '' ' a'', : li? '11 Purple,yellow, and grey shades on a threshold map show areas that meet the minimum standard,fall below the minimum standard,or have no level of service respectively. Parks and Recreation Master Plan 75 .. Figures 17 and 18 illustrate two common types of perspective maps, the:heat map and the threshold map. On a heat map, a darker orange shade results from the overlap of more service areas or areas served by higher quality components. All shades have GRASP®scoring values associated with them such that for any given spot on a perspective map there is a GRASP® Level of Service score that reflects cumulative scoring for nearby assets. The following sections will discuss the inventory, analysis, and findings from the:City of Pearland GRASP® Level of Service Analysis. ..GRASP® Analysis The GRASP® Methodology involves the overlap of mapping;:scoring, demographics, and interpretation of the resulting perspectives to yield a picture of recreational service in a study area. Efforts undertaken for the City of Pearland analysis are described in full detail below. Findings and recommendations are summarized in the following section. Neighborhood Access to All Recreation The Composite Level of Service perspective indicates general access to recreation in the City of Pearland by any means of transportation and is represented in the Map Series B: one-mile catchment buffers placed around each component and shaded relative to the component's GRASP®score to service areas. This represents a convenient travel distance by normal means such as driving, or perhaps bicycling. This perspective also overlays a one-half mile service area representing the distance that a resident can reasonably walk in fifteen minutes. Asset scores are in effect doubled within this distance of a component to reflect the added value of walkable proximity. This doubling of the GRASP®value within a walkable distance of the component serves to place a premium those areas in closer, more walkable proximity to recreation. Initial analysis is intended to show level of service provided by City of Pearland and Alternative Providers as unique service. Hence, the following two maps (Map B-1 and B-2) represent the level of service provided by City of Pearland in an orange gradient and that service provided by alternative providers in blue gradient. The third map, Map B-3, makes no distinction between providers and therefore represents level of service provided by all providers. The heat map, shown in Map B-1 suggests that the study area has good distribution of facilities and good general access to parks and recreation facilities. The threshold map, shown in Map B- 2, displays GRASP®scoring based on a minimum standard, called a threshold. For this study a threshold score of 67.2 has been used which equates to access to a typical neighborhood park and access to a trail. 76 City of Pearland, Texas • \:,•,,,,,,k3.\,,,,, , 1 ---- ��//l , 1 f , , •: �f-•--r. • 1 .. e� • �' rr"*s ---• t hjti:'` 17 � � '��••s .11 \\\ \ti� 4 'ice : •••.. r ♦• •^0 ° • r-..°r7° `ai, yxx ,tJir'�' * •'v�.�t1 ,� � ',•„r. '' ,a• , `� t� ' -- City of Pearland • y{. rs i 1 • S•. >r • , .'N.y ® More Access ,i /fir 'k,., 1' r t l t ' t ° Nil t i c'4,�,, e. t�•.3, °• a t{..f•,r�Jij ,) i,P, \'- j�-t., ' tS�-1,1 _r•i 1 , -0.4 -t I r�'.^,, {,' ` ,•,,. tr " 1 f .y'�?,1,•,,•'_: om.' c^ t °t r� �:�Q •r 1 1�' �' •�--'� � c� 'II,;"'",�1 } n, *., �a > n• f' ��. Less Access. •t - , , • `4` °•°' r• i r. r r �, • Alternative Providers ;, •°• v • °l �! f� n��• r - More Access t Lrr..f �r _:r • �,°1 r°t rs +✓' s ra74 p , ... .- a.. c 4 . _i '._._• • N .a. 7 l 4icr lee °re.•��.�•. u 41.53_t `t'" a fr.' ,� •yp' ..,,,.Y .•Vf....,,!'gyp{a4 __ :_ .,.,�'k �71±+�'�� U .w+�Mob . •� i. • I.�° ' ^'.'L " y,� 4 iv'1 ' ° i`�\'• =Cs . g a` ' a •_,a r.,. i t- .; {' r• ,fey a / Half Mile Alt.Pro.Catchment '41' ice . J � f i 1 ►e e e 1•-'--°° Y' . , � • q {j \ ';i� ,` � Half Mile.School Catchment p • '/_ 1�= e `'' •• i ,, -. ' • v,1 •, ° ,.,:.i 7;r` Gi;y Limit • T 11ii r •� . ®ate ,.M'rr��i:'t,� �J ••r. Extra-Territorial Jurisdiction t FF ,} ` • Map B-1:`Neighborhood Access to All Recreation in the City of Peadand is displayed here as a heat map,with service from City facilities shown distinct from those of alternative providers. e� e { ^r �dL; 1 1 ,s't+l.�y �r/✓'-✓ t1`•kps r •kl-----.------ f.�� /./• 7 ',yi t .. `" 4; t ." . 4/>:;,:. iiWnV" : ! ]'i coil'� �• " r, + N• + ,v \ \, -......_...,.,-....�....-� �•r`'ta •s t ♦ Y•�M � ytt(,'' { ,,._,_y,, roj�kbs' • t{�(�Xr, \� .. s .. °_.,.. r�j-3 . '. • . ,y .`3`1 1}t n t yZ. 4(4,• y`""�. �•• . „foot,',:".".?: ` '`''lo • �' '' zt, ;��'' ��e City of Pearland �tsr°o°. ' =,�:yt;/`/ .a'>� ' r t ••,y,Y;14, I' , •'• •ry' ''''e. ■.jr., Above GRASP®Threshold Score a � t :;:4: J l'.3 " ✓`i' °Ter•\� "ra`` ;: K , � f�• b—"` I t - ,} „ >LP eshold Score }!. o.4 ° i i r` u • " • o:� r, - a 4 ,,�°,�' ss Alternative.Providers =j ; n e J I t ' `,,/ `, �.:'�.2 • Above GRASP®Threshold Score • �+ .r$,.: 1 ' w`'...l ', k,.A„s' Below GRASP®Threshold Score f i % fr •• ° ° -N., . r HalfMileAlt.Pro;Catchmen4 ° l 1 `.0 3j F� 1.P°° lt. T tr �Yfy�/f� `- Half Mile School Catchment .,aa a • aIta -t,,,:„ iv. s }Tile S a .• .. 2T-,, - '�, .r i S •e�j,. City Limit _j". •Y a' f,Z",:ter j'�,,§`"iJ 9 }'ti1 PaP :a„ 'aP4.. °♦•i e r♦ .._..+�.� •. s , {{ - il 4}n� P /I "� '- , rp.�� u r . Extra-Territorial Jurisdiction + t ( , `j_ ..^;rW €'_: ,£z,. - I. '1. 1`_I 4 .p...1 { ».I <i�\ °a a"aO I ."; i t \, afa. t r-ik t -+-` iiS-' {. .1 ; : 1— }alei.a', i ' j t I i ?--- I %✓ �• -//'-• 1 ..:::i ji, r'.4''''.: .7.1'4ELEfF,IN,''',.;h:'',, 111-1 M '1"/ ./ii i' ll'i:," : 0::;'!?;ftr..'.:..,1,1....'N.N.', .1'. 1 . : ‘Kr f Ii'a_ ,C3 °'t`3j t' t t } / .A./ '••••nr..- r3°..♦ ' /r., \ i (} may,. �, - �r\r1°t♦\�brY.br4 el r � t qi4 u ! • Map B-2:This threshold map shows Neighborhood Access to recreation in the City of Pearland and those of alternative providers.All access is shown relative to a GRASP®scare of 67.2,either above or below,equating to the LOS provided by a typical neighborhood park with access to a trail. In Map B-2, areas displayed in either purple or dark blue can be thought of as having adequate level of service. Areas in yellow indicate that City of Pearland is providing below threshold level of service, while areas in light blue only have access to alternative provider recreation opportunities at or below threshold level. Residents living in areas of dark gray are within the City of Pearland limits but must travel further than one mile to access recreation. Light gray areas are within the Extra Territorial Jurisdiction (ETJ) and are not served by any identified recreation provider within one mile. Hatched areas represent some level of service provided by other providers such as County parks, other Homeowners Association facilities, or Schools, but the actual level of service was not calculated as part of this study. Three areas have been outlined and labeled on this map as.examples. Area 1 shows a below threshold area, yellow, with multiple hatch areas overlaid and a light blue edge. This area should be further investigated for the amount of service provided by other providers. Area 2 shows an area of only yellow with an apparent residential street grid. This type of street network typically indicates neighborhood type development and therefore may be an area of concern in regards to low level of service. Area 3 shows a dark gray area with no hatching. This would indicate any Pearland resident living within this:area must travel further than one mile to recreation opportunities. Map 13-2 does not indicate whether the combined level of service from City of Pearland and Alternative Providers LOS meets the threshold level. Map B-3 shows this combined analysis. Using the previous three identified areas as reference, the following can be derived: For example, in Area 1, much of the area that was yellow with hatching in Map B-2 is now purple in Map B-3. This indicates that City of Pearland and Alternative Provider facilities are combining to provide adequate level of service in that area and additional level of service is provided by other facilities not included in the analysis. In Area 2, there is little to no change in yellow area from Map B-2 to Map.B-3, indicating that level of service is below the standard when considering all providers in an area. Area 3 in Map B-3 remains gray and does not have any recreational opportunities within one mile travel distance. Parks and Recreation Master Plan 81 THIS PAGE INTENTIONALLY LEFT BLANK • • Cam.:".• i G `-L pATiqJp - .. /I _ .� _ 1--- �ji�\,� \1�r" ;U I ,-tl,1 1\`:,,1 :Y; ,'1 ', E.-..'', ti ma's `4 -r'l9).tikt' .�ti \\ 1 \ 1 I � iba 9�4 f •• • • .,,• ,r, `f if r` J k ,,, ..t L S a I S I ,,V P ,,},u e:/ F k e, t\ -* t3.ji a i r" /j/!6i t I ,y, , .,e.= iT .,�;`> ti:;�° {`'/•.�1�"r2,,t �t �\. ,\ i\` . �Y vest. , l4 Y ,as t S 1 1� - 7 t utAer .' n .e.. reuwYmr �,J w`*, 9., „±..,'/� •\�\.? >t?-r /a.3 r >�,.W:+ d s 1. : ` a,atua,"*..0.44. t',,,1vvog,sy�nan \"`r, •ne1f",u*.�f//�/ /,6�.:r,. ✓ t. /f^`\ •4\� 1'`.,L o �'` a ,• f,�j D•• '' „ yF -i `" tYd - -' / ,j .. l',. ,r 1/( •* ` v'�4}t y i r.r n �.tr;;'- yy ,. '�9 s«,,ws, i t, u ' /t y // f a rx ‘,-,-,,,,..,:-;::,-..;•,y x''' . t�:.. r .,. .w.="* ''+^,-Z fa r r-^ t. .// -f.-1.- /, a..-..,.�`.,J'/ , � ftt� .. ..erw3: 1 P ,// / I t, l . i- tna w?,.0 •.41."..` ''•u.A..r,.'4.; b' ; 1-t-, curd wn 4, Yi *f/j//J/� 'r C �/� Ll `•-,+L r� u,;a �1 i,_Am:.f r.., r 6 x�. ,. .. '' '` , •• ;,..,tic %" .,% .yam 3/.., �." tf}�/ ..�jj ;.:,,1: 0 ••` NMI— .txm.v„ 'r,.:c �. '.Nrw;6..,aa, arc..xA i^oz,Sy • Y�, / ' "rail ,f�o,-p �� '� LL ......'tiuy/l5�. _ S. .• ... ,, tfltf..• • - cuuullku'7ualaua :,w.•' p® / rr +.r �1 /"/r",/I 77"�� iiGG U r la ta,�. s,' , m 6 4 \ r sws ti �� L.`�1j t • y'a •"2"",• h$ :et *-..c. ,,.s x+,y�ti e3+.+ :. .�i �f i .`.ma +' a.w.,�h mac. ,,w:sc ems„ AVATara;3v< '� py'r.. '!1{T. t" .,"'.�M CL • / l yll ny.t•�•fy'�Y•AkYu•piduMYt`.tl.Lw'.M1•➢1Y, 1�i.t,.\ r y) 1 1 ,• �?r......:-..-se T, a.m- ,. ' ' ,... -Ay �!.... 1,v .w ' h n,.ae,n3 �.'�j'} P' Ira` .F , T - ^a 'r• max„ •� -`•` o`bY.*y L• -a.zs� GC .�' c+'r` l'""'"'"i F ; .�• °' y ."'." /'r ,.. �. � ti 1 _ • r /Lu4WG.tius tm.. -sM1 1 ' ....��M y ,.�, �j• .,d,ms ^; A. J S s nT°..` �' ,.1.i.4. F F� r ¢.,. , -- iqa `w.u.,.+s.,` / � „y ` w�ntmw.,s �'J *ii �' `r s' ,n i/f —, . .;,.,-i-.. 3, '.. . -. --i liit �I1 I '�''. .• I I /J / 4. 1 / f �,•/ � T _ i � I • li- �� r- 3.. I ..� i >] I--� ;. l � 'i I � .... -, '\� '\.� ^" ) t al.J .'?I' t , i.� .-T 4+ual ;..`� r , ' ' ' -,,_,.- ,,.-_,,,,,, _,._. `� %urYY.J.1 _' il� l' - t. ''y'�J �r �( .,L1' a' Y,'°� i.r} .f• 24. • � ' i s q S 'L'�' '� �', /// (77 --t`" f•• jr .,: if I 1 i�' /�/ I 0 7 ..:.r ?d` \ 'i I 1 i nrinruzuzr -e R r \ rj /` �/ y\ r rr rm rs z .xiifu r-T i=un-w.nniunn r \ J —r f //`� \. rr /,:All Servlee Providers ^� '„!e tI(yr'' / f , = ' ! �' .. - r Hal Mlle AO.Pro.C tchrnOort,,,. Cdy Limk ll!l1:F g ,/I. `\ f `, •Abwe GRAsaOThre,hosl smra ___1 --^.. -1;;=ti.rt-` r/ I r Dolow GRASPGThrootrotd Score .:i:Moll Mlle School.Catchment. Enb9-Tornto/blJesdlchoq: Map B-3:This threshold map shows Neighborhood Access to all recreation in the City of Pearland,including those of alternative providers,in the same shade.A minimum standard GRASP®score of 67.2 is again used in this perspective to show service above or below from any provider. Further statistics can also be derived from this ma• •in• anal sis. Percent ! Average Avg. LOS LOS per Per Acre/ of Total Acre Population GRASP® Index with LOS Served per acre City of Pearland 85% 162 48 15 *Note: Statistics only calculated for areas within the city limits of Pearland. ETJ not included. Column A: Shows the percentage of study area that has at least some service (LOS >.0).At 85 percent of the City with access to recreation opportunities within one mile in addition to some complementary service provided by sources not included in this inventory, the general access to recreation opportunities can be thought of as very good in Pearland. Column B: Shows the average numerical value of LOS for the total area. Scores for the entire City ranged from a low of zero (or no service)to a high of 531.9.Considering theta value of 67.2 was used in threshold analysis, an average of 162 for all served acres indicates that where service is provided, that service is relatively high. Column C: Shows the result of dividing the number from the previous column (Average LOS per Acre Served) by the population density of the area. Column D: GRASP® Index, is a simple numerical calculation that involves dividing the total GRASP®value of all of the components in a given area by the population of that area, in thousands. The difference between the GRASP® Index and the previous number is that the GRASP® Index reflects the total value of assets in the area in relation to the numberof people the assets serve, while the previous number relates the density of service per acre to the density of people per acre. The GRASP® Index does not account for service from assets outside the study area, whereas the previous value does. Chart 1 shows statistics from an analysis of the values on Map B-3, applying a threshold, or minimum standard against which to compare service value. Total GRASP®scoring values are shown relative to a threshold value of 67.2. It shows the percentages of the city limits that have no service, fall below this threshold value, or exceed this threshold.While 85 percent of the City has access to recreation, over 60 percent of that land is above threshold. This is another indication that where service is provided, it is at a high level. Parks and Recreation Master Plan 85 City of Pearland. Access to All Recreation 15% o Percent Total Area=0 j ■Percent Total Area>0 AND<67.2 63% E3 Percent Total Area>=67.2 Chart 1: Access to all Recreation Walkable Access to Recreation Walkability is a measurement of how user-friendly an area is to people traveling on foot. A walkable environment has benefits with regard to public health, the local economy, and quality of life. Many factors influence walkability and include the presence or absence and quality of footpaths, sidewalks or other pedestrian rights-of-way, traffic and road conditions, land use patterns, and safety considerations among others. Perhaps the most significant factors affecting walkability in a study area are barriers. The Walkable Level of Service perspective models access to recreation by walking or other active transportation mode such as bicycle or skateboard. A one-half mile catchment distance is used exclusively in this analysis. This represents a convenient distance to access recreation and can be achieved by an average person within a fifteen minute walk. Unlike the Neighborhood Access perspective (Map Series B), this analysis does not recognize any service across a barrier. One-half mile service areas for all assets are determined and are then limited by each barrier. Scores are adjusted to allow direct comparison to the first perspective (Map Series B) showing General Access to Recreation. Barriers were determined for the City of Pearland and used to "clip"the service coverage for the walkable level of service perspective analysis. These are typically major streets, waterways, or railroad tracks that restrict pedestrian or bicycle movement and pose a potential risk to public safety. This accounts for these obstacles as deterrents to active transportation that serve to limit access to recreation without using a car. The walkability heat map in Map C-1 shows access to recreation in Pearland if walking or other non-motorized travel mode is used to reach facilities. The effect of the barriers is notable in this perspective map. Map C-2 displays GRASPS scoring based on the same threshold score of 67.2 used in Map Series B. 86 City of Pearland, Texas • 44 Al. ..... �., € Cam, 6' a - y �r �€ ir ;x�� , 'City of.Pearland alb .e .'c y,`t'.. x 1,,. Li".' Cr{,, .�`1 �- ,. ` ® More Access '° +µµ+ ? er �, F0, :JP Pi ` dr�®.ml ra-' a• �rq `id l f/"<��f, �' r _ t�r 2 t'{ ,"'1 'i�1 f�jl}•�.�'t,""'$. � 1 p * ,--/ .r g s,• + 1�[il f �. ..� s.° °,s Ya � �i`s11s s rig"` < c'D�' r t-- 'u ' l:et'(:.',(Jr rrl F1'r '4 zf;�yrt. . �r Less Access � '� � . r sd a F 4; ; ,.>,}(+4, • i . , f ! ��' Alternative Providers. __.-q .R ` .� s ��-.-; •tea ,. � ...f ,IS r�„P.4, s. a : E. v 4A - ' r•,' `� �•. 9 ,, r ,r � ' " r t - Mtire Access • ,,' p, C . ' ' ,; • �. ,�fit' c ,v s f 7v. , f ',,,. �. . ?`7 , t r „i' j� f `-� ale :."1`' ` y __{ zot�. #5J .., f •a F !• 11 i t 1i' x J a-- .*. V.=� r '44. ,�,, �Z y,:+.0 S. ligar T(_::'- I i ""1 �ri�a d �_t�— ^t - 5£;m fLx �iI's * ,..„�' .rj � P / 1 ff t - _ , n � ' 1 Less Access r rt try 1 ! t 14,..;;° {,� 1. 1,-- I o � 1 1 ,� : ,yl;�T. Half Mile Alt..Pro.Catchment fF,,, "r" (� 1 i + se , HalfMileSchoolCatchment a u� � i 1 : /% ,,',' f ` ram: City Limit i� Y / j ' sv f Extra-Territorial Jurisdic8on "rd�lt is ,� ? ,.. --1-"� // ,l�A.1' < :r � 1 ___I - j • Map C-1:Walkable Access to Recreation in the City of Pearland is displayed here as a heat map,with service from City facilities shown distinct from those of alternative providers: 1 \ '� -mow. . , '• - - >; ^T�. ivi c,:i..':::s5,:t.,:;:.:5;\=,71---1- .7,44,0:640200- ... ..,„ „.,...,, ,,,, ,,,,,. „...., . .„, .., .„.. ..„. , ..., „:„.„ 4, .„.‘,,,,,,,-,, - .. :-\- d { F ,r, ,A1 �.F \, ei f�ytiV,.�Y *.„,.., r4 t % X t. —.� _ . v � eE?i pt ,#>! tlijciitit f,, *447 j 11111 of Pearland ,t' F4Za'rA� t, +� ° " < p �' -Above GRASP®Threshold Score' -,--- F1.4�' x a �Y J� 4,- .s Y .` '-'L.. , 4� �. �„ 41:41 +ii,� may, + F �q / f y 'W , e� Below GRASP®Threshold Score Pr f + '' • �-V . -wit .' $o.+ ,;=• a �r yi ,,, �4't4 Alternative Providers am' :! a `�' f h �da�y' o / �� yr''� a1 rra 1 -*+.y .,, + 0e4 ,,f fi r� -Atiove•GRASP®:ThrestioldScore o� ,i45 t_ r „ a e • Below GRASP®Threshold Score ` ,1 '�, ' a "� /j� r, �tM t*ii '" ,P^ Ifs,4� 4—"Cl", ' �' Half Mlle Alt Pro:.Catchment ^t_ v, � �� *1+ � 6,. R ; � ,�,�' Half Mile School Catchment 3l i l' s� �i__ F +' +V h' la'.? t •r" CityLimit �_ �-- '�--��` �� .n " �zis's�''� \+ 4�- �� w y f f�\ t, ' F�ctra-Territorial Jurisdiction __ .�,. -1 `w i i mi Map C-2:This threshold map shows Walkable Access to recreation in the City of Pearland and those of alternative providers,displayed in a different shade.AD access is shown relative to a GRASP®score of 67.2,either above or below,equating to the LOS provided by a typical neighborhood park with access to a trail. As in Map Series B, Map C-2 displays areas in either purple or dark blue that can be thought of as having adequate level of service. Areas in yellow indicate that the City of Pearland is providing a level of service that is below the threshold, while areas in light blue only have access to alternative provider recreation opportunities at below threshold level. Residents living in areas of dark gray are within the City of Pearland limits but must walk further than one-half mile to access recreation. Light gray areas are within the ETJ and are not served by any identified recreation provider within one-half mile. Hatched areas represent some level of service provided by other providers such as County parks, other Homeowners Association facilities, or Schools but the actual level of service was not calculated as part of this study. A significant portion of the City of Pearland relies on alternative providers or school grounds for recreation opportunities within walking distance of home. These areas are indicated by blue shading or blue hatching. Similar to Map Series B, Map C-3, shows the combined analysis with no distinction as to ownership. This map shows significant portions of the city at or above the threshold in walkability but it also reveals a great deal below threshold and with no.service. This analysis would indicate that,while overall Pearland may not be a very walk friendly city, there are areas, subdivisions, and neighborhoods that could be considered very walkable. Parks and Recreation Master Plan 91 THIS PAGE INTENTIONALLY LEFT BLANK • ._..1\,�v�v,'" L r ��i%/.0 f t "--;;It,.!!!' ,� _I! Wk �S7'Yr 1p,. 1 '3.,, ? ti \\`=! -yr'/� fr if J/ 1 A �lJk , .'4: ylylj� 3 r 4#• ; v9w' �,�, j' • -£ ' y q! / {�\`0,0 i r '�r :. ylr*..4 ,4i t5,yrh�a.. �'' ', ‘ �1l c5 , ) '- { Y// ✓ Y}i S • � ice.. r-y i q �r bt J'•}'..ri- y�ali \, „• • -r E r i ' Yt* "d�ti r� � fj "k '.y �~ Legend f' !" ,, f/ J? 4 J4'4, k .. •i- Indoor Facility y j' ry' ' r ` KEN J f ` s ':-P * Alternative 1::1der Indoor d '' 1. 4.''ux\. l '`ry'� . k ...t"• W11ti� ,,,fN ftt-T, r•, r ! ,�#V,> ? r / • 0- Ft f #+ °rk 4 6 d o r r r f" �/� ^\�Public Trail 444 f� *'' ` cf ` t r iw 2, •'`'a( W - 4;iti; , ..i',f�A^ � ' es S�}'' rr " l w �' ',,"" a� 1 •_ f. � .'cue, L: . .�S �l i Restricted 7g,5, p,,. . 7'� ri° 6 t 5 t 4. 41 �� 6,40,,''�'.Q�9 tr.! r �"7 y.tp, f Water60dy c. t ;" tfG • "� .ss* �, ./ \ s,"3 t,«s p �1 ed �,. ,„,}3Z� .. r. `? f�s.� Waterway I a.�b.. ys iS...L �+. �'` r,. ,,t �'y'.cra ^�x.,, m....rr",� .. 1,5 .�.x�., > t� : Wetland : 3 _y._e. 1.i 2 `P • • i ,•i;.44 / •�'- :A. J'- `mot` } �! t P el Pearla ti Park I .,�x F_ k F,, ry Jam' '.'C •F fi.C'e„ %"i^ ?:A- ..r �l�C� Y1., �1. %:- aA .yb � . {�/ Other _ r k I 'i ,J c ( v �! �{�F�fi y \ :v . r � . !/,, t Other Provider(Not Visited) if at. t-�I i Y- 7H 6' t r ? ,ia jrin ,° 3. .s , ii • p r.r 4: { , 1 c � a r _ , " / — Road a s --11. {h .., i_ 1 g 14 I ,, , � ,,ay r' a rl i , l �- F°, Awl .t \ ii,,i 1 I i �:.i �. { . r f dr'•' 4r?1z- ti. _ —'� �f j y 1,,J p �` I / X f i'�,,. r ' _.. t / r ';' I I a L.a _ "',r',wi.E' �",�. j �.! :��: ( it ,I �:' /�i \ y ,: ,� tf •� r: ` .:>:u J�,za,r..Jr �..m 0.r . �. j r �� r`I`\ ' . .Y /��•' 11 0e e. ' M .r:.- n nn-an I 1 `� lc, v / v' 1 i os a. ] 7j<,. •t' �' .._ �\. - rF;l�! ^t HaeMW Aa-vmeeam,em All SeMce PfovlGera iCer[!na r J „�,-` �..�1� � �� —Rhine O146POTnnbb JBS Aurr I I . ,�. �.•.- 'I" l71{ / 1 .�.Nett Ws BrdaolCncbre,e ow Baba GRASPS'Mende S ..•Sab.Scs.,ial ScieScc", . Map C-3:This threshold map shows Walkable Access to all recreation in the City of Pearland based on all providers shown in the same shade.A minimum standard GRASP®score of 67.2 is again used in this perspective to show service above or below threshold from any provider. Percent Average Avg. LOS Per of Total LOS per Acre/ Population GRASP°Index with LOS Acre Served per acre City of Pearland 57% 105 31 15 Map C-3 Statistics Column A: Shows that 57 percent of study area that has at least some service (LOS >0). Column B: Shows the average GRASP®value of LOS for the total area of 105, indicating that. where service is provided, it is at a high level. Column C: Shows the results of dividing the number from the previous column (Average LOS per Acre Served) by the population density of the area. Column D: The GRASP®Index, a simple numerical calculation that involves dividing'the total GRASP®value of all of the components in a given area by the population of that area in thousands. The difference between the GRASP® Index and the previous number is that the GRASP® Index reflects the total value of assets in the area in relation to the number of people served by them, while the previous number relates the density of service per acre to the density of people per acre. It also allows service from assets outside the planning area to be accounted for, while the GRASP® Index does not. Chart 2 shows statistics from an analysis of the values on Perspective A applying a threshold. Total GRASP®scoring values were bracketed to show where LOS is above or below a threshold value of 67.2. A breakdown of the 57 percent of the City that has walkable access indicates that 32 percent is at or above threshold and 25 percent does not meet the threshold value. Forty-three percent (43%) of the City is without walkable service within one-half mile. City of Pearland Walkable Access to All Recreation ?I Percent Total Area=0 43%,. I Percent Total Area>0 AND<67.2 D Percent Total Area>=67.2 Chart 2: Walkability of City of Pearland by land area Parks and Recreation Master Plan 95 When discussing walkability, it is very important to understand the proximity of parks to population centers. While Chart 2 above refers to the percentage of the City within walking distance of service, it does not tell the whole story. Using additional ESRI software, the percentage of the actual Pearland population can also be determined within the three service levels: at or above threshold, below threshold, and no service. This results of this further analysis are shown in Chart 3 below, which indicates that nearly 75 percent of the Pearland population has walkable access to recreation with half of the population at or above threshold. This would indicate that parks are generally well placed in relation to population areas. % of Total 2014 Population I 25%0 • 50 %` la No Service o •: ?: :;:shoId Chart 3: Walkability of City of Pearland by Population This population analysis can also be broken down further to look at specific portions of the population..One example of this is the following Chart 4, which shows that 77 percent of youth (ages 19 and under) live within walking distance of recreation opportunities that were included in this study. % of Population Ages 19 and Under --.. 24% No Service { 524o 12 ■ Below Threshold At or Above Threshold Chart 4: Youth walkable access to recreation 96 City of Pearland, Texas Level of Service Summary Tables The set of tables below show the statistics from both the Map B-3 (Neighborhood Access) and C-3 (walkable access) in one place for comparison: Table 7: Level of Service Summary Table Service Coverage Summary- Percent With Service Map B 3 Map C-3 City of Pearland 85% LOS. Summary-Avg..LOS Per Acre.Served Map B-3 Map C-3 City of Pearland 96 9003 LOS Summary-Avg. LOS Per Acre/Population 10- 14 Per Acre Map B 3 Map C-3 City of Pearland •48 M LOS. Summary- GRASP®Indices Map:B-3 Map;C-3 City of Pearland 4i3 96 More on Utilizing the GRASP® Perspectives Different perspectives or analyses can be used to determine levels of service throughout the community as viewed from various angles. These perspectives can show a specific set of components, depict estimated travel time to services, highlight a particular geographic area, or display facilities that accommodate specific programming. It is not necessarily beneficial for all parts of the community to score equally in the analyses. The desired level of service for any particular location will depend on the type of service being analyzed and land use or demographic characteristics of the particular location. Commercial, institutional, and industrial areas might reasonably be expected to have lower levels of service for parks and recreation opportunities than residential areas, for example. Used in conjunction with other needs assessment tools(such as needs surveys and a public process), GRASP®perspectives can be used to determine if current levels of service are appropriate in a given location. If it is determined that level of service is appropriate, plans can then be developed that provide-similar levels of service to new neighborhoods. Conversely, if it is determined that different levels of service are desired, new planning can differ from the existing community patterns to provide the desired LOS. Parks and Recreation Master Plan 97 Access to Community Based Facilities While the previous analysis was based on a neighborhood perspective, it is apparent that one of the main focuses of the Department has been to provide a very high level of service at larger, community-based types of parks. The following map, Map D, identifies those facilities within the current system that provide service to a broader range of users and to a larger service area. Initial analysis indicated that the current distribution of these "Community"based facilities occur on an approximate two mile service area. Using this service area, Map D shows nearly complete coverage of the City with Pearland-owned facilities. If one considers the existing County Parks to the north and east, only small segments of the current city limits are outside of the two mile service area. It should be noted that the two new sports based facilities, Shadow Creek Ranch Sports Complex and Hickory Slough Sportsplex, were included in this analysis but: provide limited amenities outside of organized sports fields as opposed to other"Community" Parks such as Centennial Park and Independence Park. 98 City of Pearland, Texas • • • .: >?u✓,,,•••ilr�iri/ ,,i•iF}. lY'l1/. %.,fr�a,/ -`'- c V s/�./��,'SJ' .r/L Xu ;`s7 t,r„= :7o,'y'r „{ .. ..r,j/ _ �1 r ''•ll� r/ f//r•.••u "t J-- -;.s. —I l'.f.h-r� rr,r/4 sr/; sK r,. ',/'"%�i/•%1//�/', / r lYf ? r� ' /l'Y ;1 ..t V�j a! :6 ✓3 ! / fl " rr" / ' ''r},/}h '�lva 'r �Y/,�17 rV /��.I/lr, f r,r/� Ir %, // / 4, l" : r , f`:/ e%G%/ iJ f 7 •� / j '// 7/ f / /" j�� n't,"i•�••a ♦ f lr..f ji�h� //• f/r? •✓ /y rr/ /asT e f �/ / ti ! �} r'r�///�f%/w.fir/F/f/�, y '''' (, • */ ....... ......„,...„„)..„......:„,„,,,,,,,,,,,,„,.....,...„:„:„ .•.•. '/ / /,.o•/.////7 f./o./../' ///6/I",o7'.,./...%,-V. 'YoA--/'ii.air / 3 . /,','//,,",V,.riel4le,/ /,..;.• -. , fr .,,> �� / /j' / r f // ✓... ✓ 1;fly' f . / rr +m,, /7, /, //,' i'AVi '..'" / f• ,' ,,,,y , / „ //7-. '''z'4_,„VtA,V. . .„'�. , . �}�yy� /� ..J///f/ ,, pry ,,�.,:,.� t, � � l/�jii'i _! �i!i, ..,/.% 1 r,/, / 4 ��'l x%'. L, i•- I +.v}-I �,1 i ,f^°^'-'�.J-._.Y,'..._" 2 •.� � % "Vi ✓ ' /r .�/,//,rI!' ...''Fr r// v> - err.77!.) . li I I,i t , � � r- ', \i:..".',;:_,:')': 'I. i , 1 1 . . /. /I/ / /, -.8%:4':,',-;'.-';'?'-'),'''Z'''5, . . r. , J tu !y e ,, - I I ' :�f r ' �// ,'Z _ ilc .....n.1, .iruu , I r Y i 1, T eJ 11 l _, rr,, _ �a•.:�..,Ir la ,yl I Legend - ... vlana I aB 0 I ®.2 Idle Ad[efelo Penland Parks • Indoor Faddy Walet doily � Imes 1'_!J'ZNaloAmers to County Parke' it Altamaovo PMXaor Indoor Watankay 'rtm..awna..�.av+.pwa�..7sq, di PeoMnd Community Palk ;�,Peedand Nelysborhood Per. _. Wisdom �,N.+.�W Wa t �nr i.:Peiutand SPem Corrplo. .Cg Monadve Provider. — Ndad' w m a+suureww.cod wr-.nua" .. County Park- ei Omer Provider(Nw uuiad) 0 055 Umlt • Eat e•TardlorL 1 A aurtadiaim 1✓G.RBS.P , Map D:This map shows Community Based access to recreation in the City of Pearland. Access to Trails In Pearland, as in many cities across the county, trails are recognized as valuable and desirable components to any recreation system. The following map, Map E, shows existing trails in the City of Pearland, as well as planned or proposed trails. Pearland residents have access to a number of different types of trail providers: those trails provided by the City of Pearland, other. public providers such as County Parks, and semi-public providers such as Homeowners Associations. Perceived public access may vary greatly based on some of the more restrictive neighborhood trails. While there are a variety of opportunities to access trails across the City, public input from this study indicates that expanded access and additional opportunities are needed. As a trail system matures, the need }Y Cy emerges to address barriers such as _. v ^r S. roadways, waterways, and railroad �, �� crossings that separate distinct trail .,: 4 tri��x`" -•,, , �g networks in order to create a truly :` .' R ',-"' � �•` ,. 'NA- .?:/ connected trail system. A trail network is s.,4 w' i ��; , G �' Po, a`a4iP It,- barrier a part of a trail system within which major a., : - . . . crossings have been addressed Z ; -4;? 'Par • and all trails are connected. Trail networks °' � � ,,n A f fi within a trail system are typically ,- _' -1 1 a ,. i° ' " separated from each other by such --_— `si barriers or by missing trail connections. • i '` Signaled crosswalks, pedestrian underpasses, and bridges can help users navigate barriers. New trails may be added to link trail networks and improve overall connectivity. Most communities have several trail networks that connect users to common destinations such as schools, shops, restaurants, and civic and religious institutions in addition to parks and recreation facilities. The more integrated these networks, the more connected a community. The example in Map F shows different color catchment areas of one-half mile for several such trail networks in the City of Pearland. Using this analysis, 29 different trailsheds or networks have been identified. For reference, a truly connected trail system has very few distinct networks or colors on this type of analysis. Trails also serve as access to other recreation opportunities. A complete discussion of "Recreational Connectivity" can be found later in this document. Parks and Recreation Master Plan 101 THIS PAGE INTENTIONALLY LEFT BLANK • II 1 j j a_ _ !_ • 1. 7 in�l"< �� ---~ _ Z 1 t err z i , \.T:. i'1 I u,.h.c ••} d• t j ss"' I. +li I^1 `.I I 'F1 3 J I -ic ..x r € . ' . . il, - .i,. I , ,i r ` ...: I r a w a-- ; ""I "/ Ilj.,C � _ . . .I I ..It w tY. ' 11 r1. 4 t,�'t I 1.• { -1 . t . ,-' �y�: •t..Q re . r-7>_' v\ ' ..I. I r owfa voJ I I I - k+ "^ ..-+ I �t+ 7 r,r ,tt. .t w7 •• ,1w,-;7P I a I Mi �°°`o,ll-i J 1 1 i ,, — I� `I" ..{ - t.i Cr4 lrCa y,,,,. ,.., 4 �1 r t . tlla.ei� I L ra d.arI i yLl p h�!` t-1`..,'..,/,;cc‹. t f 3,v A it r w• + . a..oh wP.ne .7. wodiiv.k fri I E✓ 'pi 1t S �I -1 1 Tu t ° I 1 orny,P n a 4Zr n v 9+}, Pn !X.".- t`fi • . di�� I • 11I r�L I - L s 1 It ,,,I. ,,, ; _ r(I If I t �aI . ' r . `( t "- (7 1 l I it �al f{ ""? I. 2: .es t ,u,`:k• 1 Ig\Caw qt'a • t + �l yI P ��` r ! y • : i \ ,�-?mw2 •� - \ ' -<. -i ii+ r.J• /� I i + 1' I Je II lu .s ..I E 't."t /Y . 47ro eL sl{ /f�,. jr,� \r«mil+• • • ✓°, ' '" - u r s 1 { g � I \•+- 1 1 r i {i r .n r fa � 4''4< 'm + ] r l tr4 r a I t� P , .•"d >�. f> • • • .--- II 1= r � "I � . �P w..a/ I 9r � � *s� `"„J ' v r ,5.74r1 5"f y,l,, s / s. T- w _ �` Iw. a ` ' �r �, neu r � e 1, a � aw. I II I _ Pr'' L-- : > � . .,y� 'a -• t1 t 1 1 _,e r, i! '.w f { + ea t Icowk ti a+ 1 a Lt \ { t • h . )Pk— [ l .a.` T. \ '- \ - Xti • • '(.. 1y r 'k a i- •i� t al I ¢ft T. ; +)Jt �.... ;�-. \ 1 r;,. '7 x Cr:DI lit ++ `' ° f I} . 1t- )t c " t._J t n r i 1l r ® r='x- 1. f- j 1 ••tv ,L Dargm .— ` - bi, r.w � �i x r I :1 Yf .lt _ $ a '- \I ('_. ;--- ; "� . s. t, P I f 1 r ?% s .r + F J I'I :.._ .r. 1 11 i. r/.'I. I • 1^ V 1, 3 A, a • ssss,..uus + La �ti ! f I I� • �� v� c,r,,. aa� u,..v�1 .r 1 z ii al j a -•. -- , —.. salr.tll 2 f r, l a a5 d t Legend Kies .::.Indoor Facility '� Existing Publiotrrall • Water.fody—•Road ,ftoroavigir°.`ee°rtoms.onra„-,,......, w.......wwao-m #: Alternative Provider Indoor i�Restricted Trail Waterway jr-:', City Ulna "'"tet. '�""1.^'.c`�"'a'^af11° 1231.1w •di Paorland Park "�..Planed Public Tray Wetland Extra-Tenitonal 4.ti horn•°�...ww.wurrm�.•�au . ,t.. JudsdiMion Alternative Provider ,Proposed'Pubrio:Trail y �^�y.Other PrOeder(Not Milted) G.RAS: j�., Map D:This map shows current,planned and proposed trails in the City of Peadand' ' 0 Pearland Parks and Recreation Department Map F: Trailshed Analysis sty ofPcarland,g as • �� 4 9 ( ' .c a `.sxa... � ,-vim , C .. i �( E � I� �►° �. � �I I �I 1 � 3 ..I_C� f1 1 a.: t Ir 1 1 Y E e aRt • nwe�w �.er uau..i�e`J�'a`�aa� „FY .� 1.KT'• 1.., I IJ1L1 1 _ �I 'Er unoa.�a , s„1, t. a ,.; EJuiWa,EK IE't•t•• "'t.� -1 1 I 1. '•. �.Y�„ + / Z�.i \ ' i<,3" 1. • .a�p".`� z;6+iw'�aer' I,i I r'.k. ' 1l`I-- ..j w Win04 Pr '�. i i ,. 1, :. .. " 1 t; 3` ._rz- I ii E .. a L1 ,., { ) TJf.X,,,, , 1 i 1 I•I'. -``I ` 41,,` �y '+r ` _ ii -h--a -.,t....m .` 'tur'er-,.v > .;„_ lv• 7 '•k�a °° c• 'F • r I I .D r t} r•�! a' ti�.'''' �.y,s., D t yam, r_ ."m"' i iC..�1,e - -^c- . .,t ,i ..Y.w/ • S +� r i m gZ .+ ,��t* e .1 rk. 4 "S rw ,t ' fir*,ra m) t— a 7` ' ti7 -',&� t� .o '` T ma ae+91 -. I.. t [ y r ti i J y� -J'a • 'al t l ;1 # I°"...,.'"'i" N tr t E 1 rr r .� �� f� ai r ti7 S 4 4 .n• z I �.. / Y"„�,.A!' ^' rt .. J t f -;:r ,,.� > _ I - ! .: T ak t ,r .r 'stir .. i x t , k 1▪'a 7 t'.. ! i. • q 1 { - .Y,y'^.•S'e g i -R, I - I T Y`� -•..«n 1 � .Cr•- An. .��.H 3 ▪-Y i I{ Yap F� _ \.. . • • 05 d Legend �,,,, b Indoot Factory. ei ceIeibg Pub11c Tail wirer Body---Read roq.a.'.ati tive older Indoo 4_7 �2 RaaVcted7roi KStarwaY f��%CaTj Limn , PeerlanA_Pah ^Penned Pubic Trec :weband ERge•7emlodal + MemotiioPrargq '"y;:Proposed Public Trail •.. Juriadotllon Oiber.F der(Not VlslledI 1i • • Map F:The trailshed analysis of the City of Pearland..A one-half mile catchment area is shown here in a different color for each network,with-parks and open space areas shown in green. GRASP® Comparative Data The GRASP® Index, or the overall GRASP®value per capita, for the City of Pearland is 15. Because every community is unique, there are no standard or"correct" numbers for this value. However, it is useful to note that the GRASP® Index for the City of Pearland falls vvithin the mid- range. The following table provides comparative data from other communities. For reference, statistics have been included for other communities of similar size in addition to smaller and larger communities across the country. It is notable that the GRASP® Index score:for-Pearland is similar to that of most other cities listed with population of over 100,000. Other items to note in this table include that Pearland has one of the higher"average number of components per site" and the highest"average score per site"when compared to other cities. These are prime indicators of the focus on "Community" Parks in Pearland vs. other communities with a "Neighborhood" Park focus. The "percentage of area with level of service" is very comparable to other cities of similar size. The GRASP®scoring used for Pearland in this analysis includes all of the data included in the dataset including alternative providers and trails unless otherwise indicated in the table. Parks and Recreation Master Plan 107 THIS PAGE INTENTIONALLY LEFT BLANK t fAl O 0 Z y D O A O --1 za T� a 3 oA3 �' n .- A va o t„ d O o �a m ^ p1 a 3 �.nW Fg 2 3, 5- 2 o o °' u < m°° v c m a fD �' n � 9 N N N N N N N N N N <' ' 0 0 O O O O O O O O: O O O O to - to toO r O O O O F+ n m - d al !n H A A A W W C1 A W lwO ✓,S O T a T A A b 01 t0 b CO mpp O O d OD N-FA.' O Ut O 00 S .� 'Cr": Oo N o O 1+ N {n m O1 A LOO 'O'N 0W0 I i b N to,vwi : W 00 tN.. O A N ONi N d N O OWo t0 N �dp b D O V V A 000 N A N N D a .� V V m 4 f• Ol b + 1p A 00 0 ; m . Ya 9 CT. N N t0 H A N l0 Y W A 00 CO O y I W N+ tN W JW N 0 W 00 t0 A NNVU - W O w Ci A -' J W W 8 W 0 A A J W 5 S W �,,. y A A V Ul V Ol Qf lY O N J W•1 = P T.Zy 3 • C.y a o. N O O: : io:: : : : : : : : ; : : :; •V GJi FT, b :O J N I� N F+ N N bi Z DD o A G In 00 lD Qf Ol > � O y, p • • I � VV o Z V W V lO A l0 W Of F� N f y x'r , , • n • mg gogP. CN ., z 1•=1 P. r N m uip',: J tD W b p0 O W b p o'z I O m• 3..c an N In A of N N Ut Ol M A A A C�J �b to S'..m O 2 O v N Uo .p P A Oo D Cn O b N N 1p-N ~O `O a O F' W N O W F+ 1+ U1 F+ F• U C•.• lO t0 • A D F' O IV V F+ V A O N 1-• 3 4 y` -' Other Types of Analysis Capacities Analysis One of the traditional tools for evaluating service for parks and recreation is the capacity analysis. This analysis compares the total acres and quantity of assets to population. Table 9 shows the current capacities for all park land and selected components in Pearland. This table can be used in conjunction with other information, such as input from focus groups, staff, and the general public to determine if the current capacities are adequate or not for specific components. Using this analysis,it is clear that based on projected population growth and current ratio of component to that population, the City of Pearland would need to add 95 acres of park land by 2020 to maintain the current level of service. This could be a single 95 acre park or multiple parks. In addition, the table also shows the need for(3) ballfields, (2) multi-purpose fields, (2) tennis courts, (7) picnic shelters, (2) basketball courts, (1) batting cage, (2) loop walks, and (2) playgrounds for example. These could be part of new parks or added to existing parks. Parks and Recreation Master Plan 111 THIS PAGE INTENTIONALLY LEFT BLANK Table 9:Capacities LOS for Community Components Capacities Level of Service for Community Components Pearland,Texas Draft: March 2015 0 y v . m i:.e.:. oC * o0 =09 3. y, .•a..a3+ , C “C;N (C, CO CO " CO CO CO U Z _ � 12 INVENTORY City of Pearland 458.4 2 2 15 2 7.5 4 2 2 4 11 11 3 8 5 7 4 12 35 8 2 2 CURRENT:RATIOPB POPULATION. ,x _. CURRENT POPULATION 2013 101 9_UO Current Ratio per 1000 Population 4.50 0.02 0.02 0.15 0.02 0.07 0.04 0.02 0.02 0.04 0.11. 0.11 0.03 0.08 0.05 0.07 0.04 0.12 0.34 .0.08 0.02 0.02 Population per component 222 50,950 50,950 6,793 50,950 13,587 25,475 50,950 50,950 25,475 9,264 9,264 33,967 12,738 20,380 14,557 25,475 8,492 2,911 12,738 50,950 50,950 PROJECTED POPULATION-2020 23., 9 Total#needed to maintain current ratio of all existing facilities at projected 554 2 2 18 2 9 5 2 2 5 13 13 4 10 6 8 5 14 42 10 .2 2 population Number that should be added to achieve a 0 0 0 En 0 0 Enausiiiiii-opoill 0 0 current ratio at projected population GRASP® Index for Specific Components The authors of this report have A capacities analysis is based purely on the ,°developed a.tool that:incorporates.,• quantity of assets without regard to quality or both quantity and quality for any functionality. Higher LOS is achieved only by adding assets, regardless of the condition or given set of assets into a single quality of those assets. In theory, service provided ,indicator called the GRASP® Index by assets should be based on their quality as well ;This index is atiper capita ratio of the score per population as their quantity. An example will help illustrate. xfunctional in thousands In the case of Pearland, playgrounds currently ®`� � score at 67.35 and have a GRASP® Index of 0.7. The,GRASP Index.can move up or down over time as either;quantity:or Based on population projections by the year 2020, 'q • uality changes For�exampje, if al['of Pearland would need to provide an additional 14fhe,pla rounds int a commun• are points worth of GRASP®scoring through allowed to deteriorate over time, but playgrounds to maintain the current level of service none are added or taken awaythe per capita. Increases in GRASP®score can occur ' LOS provided by the playgroundsis, through upgrades to current components, addition of new components, or a combination of upgrades decreasing q y4 and additions. For reference, a typical component ' `� ' �: located in a typical park with typical comfort and ,Similarly, if all Or the playgrounds are replaced with new and,better ones, of 4.8 points.convenience modifiers equates to a GRASP®score butno additional playgrounds are y added the LOS increases even This is especially useful in communities where the though the,,per capita quantity'10 p y playgrounds did not�change; ; , sustainability of the parks and recreation system 1 over time is important. In the past, the focus was on maintaining adequate capacity as population growth occurred. Today, many communities are reaching build-out, while others have seen population growth slow. The focus in such communities has shifted to maintaining current levels of service as components age or become obsolete, or as needs change. The GRASP® Index can be used to track LOS under such conditions over time. Table 10 shows the GRASP®Indices for the various components based on the 2013 population. Parks and Recreation Master Plan 115 Table 10: GRASP®Community Component Index ?Pearland,Texas Projected Community Components GRASP° Index 2020 l Current Projected Population Population 2013* `t1t�a'r- 2020* °LO i'lei Total GRASP® GRASP®score Community per 1000 Total GRASP® Score per population score needed Additional component (GRASP® at projected GRASP®score type Index) population needed Aqua Feat,Spray 15 0.1 18.1 3.1 Ballfield 158.1 1.6 191.0 32.9 Basketball 109.8 1.1 132.7 22.9 Disk Golf 7.2 0.1 8.7 1.5 Dog Park 29.25 0.3 35.3 6.1 Event Space 7.8 0.1 9.4 1.6 Fitness Course 5.2 0.1 6.3 1.1 Loop Walk 69.05 0.7 83.4 14.4 MP Fields 88.6 0.9 107.0 18.4 Open Turf 29.6 0.3 35.8 6.2 Picnic Grounds 31.2 0.3 37.7 6.5 Playgrounds 67.35 0.7 81.4 14.0 Shelters 198.2 1.9 239.5 41.3 Tennis 75.6 0.7 91.3 15.7 Trailhead 7 0.1 8.5 1.5 Volleyball 5.2 0.1 6.3 1.1 116 City of Pearland, Texas E. Findings Summary of Facility.Findings Several general findings were revealed by the City of Pearland GRASP®Analysis. These may be summarized as follows:. When it comes to Neighborhood access to park and recreation, Pearland offers: ❑ A wide variety of well distributed recreational opportunities. O An overall high level of service if accessed by an automobile. CI A majority of its level of service in large "Community Parks." • A high number of components and average score per site when compared to some other communities. ❑ Some large "pockets" of high level of service. When it comes to walkable level of service: O "Neighborhood Parks" don't often score high enough to meet the "threshold" or lack trail access, often needed for a park to reach the threshold mark. ❑ Several of Pearland's"Neighborhood" Parks do not offer enough quality components. • Alternative providers are an important supplement to Pearland's "Neighborhood" level of service. ❑ There is heavy reliance on alternative providers for walkable neighborhood level of service in many areas. ❑ The quality of parks provided by alternative providers vary greatly across the system. O Demographic analysis shows good distribution of parks where people live, with over 75 percent of 0-19 age group having walkable access to some recreation service. ❑ There is a need to identify and collect inventory data on the remaining alternative provider parks/facilities. When it comes to "Community" Parks or"Community Based" Facilities: ❑ The current distribution is approximately a two mile radius. ❑ Offerings at Shadow Creek Ranch Sports Complex and Hickory Slough Sportsplex are primarily limited to the sports community and may lack other, non-athletic facilities often found in community parks. ❑ Community Parks with a large variety of components are primarily limited to southeast Pearland. When it comes to Trails and Trail Access: O A variety of trails are available across the city, but they are not meeting the needs and demands of the community. ❑ A significant portion of these trails may have limited or restricted access based on locations within subdivisions. O Trail access is notably absent from some Pearland residential neighborhoods. Based on projected population growth over the next 5-7 years, Pearland needs: ❑ Additional park land and components added to the system to maintain current level of service. ❑ To improve or upgrade existing components to system to maintain current level of service. Parks and Recreation Master Plan 117 Key Issues Triangulation Matrix . Key.Issues:Analysis Matrix. qualltat!VeData •,Quantitative, . •0t5 Data Source . :'Data ConsultantsAnalusls:andProfesslonal Expertise ... 4REEHPL ,ast .• • 1. i . 1 s z "" Key-Issue,Rating':Scale ! T. . a-.prlartly T. 5 a a _; a " sus .�°� • U!oppnrtrmlty tn'unprove :3 ;' o t a } o, o . ..~ a minor orfuturelsiu, i c; �. a x' E K n _ thank meana-netesue dldntchme up or'hasn't addressed a , w a `w1.1 u' a u 'Preliminary Recent.'enctatlons .. - musasmillimp ®i ta:'Ia. •I, -i_.a em a MIND increase awareness-of.recram&• cone nUedlm es'antatlanai ark etin.P;an nstrasocia:=_ It ®®_r<<a ','at"s:®Till _a® ia�a•I F.romotelrcluslonat all r=sidem ts.ate eailt•es seMeenand.rc,rams • ,date Pat DedicabonOrdiraroe ®a■®r_iI •it-. II a_.'aa`..-lasigl.1 Vixksi:n.Plannirc'Do t:4;dNato ers_torevielv/u,da:oPetkDedication ra1inance • - -o ill ate, Dal■'_ I .1111111111111,-,a■Oa®li•III • nclude sue eset. a &Pecreatio tr'ndsiniLtUred-_ri s - -MEW•:o -=salI®■t.: ,II®I®INI,'evlua&arsck to•a'ks•••ecre•tion ends ,- 'e -rit-t. ' t IIYE toll referendum tcrfaJm Im rovements - • ..a a,«_! ;!a' ,.I•„a '„NM .Ii, a®g can lete.2017 tund.ro ect;&.ereate'adnd rtle`endum.fornewlacit m.tavemenE tlize-e, a xa- -'a 'al°,. i, a .,•.la raj='Imalm•Iemert.CostReccaer P Ian. a a Ia_:,at;;.IMMO Contract AV iha decicate antwriter m result Resubmit'rants' , 1 , 1 , r c-Er partrerlps'wpri loco cart no relud reInE.2scna0ldoricis&,l3.Ecunorr c Dove cpm T; • ncreaSelccztFartnetships 1■11: a,L_`' I I'..11' MIMI 'heather . „ c lima:...'a 111L,I1Z,I , ■a' ',I-I ma -i.r.iea,•l Iona s.crscra s or evens:sc oam I.s... 'gip.ramsan,,P ,t; r e.....7 ...Z:;taz£. :ate' &Qa ',>'. :,. "n^ >` =.F.2: X:4.,.:.>.: a.eV,4 n:. :-c >.• `: . : I'"" i <r ' ncre2se.re.ram mh-rorta allies ®" .,a_ I''?al_ 'I .:Jr_Am, a. is mttl Ex.ara o,o ran a Dimities'or tamales:' nereaseIret aress.rcgrammin. IT I'; Ii is__I . li'.,Ia, .a, .;IMa, x.er,.,rnes.weruse.ra•ran q„arutn'es era;a. ncreasenon-c arts.a 'ammirc.'or'outr at ■!:IR I = ac.:al''#II _It:_=a•a llrfilg.0 ,itWe1•I••' - a'_■_."a!",a.` a al_..1ai._Ii-=7®I EEX.."xo ran°"arrin, acrease,ra,ram m l for se Ball- a-"' "Qa',-,,a, ,_Ita . :'ala' -a.: 1a•a card:o•o,ran o,.oltul les-or seniors - • • ar ia-":a •:3I„`'.I•` 'It ■I,;:I `,Ioa ..�rd rt .users anal.rcc. n o .-e sadse • . mane Mat.Mat.•r..raaimin.arnirc.nln-work. .hoursNO al— ai: ■.' -'i'-w al—IE. ,IL a®®Q!L ,• I�Itl�J•Ielt i.0 tiTq&Dl ri 9N9111UNI.a laaalut .1 .. a`%a •:I1 1M. ,-,I ar'T.Ia. I,r,�:a®a rd'an.rani llwellness'ftness'cultural =_elalneeds watercraft l Islas au a paltultam ra .4 4....I.tayraur••ir. ate■w'a®le,— a:--'aa: liniaaa a ra'121.nosrrecd.&cannr Alt,s,ecla ev:m.o••crtunhis xct i swnE tub' , ,r ,,'; Ic.be �..M 4::. :r °ry ... ,...—. ,.- =a >. .: airtairiantilmproveezletlriglacilites&arena as ` t r r=' f r , -.antinuetoLmpementer15tilgCIPFlal.&Master.Pien:Develop•3•Implem_-1?Recapcafzatan-•• • • - I I`_''_.•I 1 I I, _I _ ra ram/Asset Mana,eat erBPanwltr.litE c ale tEila.erant e.,r..- M-..m--nt=- a--. 1 ,;a.T.a ,a ,I a�-_�•a "ii I gal"race orreilace Ins scar rram en'I^r_ - a__a`a_":a,-_-,a -�a,~a®' •'a, -_'al.-.a .-r,sr=i rr•• - =ii-sw i-wn•r•possible. . ncre se beari5 aio9 at.ublle's.. es . . - a ■ -a'_"a; ,I' -a :7a' I,_ I. 4":)Continue to im rav beautifiaction le . 'ncteeSe lCoal.cf cry,ce'n areas or tics=_'vhe•or Iork service a13 ' - >>ra It a ternative pn'v lets•to lrcreaa lev ,?,serve:?in area,Peerendi idesntpat'e � ' .3.1 '''' I I I -fel,honloaci.arts tut le've a servIee 1'a I]N .. mQOYeEh'cdeat ame-i IEE.Ir.., a� -1. .i l •'i•_ a..'i® 11:7_111...l ACC='43.e:pnofWnbeE at c`iftlenitlEawltl'nn are;'.. . Htinak ruw.wumtt,&Selirtwxr.alk Mfganglul aalf'ilalMaa. a ,'I a_a" a_-.sa -i of:;aAcc l s,cdr.onens:atexistrr• arts ncreane AC 'acceSatb lr.'a al to I es 'a I I a.,_I' a- -aa_LI I . •t Cm- cr -n•lementar ADA'Aceesethilf Transit on'lal ' .. .. I. °;I 1• 1 I ' , ' Acc arupc€te'camponerts:,Pa ertla_ycr.-0 0.y_;grant progtam c'ulDra,easmuir atr'eeisting • nets asicoal at Ecry cc orovldec bfexisting:relg'1Uo'toed.pctIc - _I r,' - _, (-el aria -• • . 'satire utu e Irk laid a, 'a. 'a _ aF!.,I' !a II :- a ",a a Ex.are Lana`?: us ono..ortUntine ter a CammUnit'Park in,a """ ' aecana a C ornmumty Park orlentecaproyw.todesdnaben parss'a arnenitles ®I •'I 11®1®I• ;1 ®I■II,'pi•oretneop•crtunit1 or'PPRe Todeco•mea'oesanattoncommunit/Perknrlented.agency ern";. • :OAE 2,drier, ortnecamalntohlr..lel.hborrecd darks. - .ek at eucurtv9.ttlre a'.r;an'car.a a®a_+•'•Iia - 'I '191;MU"rails,, ®Acc•secl• ',. gun:a .art arnent es.w e.e'.o a t a:Jules ra.e.actMtiesrnaycecur .. omtotsao•ts.old, a®a::• a 'aka®a"laaaaM®I®ahtonRar .l'ts field'usa.e ca.adt...aiddemancstc etermreItuddrional fields are'reeded.._' reateserse.oficerltt et mdiw u. .arks. I®I I•1I®aiaMal®MIhail .CO.le,,N-J]r,ana nor-re !. Un ue a•,urea oar sr<. • • . . ' Recurring Themes • Maintain and improve existing facilities • Upgrade outdated amenities • Add trails and increase connectivity • Increase awareness of programs • Assess equitable user fees • Increase programming for families, fitness, wellness, non-sports youth, teens, special events Parks and Recreation Master Plan 119 THIS PAGE INTENTIONALLY LEFT BLANK V. Great Things to Come - Recommendations and Action Plans A. Rcco;'' eicatoons After analyzing the Findings that resulted from this process, including the Key Issues Matrix, a summary of all research, the qualitative and quantitative data, the GRASP® LOS analyses, and input assembled for this study, a variety of recommendations have emerged to provide guidance in consideration of how to improve parks and recreation opportunities in the City of Pearland. This section describes ways to enhance the level of service and the quality of life through improvement of organizational enhancements, financial improvements, increased programming, and existing sites, future development of new facilities. Organizational. • Improve marketing and communication of activities • Ensure social equity • • Update the Park Dedication Ordinance • Promote public health •• 'Include successful Parks and Recreation industry trends in,future'offerings Financial • , Utilize bond referendum for facility improvements • Utilize equitable user fees • Pursue grant opportunities F,. • Increase local partnerships • Increase sponsorships Programs and Service Delivery: • Increase programming for families' • Increase fitness and wellness programming • Increase non-sports programming for youth • Increase programming for teens :`., • =' Increase programming for seniors • Increase intergenerational programming for teens and seniors• • Increase adult programming during non-working hours • Increase programming for special needs • Increase number of neighborhood and cultural special events Parks and Recreation Master Plan 121 Existing Facilities: Maintain and improve existing facilities and°amenities-including upgrades to outdated',' amenities that do not function well especially in areas of low current service "' •.':Continue to improve level'of service especiallyy at"Neighborhood" Parks,through upgrades or additional components • ° Increase beautification of public spaces. • Improve availability of shade near park amenities • Increase ADA accessibility at all facilities • : Add/improve security lighting at many park amenities ; as •. Work with neighborhoods to create an individual identity for each neighborhood park. • "Work with alternative providers to increase level of service in areas Pearland doesn't have neighborhood parks but level of service is low. w•t y, Additional or Future Parks and Amenities •:° Consider programming needs where adding or upgrading,components at existing parks. " • Expand trails and.connectivity • , Become a Community Park oriented agency with destination parks and amenities •. .Monitor sports field demands and needs, • Improve recreational connectivity through neighborhood trail connections and park "spurs." •`` When considering new"Community" Parks look to no,service and low service,,areas .;., 'as priorities for acquisition of future park land; The following section of the report provides a discussion of the recommendations in greater detail. Enhance Organizational and Operational Efficiencies Improve Marketing and Communication of Activities The current Pearland Parks and Recreation Marketing Plan needs to be continuously implemented to increase awareness of program offerings and recreational opportunities including all the recommendations in the Master Plan for programs, services, and facility upgrades. The Marketing Plan should be updated every five years to include improved and/or new strategies to communicate with the community. The marketing and communication of Pearland Park and Recreation activities should be enhanced with a focused effort on adopting open lines of communication and meetings with partners and potential partners. The survey results below show the best ways of communicating with the community. 122 City of Pearland, Texas Figure 19: Survey Response Household Communication Tools What is the best way for your household to receive information on parks&recreation facilities,services,&programs? Percent of Respondents 0% 10% 20% 30% 40% 50% 60% 70% _ -- Email from the city 65% InterneUwebsite 58% Parks&Recreation Activity Guide '50% Social networking(e.g.,Twitter,Facebook) 31% Local media(TV,radio,newspaper) 30%0 . . rl Invitation Sample Other 11111 8% Survey respondents were asked the best way to receive information on parks and recreation facilities, services, and programs. These responses may be used to inform future planning efforts. Ensure Social Equity Social equity can be obtained by proactively promoting a policy of inclusion of all residents at all facilities, services, and programs. Implementing a policy of not turning down any potential participants for any activity will ensure social equity throughout the community. Update the Park Dedication Ordinance The current Park Dedication Ordinance is located in the City of Pearland Unified Development Code (UDC) Division 10—Parks and Open Space 3.2.10.1, Chapter 3, Article 2, Division 10. The Pearland Parks and Recreation Department and Board need to work with the City Planning Department and local developers to review and update the ordinance. The objective is to develop a win-win situation for the City as well as developers. Residential property value increases if the property is within walking distance of a park and will typically sell more quickly than those that do not have a park in close proximity. The Pearland Parks and Recreation Department can utilize the Level of Service analysis portion. of this Master Plan to help determine the types of amenities and components desirable for each new park location. Working with the local neighborhoods to finalize park development plans and maintenance issues will ensure that all parties come to consensus prior to finalizing the design and development of the new park. Promote Public Health The Pearland Parks and Recreation Department can be a great catalyst for promoting public health in the community by including public health and wellness as a priority in relevant marketing materials. Parks and Recreation Master Plan 123 The Pearland Parks and Recreation Department should consider partnering with public health organizations and/or local medical institutions through a Healthy Communities Initiative (www.qpred.orq/hcrq)and funding sources. Include Successful Parks and Recreation Trends in Future Offerings The Pearland Parks and Recreation Department should continuously track and review existing and future industry trends that are successful and can be potentially implemented. There are numerous resources particularly in Parks and Recreation magazines, websites, professional contacts, National Recreation and Parks Association (NRPA), Texas Recreation and Parks Society, etc., to keep track of what is new, different, and successful within the Park and Recreation industry. Improve Financial Situations Consider a Bond Referendum for Facility Improvements The community appears willing to utilize a bond referendum to pay for facility improvements and additional facilities recommended in this Master Plan over the next several years. A campaign for community investment may be a successful way of implementing the longterm recommendations in the Master Plan. Educating the public as to exactly what they will be asked to pay over a certain period of time for exactly what they will receive is the.key to passing a successful bond referendum. Figure 20: Survey Response—Bond Referendum If there were to be a Bond Referendum related to funding parks and recreation improvements on a future ballot,how would you likely vote? Percent:of Respondents 0% 10% 20% 30% 40% 50% 60% Definitely vote yes 35% . f Probaby vote yes '5_5%ar Probably vote noIII 7% s Invitation Sample Definitely vote no 4%e f Survey results as respondents were asked how they would vote on a future bond referendum to fund Pearland Parks and Recreation improvements. These responses may be used to inform future planning efforts. 124 City of Pearland, Texas Implement Equitable User Fees Utilize equitable user fees by implementing the recent cost recovery methodology adopted by the Pearland Parks and:Recreation Department and Board. There is a consensus to implement and utilize equitable user fees and assessment fees for Pearland Parks and Recreation activities based on a value received by the participant for the services with a personal benefit Figure 21 below represents a consistent method of pricing Pearland Park and Recreation activities throughout the community. Figure 21: Tax Use and Revenue Enhancement Strategic Direction *O. . ..... 1 rl EARLAN D ,g d„:01 . acumea.tre ,� 1 zna. :E'f Pear@and Parks and•F: ecreat n: 4., 5i Talc Aevet ee 6 t racerrlerut e :;,.. -t:. SStr tegicEgrett nt I.f p'a+ r_ r_wi _.. 2014-2016 5. co .. . "r_.' 'e'=" *�. .... 4" .. .. I1.2 4 '-Tram{ -..r•..:. 9 e ,' . f.of ,.;, w. v,. v wR i ei a .. eA' `"Cun..xCR nL.fr "�.L: .. ... _ - C araC eat'.1 ., ?- CCsr� Re=,rdk Func se.AWLS—E®ec ca cal=mu'cm lct=eu7=.CC ads •o s-' Gazi.T w u ¢' ti Ec.ar=aeEkc a-d.crEardlr,=:aigaur. dad wE.:1'q ccaar;t`sicd Ey 2T:>r ,d2 .. Eu au$aedic, fi yE o iP -C EMS!Benefit wi 3.-'c s".sz=0-. _..„It'= a 6.in* ¢ rt =.4....Yt=e r■ :u_ L a4 cart", .aJ�r-"+:,b,',CT cue. eusire..R+S4,-1,.2» v.nitr,A§/.r•=xY...rr+-a- :a$1:carsa.= C/ - Priilatt cf n fi.3 rcc__a a*-r tr T.arlixmc= w=c.ty :y rea.xci;"mw 19.S.Y i t.4.1)arel ac ay:'c y"r a?..N.;1751tei�w ra us7?,.;gfr r.. t SPi:: er.i.,aeA. ' ..k a a'�•ar•ac_ �sm.. AO'' P X` , w,ytc... t],.�lean...bad s.:.'s,c.amn C.s�ped m t: _ '-wm,,, o.'Waal+.>r=rr 17siam ay. zsma c.c..,. ,r wad .. Final Continuum Chart for the Pearland Parks and Recreation Department Tax Use and Revenue Enhancement Strategic Direction. Pursue Grant Opportunities It would be wise for the Pearland Parks and Recreation Department to pursue any and all grant opportunities at the federal, state, regional, and local levels. There are still numerous grants available to the City of Pearland at all levels to assist in the funding of this Master Plan and continuous operational dollars. Parks and Recreation Master Plan 125 A grant writer position should be added to the Pearland Parks and Recreation staff(or contractual) to create consistent, year-round grant research, writing, submitting, and tracking. This additional position can enhance financial abilities to implement this Master Plan though federal, state, regional,and local grant opportunities. A contractual grant writer may be hired for a percentage of successful grant dollars the department receives due to their efforts. Increase Local Partnerships The Pearland Parks and Recreation Department can increase local partnerships by fostering relationships with local entities, other agencies, and alternative recreational service providers, the two school districts and the Economic Development Chamber. The Pearland Parks and Recreation Department should consider partnering with public health organizations and/or local medical institutions in a Healthy Communities Initiative (www.gpred.orq/hcrq) and funding sources. A Sample Partnership Policy can be found in Appendix C. Increase Sponsorships The Department currently has some sponsorship arrangements for special events and activities. Efforts should continue to build on existing sponsorships as well as pursue local entities to support events and the scholarship fund within the Foundation. Ensure all existing and future sponsorships are accurately portrayed in a signed sponsorship agreement(Sample Sponsorship Policy can be found in Appendix D). Increase Programs and Service Delivery Explore increasing the number of program opportunities for family, youth,seniors,teens, and special needs The public would like to see Pearland Parks and Recreation Department provide additional programs for families, youth, seniors, teenagers, and special needs. Increase programming in special needs by expanding offerings to all types and ages of special needs patrons. As part of the program review process, continue to monitor participation and demand for programs and adjust to meet the needs of the community in all of these demographic areas of participation. Periodic focus group discussions with these different types of groups will provide good feedback as to their satisfaction as well as new programming opportunities. Expand program opportunities in fitness, wellness, intergenerational, and non-sports.activities As the City of Pearland updates, improves, or repurposes existing facilities, it should take into consideration the demand for fitness, wellness, intergenerational (teens with seniors), and non- sports programming opportunities for all ages. During the public input process, teens indicated a satisfaction with the non-official intergenerational activities at the Melvin Knapp Activity Center. These activities include teaching the seniors about technology, and in particular, the use of smart phones. The teens would like to see this program expand to involve the seniors teaching them many of the historical activities that they have heard about but do not know how to do. Examples mentioned by the teens included quilting, canning, cooking (old family recipes), gardening, fishing, woodworking, etc. These activities have been, and can continue officially, between 3:30 and 5:30 pm during the week at the Melvin Knapp Activity Center. 126 City of Pearland, Texas This intergenerational program if successfully implemented can also be the bridge to possibly open the Melvin Knapp I Center to teens after 4:00 pm and on weekends. The " building has the same amenities that a state of the art teen Y; center would have. This type of repurposing would be a '. great example of shared use versus new build for maximum 'f I. ---�- is usage and capacity. .` * ' t 1 ir ci i.Explore offering more programs at convenient times for '`- citizens s. As popularity in program offerings and activities increases, 4 .�. the Department should continue to look for opportunities to ? 'T.' ,; expand adult programs around working hours and , ` commuting citizens' schedules. Increasing adult k . i4c„' - 4 programming during non-working hours includes offering ifr„10, , -,- adult programs in the evenings during the week and oni• I . weekends. Commuters need ample time to get home from 'i '.~ xU; - work, eat, and change clothes before participating in .*, y it:- "- evening programs. a Increase the Number of Neighborhood and Cultural Special Events The Department can increase the number of smaller special events for neighborhoods and different types of cultural audiences. The distribution and variety of existing facilities provides many opportunities to host neighborhood and cultural special events throughout the community. In addition, strategic use of special events, festivals, and programming may help increase use of some spaces, and therefore, help to promote safer, more secure parks. Any new events will draw more users and traffic to park facilities thus creating more"eyes on the park" situations and a positive perception of safety in these areas of Pearland. Area merchants, restaurants, and hotels can be potential sponsors and help promote these activities to their patrons. Parks and Recreation Master Plan 127 Figure 22: Priorities for Future Programs Top Three Priorities for Additions,Expansions,or improvements of Future Programs (Invitation Sample Only) Percent Responding 0% 10% 20% 3D% 40% 50% 60% Fitness and wellness programs ;:: 52% I I .1: 1 I Special events 45% laiiiii I Non-sports 30% I I I I 1 Fan*programs 0111111111111 28% I Swim lessons/aquatic programs -25% i I I [ 11 Senior/55+programs ,R, • 21% i k Athletic leagues-adult ,;�' 19% I I 1 I Youth programs 8% Athletic leagues-youth 1 % 1 ! - MI a Most Important Youth after school/summer camps 14% :'a Second Most Important i I d ThirMost Important Top 3 Most Important Combined "1 Teen programs 10% i �'.. { Survey respondents were asked to list first, second, and third priorities for recreation programs in Pearland. These responses may be used to inform future planning efforts. Improve Facilities and Amenities The first section on Level of Service Improvements illustrates a few different options to improve Level of Service in Pearland, informed by the GRASP®Analysis and the statistically valid survey conducted by RRC Associates as part of this recreation assessment. This includes an explanation of strategies that address priorities for additions, expansion, and improvements; high demand components; booster components; and school partnerships. The second section on Recreational Connectivity discusses the value of a recreational trails system and outlines essential concepts as a reference for future trail planning. 128 City of Pearland, Texas Figure 23: Future Priorities for Facilities Top Three Priorities for Additions, Expansions, or Improvements of Future Facilities (Invitation Sample Only) Percent Responding 0% 5% 10% 15% 20% 25% 30% Better security 29% , Improve park amenities 27% Shade structures in parks 21% Nature center/wildlife observation area/open space 20% Additional recreation/community center 20% Running trails 19% Trail connectivity f 8% Multi-purpose/event/performing arts center 17% Outdoor special events venue/amphitheater • 17% Bike park 15% Weight/cardio/fitness space 13% Indoor gymnasium space • 12% Playgrounds 11% Dog park 10% Picnic areas/pavilions ,%. 10% Spray park/splash pad 10% Outdoor athletic courts •,. 7% Outdoor athletic fields 1. 6% Rock wall _ 4% Skate park - 3% ■Most Important Repurpose outdoor pool at Independence Park - 3% •Second Most Important Disc golf , 1% •Third Most Important Top 3 Most Important Combined Survey respondents were asked to list first, second, and third priorities for recreation facilities and amenities in Pearland. These responses may be used to inform future planning efforts. Parks and Recreation Master Plan 129 Level of Service Improvements Findings of GRASP®analysis, along with responses from the statistically-valid community survey, provide some guidance in consideration of how to improve recreation in the City of Pearland. Gap areas, those that either fall below the minimum standard threshold or provide no service, offer good opportunities for improvement. Although land acquisition and large-scale capital investment is sometimes needed, there are alternatives. This section discusses recommendations to enhance level of service through improvement of existing sites, development of new facilities, and potential partnerships. Increasing Safety and Park Security Public perception of safety and security issues are often as much about marketing and promotion as it is about police presence and patrols. The City of Pearland can work with local law enforcement, park neighbors, and business owners to continue patrols in areas of concern. The City can also track and publicize the small number of incidents that actually occur. The most effective way to make parks and trails safe is to increase usage and promote positive activities in the parks and on the trails. Additional steps can be taken to improve sight lines, install low level safety lighting, add trail mile markers, add map stations,and potentially install emergency call stations along trails. The department should monitor reports of vandalism and loitering to pinpoint areas within the park and trail system where negative behavior tends to occur. Based on this information, the department can focus security improvements where the negative types of activities are creating an unsafe perception. In addition, strategic programming efforts can help improve safety in parks. One such approach, Crime Prevention through Environmental Design (CPTED, pronounced "sep-ted") is defined as a multi-disciplinary approach to deterring criminal behavior through environmental design. CPTED strategies rely upon the ability to influence offender decisions that precede criminal acts by affecting the built, social; and administrative environment.This type of initiative is known by various labels or names:worldwide, such as Designing out Crime and other acronyms. More information can be found at www.cpted.net. Continued Component Assessment and Life Cycle Replacement Plan Based on public input, maintaining and improving existing facilities ranked high as goals for the next 5 to 10 years. Developing a method or process for continued assessment of existing facilities is key to monitoring existing resources. The assessment process used for this plan involves scoring of all assets to account for condition and functionality. Those components with low-scores may be addressed one by one and will serve to improve level of service. The department may wish to continue using a similar type of scoring system and asset monitoring or develop a method of its own. Life cycle replacement should also be factored into the yearly assessment and replacement strategy. Maitntenance and Updates to GIS Database Maintaining and improving existing facilities ranked high with regard to goals for the next 5 to 10 years based on public input. Developing a method or process for continued assessment of existing facilities in key to monitoring existing resources. The assessment process used for this plan involves scoring of all assets to account for condition and functionality. Those components with low scores may be addressed one-by-one and will serve to improve level of service. The department may wish to continue using a similar type of scoring system and asset monitoring, or develop a method of its own. Life cycle replacement should also be factored into the yearly assessment and replacement strategy. 130 City of Pearland, Texas Low-Score Components The easiest and most obvious way to raise level of service is to improve low-score components; those that that were scored down during the inventory and assessment because they do not meet expectations. Such improvements can involve repair, refurbishment, or replacement of existing components at a site that are in need of some attention. A full detailed account of each park and its components and modifiers scoring are included in separate staff level documents: "PEARLAND FINAL INVENTORY ATLAS" and "LOW SCORING COMPONENTS." Addressing Low-Scoring Components The inventory process for the master plan included rating components throughout the system on their functionality. Components whose functionality fell below expectations were identified and scored with a"one."A list of these can easily be extracted from the inventory dataset. By raising the score of a component the Level of Service in the community is also raised, but deciding how to do this may seem daunting. A strategy for addressing the repair/refurbishment/replacement or re-purposing of low-functioning components should begin with the following steps: A. Determine why the component is functioning below expectations. Was it poorly conceived in the first place? Is it something that was not needed to begin with? Is it the wrong size, type, or configuration? Is it poorly placed, or located in a way that conflicts with other uses or detracts from its use? Have the needs changed in a way that the component is now outdated, obsolete, or no longer needed? Has it been damaged? Or, has the maintenance of the component simply been deferred or neglected to the point where it no longer functions as intended? Another possibility is that the component was scored low because it is not available to the public in a way that meets expectations.For example; a facility might be rated low because it is leased to a private group and access by the general public is limited. This may be a perfectly acceptable situation and appropriately scored. The service is at a lower value due to limited access. An added example would be when a component is old, outdated, or otherwise dysfunctional, but has historic or sentimental value. This might be an old structure in a park such as a stone barbecue grill, or other artifact that cannot be restored to its original purpose, but which has historic value. B. Depending on the answers from the first step, a strategy can be selected for addressing the low-functioning component: • If the need for that type of component in its current location still exists,then the component should be repaired or replaced to match its original condition as much as possible. Examples of this would be playgrounds with old, damaged, or outdated equipment or courts with poor surfacing or missing nets. • If the need for a specific type of component has changed to the point where the original one is no longer suitable, then it should be replaced with a new one that fits the current needs. For example, if a picnic shelter is too small for the current level of service demanded, it may be replaced with a new, larger one. Parks and Recreation Master Plan 131 • If a component is poorly located, or was poorly designed to start with, consideration should be given to relocating, redesigning, or otherwise modifying it. An example would be an amphitheater next to a street that was once small and quiet but is now loud and busy. The noise from the street makes it undesirable to use the amphitheater for its intended purpose. If there is still a need for this type of facility at this park, then consideration should be given to relocating it or redesigning it to provide screening from traffic and other noise. • If a component is no longer needed because of changing demands, then it should be adapted or removed. Some inline hockey rinks may fall into this category. If a rink has been allowed to deteriorate because the community has no desire for inline hockey, then maybe it should be repurposed into some other use such as a basketball or tennis court, multi-use play-pad, or perhaps a skate park. It could even become a something unusual, like a trike-track course. Or it could become the surface for a large group picnic shelter. Another possibility might be to install outdoor fitness stations and make it an "outdoor gym." The choice of what to put in the rink's place should be made with input from the community. This could be done with a simple intercept survey, door-hung questionnaire, or by contacting a neighborhood organization. It makes no sense to replace something that the neighborhood no longer needs with something else it doesn't need. If no appropriate alternative use for the rink or the space it occupies is identified, it should be removed to avoid a blighted appearance, and the space should be integrated into the rest of the park with landscaping.. C. It is possible that through ongoing public input, and as needs and trends evolve, new needs will be identified for existing parks. If there is no room in an existing park to meet new needs, the decision may be made to remove or re-purpose an existing component, even if it is quite functional. An example of this could be found in many communities over the past couple of decades. As the popularity of tennis declined and demand for courts dropped off, perfectly good courts were sometimes converted into skate parks or inline rinks. In most cases, this was an interim use, intended to satisfy a short-term need until a decision could be made to either construct a permanent facility or let the passing fad fade. The need for inline rinks now seems to have diminished, while temporary skate parks on tennis courts have been moved to permanent locations of their own and become more elaborate facilities as skateboarding and other wheel sports have grown in popularity and permanence. Another example of this can be found in the re-purposing by one community of a ball diamond into a dog park. The ball diamond is well-suited for use as a dog park because it is already fenced, and the combination of skinned infield where the dogs enter and natural grass in the outfield where traffic is spread out is ideal. It is likely that in time this facility will either become a permanent facility designed specifically to meet the needs of people recreating with their dogs, or such a facility will be constructed elsewhere to suit that purpose. Otherwise, it could turn out that dog parks fade in popularity like inline hockey rinks, or are replaced with some other facility that dog owners prefer even more than the current dog park model. Meanwhile, the use of the ball diamond for this purpose is a good interim solution. 132 City of Pearland, Texas Trends to keep an eye on while deciding what to do with low-functioning facilities, or determining how to make existing parks serve the needs of residents as highly as possible, such as: • Dog parks continue to grow in popularity. This may have something to do with an aging demographic in America, with more empty-nesters transferring the attention they once gave to their children, who are now grown, to their pets. It is also an important form of socializing for people who may have once socialized with other parents in their child's soccer league, and now that the kids are grown they are enjoying the company of other dog owners at the dog park. And for singles, a dog park is a good place to meet people. • Skateboarding and other wheel sports continue to grow in popularity. Making neighborhood parks skateable and distributing skating features throughout the community provides greater access to this activity for younger people who cannot drive to a larger centralized skate park. • A desire for locally-grown food and concerns about health, sustainability, and other issues is leading to the development of community food gardens in parks and other public spaces. • Sprayparks are growing rapidly in popularity, even in cooler climates. A wide and growing selection of products for these is _ � �_ raising the bar on expectations and offering new possibilities for 9!_Y • •.. 1w�, creative facilities. IiNi ",,`I G�" Y ; � J ' ,�. .. Li • New types of playgrounds are --- � _ �- emerging, including discovery ,a play, nature play, adventure play, and even inter-generational play. - - Some of these rely upon movable parts, supervised play areas, and other variations that are different from the standard fixed "post and platform" playgrounds found in the typical park across America. • As a lower impact alternative to tennis, the sport of Pickleball has gained in popularity, particularly among older Americans. Striping can be added to existing tennis courts, or outdated facilities such as inline hockey rinks may be retrofitted. • Events in parks, from a neighborhood "movie in the park"to large festivals in regional parks, are growing in popularity as a way to build a sense of community and generate revenues. Providing spaces for these could become a trend. • Integrating nature into parks by creating natural areas is a trend for a number of reasons. These include a desire to make parks more sustainable and introduce people of all ages to the natural environment. An educational aspect is an important part of these areas. Parks and Recreation Master Plan 133 Low-Score Modifiers pet 4'4 pr In scoring inventory locations, additional - consideration04 was also given to basic " ° site amenities, called modifiers. These r y r t are features that support users during , � '� their visit such as quality design and ambience, drinking fountains, seating, rat � ; s• t 4 BBQ grills, security lighting, bike racks, .,i : Ill( III 1111! {' ` restrooms, shade, access, and parking, a -.. ; ' among others. These inform overall GRASP®scoring as more and better modifiers serve to boost overall . . GRASP®values. In an inventory assessment, any modifiers that do not meet expectations are scored down. Such modifiers may be in need of repair, refurbishment, or replacement which would serve to increase the overall scoring of all the components within the park. Several of the "modifiers" in the assessment process are directly related to the beautification of parks. Increasing scores for"design and ambiance" as well as ornamental and seasonal plantings will not only increase the level of service of an individual park and its amenities but also help to "increase beautification of public spaces."This was identified in the survey as a key priority of the department. These improvements would also help in creating a sense of identity at individual parks throughout the system. 134 City of Pearland, Texas "Booster"Components Another way to enhance existing assets is through the addition of booster components intended to "boost"the level of service in gap areas by adding new components to existing recreation sites. Adding components at existing neighborhood parks that scored below threshold is a great way to increase the level of service without acquiring additional land. Adding a shade shelter at an existing playground, for example, not only increases the level of service of the playground but also offers opportunities for a small family picnic or snack while at the park. In addition,adding shade to parks ranked high throughout the public input process of this study. Woody Park has great potential for such additional components, as it has a relatively low level of development based on available land. The addition of booster components at this park would also increase the level of service in low service areas nearby to approach threshold level scoring. ADA Transition Plan and Compliance According to the ADA.gov website, "Access to civic life by people with disabilities is a fundamental goal of the Americans with Disabilities.Act (ADA). To ensure that this goal is met, Title II of the ADA requires State and local governments to make their programs and services accessible to persons with disabilities... One important way to ensure that Title Il's requirements are being met in cities of all sizes is through self-evaluation, which is required by the ADA regulations. Self-evaluation enables local governments to pinpoint the facilities, programs and services that must be modified or relocated to ensure that local governments are complying with the ADA."Transition plans are also required to implement needed changes identified during the self-evaluation process. Ongoing self-evaluation and development of a comprehensive transition plan must be a priority of Pearland Parks and Recreation. HOA Partnerships A heavy reliance on alternative providers, particularly Homeowners associations, has been identified and highlights the need for a mechanism to help establish standards for recreation opportunities offered by such providers. A wide variety of types and broad range in quality of amenities was found throughout the City of Pearland. Further, despite being allowed by Texas state law, public access to these privately owned facilities is often perceived to be limited to nearby residents. One option to help with both maintaining reasonable standards and promote full public access is a partnership between the department and individual Homeowners associations. A grant program to help underfunded parks within developments maintain certain standards without burdening the City with a vast inventory of small neighborhood parks could be investigated as an option. School Partnerships School partnerships can provide additional options for public recreation. School facilities may supplement parks and other public recreational resources, but their limited availability often makes neighbors less likely to use them. One way to address this issue is to partner with schools to promote use of school facilities by the community. Environmental cues and on-site community programming can make school facilities more inviting. Site features such as welcome signage or an entry gateway on school grounds can make neighbors feel more welcome. A clear message about school hours and public access can be helpful to those planning a visit. Volunteer adult supervision can encourage use of school playgrounds or other facilities. Organized events or drop-in sessions are also helpful in creating awareness of school grounds as community assets. Parks and Recreation Master Plan 135 Learning Landscapes, a program developed by faculty and students at the University of Colorado at Denver, engages the local community to envision, plan, build, and maintain custom playgrounds at neighborhood schools. The intention is to extend learning opportunities beyond the school walls and into the community. Redeveloped school grounds typically include demonstration gardens, yard games, art, shade features, and outdoor classroom facilities as well as play equipment. Volunteers are put to work in the planning and construction of these new facilities alongside emerging professionals and school personnel. The result is a sense of community investment and ownership in these assets such that they better serve nearby residents. This program serves to foster stronger ties between schools and neighbors with open lines of communication and a commitment to shared resources. Such a program can have a positive impact on the role that school ground facilities play in neighbors' daily lives, and as such, elevate the level of service for the area. The Learning Landscapes webpage (http://www.learninglandscapes.org/) describes the program in this way: Learning Landscapes leads UCD students, elementary schools, and community members in the redesign of schoolyards into fun, multi-use parks designed to reflect the culture of the surrounding community. The Learning Landscapes project helps reconnect communities with neighborhood schools by listening and actively involving the school community throughout the planning, design, construction, and maintenance of the Learning Landscape schoolyard. Each school is asked to form a Learning Landscape team to help inform design and programming decisions as well as keep a watchful eye for vandalism and maintenance issues after construction is complete. The Learning Landscapes team recruits students, parents and surrounding community help to build, maintain and improve the Learning Landscape. Each new Learning Landscape has a volunteer build day where the school and community volunteers develop a sense of ownership and civic pride by creating outdoor artwork planting gardens, laying sod, or building play equipment. Site-specific resources are documented and distributed for educators and community members on the outdoor educational elements unique to each Learning Landscape schoolyard. Promoting the programmatic use of the Learning Landscape is critical for the long-term viability and sustainability of these projects. 136 City of Pearland, Texas -4 — ti r11 '• ' il- 1 =1*-1 r i ce, mil' M;,.+ — �/ 4 � 1 i�i' � r �, Y ' • me-c‘c c /*"s. Learning Landscape example at Ellis Elementary School, Denver Public Schools,Denver, Colorado Additional School Grounds Resources An informative summary of public use of school grounds may be found here: http://publichealthlawcenter.orq/topics/healthy-eatinq/shared-use-school:property The Learning Landscapes Initiative is a proven low cost way to foster a greater connection between local residents and neighborhood schools. More information is available at: http://learninglandscapes.org. Recreational Connectivity Non-motorized access to recreation has become a priority for communities nationwide in recent years. As a result, the importance of trails in a recreation system cannot be overstated. Trails have a positive impact on public health, local economy, quality of life, and the environment. Today in the United States, one-third of the population cannot drive due to a variety of factors such as age, financial limitations, or visual impairment. A well planned trail system creates a viable alternative to getting in the car. Trails are becoming ever more essential infrastructure that defines a community. Currently, Pearland has several trail corridors and localized trail systems. The Shadow Creek Ranch Nature Trail offers an excellent but limited trail experience in the northwest part of Pearland. A more centrally located trail corridor exists that will connect the new John Hargrove Environmental Complex with Centennial Park. Tom Bass Regional Park and the Shadow Creek Ranch development offer lengthy trail networks within their respective boundaries. However, room still exists for improvement, as trail connections beyond these major trail corridors are still rather limited. The following discussion includes a description several aspects of successful trail systems and recommendations for building trail networks. Parks and Recreation Master Plan 137 Where to Start? ° 4 A trail may be loosely defined as a route for pedestrians, bicyclists, equestrians, and other active users. Trails can zte;.t be off-street or on-street, paved or unpaved, dedicated • or shared. Ultimately, any trail improves the ability of people to safely reach a destination without use of a • motorized vehicle. Active transportation refers to getting from place to place under non-motorized power ' be it on foot, on a bicycle, on a skateboard, on a horse, r on a unicycle, on a scooter, etc. '` .-�' i ',r 4 Trails make any mode of active transportation possible, g .; � but they are most commonly used for walking andy►adrat, cycling. Walkability is a measure of how user-friendly . } � .`` ' an area is to people traveling on foot. Many factors ,_4,- 4•* influence walkability.These include presence or ♦ 7 t4 . absence and quality of footpaths, sidewalks or other 4,7't .' pedestrian rights-of-way, traffic and road conditions, land use patterns, building accessibility, and public safety J ! considerations among others. Bikeability, similar to walkability, refers to the extent to which a community J accommodates bicycle travel. Infrastructure for bicycle ` ' 4 ` use can differ substantially from pedestrian infrastructure. Often, a bicycle route or lane is integrated with a roadway. As compared to a sidewalk or other off-street trail this type of amenity is often easier and less expensive to build as it is subject to fewer limitations with regard to right-of-way, upfront costs, and private land ownership. Both walkability and bikeability are important aspects of recreational connectivity, the extent to which community recreational resources are physically linked to allow for easy and enjoyable travel between them.As people today are more inclined to integrate recreational opportunities into their daily lives, some aspects of the built environment are more important than they were in the past. This includes infrastructural elements such as trails and crossings. The infrastructure available to get active people to and from destinations is of greater importance than ever before as more and more people prefer a leisurely walk or bike ride to a trip in the car. Barriers are any limitations to free and easy pedestrian and bicycle movement within a community. These are typically major infrastructural features such as roadways, canals, or railroad tracks that impede active transportation and often pose a potential risk to public safety. The need to cross such obstacles serves to limit access to recreation facilities. Barriers may also involve other types of physical impediments such as rivers or topography as well as perceived obstacles like crime risk or a lack of familiarity with an area. People increasingly expect that such barriers will be addressed and that parks, recreation centers, and other community resources be easy to access for a variety of users employing a variety of travel modes. A trail system refers to all trails and associated infrastructure that serve active transportation users in a community. This may include trails of varying scale intended to serve users within a park, throughout a community, or across a region. It may include various types of trails for pedestrians, bicyclists, equestrians or other active users. 138 City of Pearland, Texas Building a trail system involves many considerations beyond the control of park and recreation managers. Recreational connectivity in most American communities usually starts with trails, but includes other infrastructural elements such as street/railroad crossings, sidewalk landscaping, lighting, drainage, and services such as public transit options or bike-share and car-share availability. Various other departments and agencies need to be consulted and partnered to: address things such as land acquisition, street crossings, and utility maintenance. Vacant lands, utility easements, street right-of-ways, and existing social trails all provide valuable opportunities to fill in gaps in a trail system but can be complicated to navigate. Further, the distinction between a recreational trail and a transportation trail can be hazy. Quality on-street connections such as comfortable bicycle lanes and routes are also critical to establishing good recreational connectivity despite that they are not:exclusively used for recreation. Trails Hierarchy Trails may be developed at a variety of scales. Many trails serve only park users, while others are of community wide or regional extent.Also, people with a destination in mind tend to take the most direct route while recreationists often enjoy going the long way around. An exemplary trail system will provide multiple opportunities for use of trail segments to access different parts of a community directly or enjoy recreational loops or circuit trails of various sizes. A hierarchy of trails allows users to choose from several options to reach a destination directly or spend time simply enjoying the journey. Three distinct tiers relate to a trail system: 1. Park Trails 2. Community Trails 3. Regional Trails Park Trails A trail system typically starts with within parks. Such interior trail assets, once established, provide a good point of departure to plan new trails outside park boundaries. Trails within parks are assets as valuable as other types of park facilities or amenities such as a playground, a ballfield, or a picnic table. Loop trails within a park are particularly for exercise or recreational use. Community Trails With internal park trails established, the next step is to focus on connecting these park assets to each other and to various places within the community. This involves capitalizing on existing opportunities to create strategic off-street and on-street pedestrian and bicycle links between popular recreation locations. Open space areas are ideal for off-street connections while wide, low-traffic street corridors are good options for creating pedestrian paths and bicycle routes within developed parts of a community. With these critical pedestrian and bicycle arteries established, focus may then shift to developing spurs along these routes to parks, schools, civic, commercial, and religious centers. Strategies to retrofit developed areas to meet the need for safe active transportation routes may be found in the Urban Street Design Guide released the in 2013 by the National.Association of City Transportation Officials (NACTO, www.nacto.orq). This valuable resource provides a full explanation of complete streets based on successful strategies employed in various North American cities. Regional Trails Regional trails typically provide connections to access nearby communities, and often link trail systems together. Development of regional trails usually involves extensive coordination with county offices, private land owners, and/or government entities. Parks and Recreation Master Plan 139 Trails Typology In addition to the park, community, regional trail hierarchy already discussed, it is useful to employ a trails typology in planning efforts. A new"trail" may actually involve a variety of infrastructural improvements. A primary consideration is how to accommodate pedestrian and bicycle users traveling along the same route. A basic trail typology of three different types is recommended. Each trail type refers to a distinct strategy for connecting one place to another: 1. Urban Trail 2. Bicycle Lane/Route 3. Open Space Trail An urban trail, an off-street trail wide enough to accommodate both pedestrians and cyclists, is an ideal solution. This requires a street right-of-way that allows for a fully detached 10-12' multi- use trail, preferably with landscaping or other physical separation from the roadway. This type of shared-use trail is paved with separate lane designations for pedestrians and bicyclists. An alternative to this is a bicycle lane or route. Along existing roads where space in the right- of-way is limited or a lower cost option is preferred, this alternative involves routing cyclists. along a dedicated, on-street bicycle only lane with a pedestrian sidewalk along the roadside. If the street cross section is so narrow as to prohibit full time dedicated bicycle lanes, an advisory bicycle lane may be an option. This allows for share used of a low-volume roadway with greater priority afforded to cyclists. iN* i f: } r ' s r l t ,1 r ' PZ Jf t \" ' ttfl �- , 7'1 i y Yield to bikes f $ I before [ l+ i I merging into :� i[. { , i i the bike lane: . _ '-''''':;''";:: _.: i;:''4: ) , ;," ,' ''S';....„::::>,7r ':, . '';.!--..; ; :,;',ei--‘ :, :' '...,,------'",- d:'.,,-.:- ',..:;-7,1:..., Motorists • r _, . ' t ,fi_ '; share the i "j i • , , , 1 ;� center lane ` 1 `1� I , 4 with oncoming _" vehicles ; F Image courtesy of the City of Minneapolis. In some instances, a particular street is simply designated as a safe, preferred bicycle route, typically with signage but with no actual lane striping. This is a good option for low-speed, low- volume, residential or rural road conditions. A final trail type, the traditional open space trail, provides users with an off-street connection often intended for shared-use by pedestrians, bicyclists, and equestrian users. These types of trails typically travel through open space areas or parks, along greenways, or through trail or conservation easements. This is often considered the ideal trail type yet the land dedication needed for an open space trail often makes it impractical or impossible in an established community. For this reason open space trails are usually located on periphery of developed areas. 140 City of Pearland, Texas Three trail types to consider in developing a trail system in an established community. Pedestrian and bicycle users are accommodated in different ways in each trail type.Selection for each is largely driven by the surrounding built environment.Colors apply as follows: Blue for urban trails, Green for bike lanes/routes(shown herewith street sidewalks), and Red for open space trail connections through less developed areas. .' ti . -y �:pp ..„,,. fi{ i 1 t .=+ 3 iLi .- .4V� • Uotaan 'Yvan o B@yd® Oiomil eipsCo TIrall0 Making Connections Development of a trails system is all about creating a series of connections. Here is a common sense way to think about the process. Connect Stakeholders Even the most well-planned, extensive trail system has to start somewhere. Developing a trail system takes time and careful planning. The scope of creating and maintaining such a network is a substantial undertaking that involves many players. This often includes school districts, user groups, county offices, state entities, federal agencies, and/or private land owners among others. Other potential partners can include utility companies, law enforcement, public works departments, and public transit operators as well as parks and recreation colleagues. The types of collaboration necessary to build a trail system are not without their challenges, yet can yield lasting partnerships that benefit the community. It is important to convince stakeholders that their cooperation is critical to the public good. It may be helpful to remind them of the economic boost that often results from investment in recreational infrastructure like a trail system. Of course, not all players stand to gain from trail development. It is essential that land managers and planners be aware of all possible implications inherent in their efforts. Here are a few general strategies to use in coordinating planning efforts in establishing a trail system: • Work with a variety of departments, offices, agencies, and entities to build consensus and create advocates in planning trail future connections. • Look at existing infrastructure for areas such as utility easements, drainages, and detention ponds that may support a trail and improve connectivity. Parks and Recreation Master Plan 141 • Consider ways in which various stakeholder may share cost burdens. • For greatest economic impact develop a trail system that clearly links recreation with commercial opportunities. • Remember that the demand for trails is greater than ever; remind stakeholders that investment of time and resources will yield quality of life dividends and boost the local economy. Connect Places Trail development should start with a comprehensive list of destinations to serve as a blueprint for trail planning efforts. These may be parks, schools, civic institutions, commercial areas, neighborhood nodes, or other important local centers. Trails may be prioritized based on the importance of the locations they access within the community. Of course, destinations also often serve as points of origin. Keep this in mind as infrastructure to support users may be more important in some locations than others. Connect Trails A trails system is nothing more than an assembly of trail connections that works together in a cohesive manner. It is useful to keep this simple goal in mind. Naturally, the process of building a trail system takes time. Patience is essential. Create connections that allow safe, comfortable routes between places in the community. As the "low hanging fruit" is picked, those trails with more complicated politics or more substantial price tags become focal points.Remember that there may be more than one way to link two trails, and sometimes alternative solutions are perfectly viable. Flexibility and creativity can come in handy. Connect People As the Pearland trail system continues to develop, additional resources will be desirable to support users. Signage and wayfinding strategies, trailheads and access points, public trail maps, and smartphone applications can be successful ways to connect people to trails and provide a positive user experience. Signage and Wayfinding Signage and wayfinding strategies are employed to enhance a trail system by promoting ease of use and improved access to recreational resources. An important aspect of effective signage and wayfinding markers is branding. An easily identifiable hierarchy of signage for different types of users assists residents and visitors alike as they navigate between recreation destinations. Further, a strong brand can imply investment and commitment to active transportation which can positively impact community identity and open up new recreation opportunities. Trailheads and Access Points An essential yet often overlooked aspect of a trail system is the need to provide users with access to trails. There are two ways to approach this: with a trailhead, or with an access point. A formal trailhead may include various amenities such as a parking area, bicycle racks, signage, restrooms, drinking water, a trail map, and an information kiosk. A trailhead provides access to trails that typically serve a higher volume of users with parking and a staging area for their visit. 142 City of Pearland, Texas The second approach involves simply providing a trail access point; usually without the. variety of amenities found at a trailhead. Trail access points are appropriate in residential areas where users are more likely to walk or ride a bicycle to reach the trail, and serve to eliminate the need for users to pass through private property to reach an off-street trail. New trails and new development should be planned to provide access points as often as possible. Map and App Resources By making trail maps available, users may enjoy trails with greater confidence and with a better understanding of distances, access points, amenities, and the system as a whole. Even with a developing trail system a trail map can provide valuable information to users. In addition to showing off-street trails, maps can locate bicycle paths and safe on- street bike routes as well as guide users to those trails suitable to their level of experience and confidence. Maps may also include information about trail ownership, helpful as some trails may exist within easements or even on private land with use agreements. Another way to provide trail mapping to users is through web based mobile technologies for use on a smartphone or tablet. Maps made available on this type of platform are dynamic, always on hand, and can be easily updated as a trail system evolves. This type of resource requires upfront investment and may be cost prohibitive yet as technologies advance these costs will become more manageable in the future, making web based maps more viable long term planning solution. Public Transportation A final consideration in regard to recreational connectivity is public transportation. Though this falls outside the realm of parks and recreation, many recreational users enjoy the convenience that public transit affords. Partnership with the local transit provider is recommended to ensure that future public transit planning decisions may accommodate access to park lands, trails, and common destinations such as schools and recreation centers to best serve the community. Additional Trail/Connectivity Resources The National Park and Recreation Association (NRPA) recently compiled summaries of current research and best practices on active transportation and safe routes to parks. These and other valuable resources may be found on the NRPA website: http://www.nrpa.orq/research-papers/ The City of Minneapolis, Minnesota, provides a helpful description of advisory bicycle lanes and additional resources: http://www.minneapolismn.gov/bicycles/advisorv-bike-lane. An informative summary of public use of school grounds may be found here: http://publichealth lawcenter.org/topics/healthy-eating/shared-use-school-property Planning for the Future and Keeping up with Growth Projections While the majority of the analysis for this study is based on current level of service in regards to the current population, population projections for Pearland indicate significant growth over the next five years. Addressing current system deficiencies in addition to providing parks and recreation services and assets for a growing community is challenging. Parks and Recreation Master Plan 143 Community Based Facilities As discussed earlier, much of Pearland's Park System is community park; or large park, based. The community based facilities analysis showed generally good coverage if one includes the sports based facilities at Shadow Creek Ranch Sports Complex and Hickory Slough Sportsplex. These facilities, however (at least in Phase I), will offer limited appeal to users outside the sports community. This City should consider additional, non-sports amenities at these facilities if land allows. If adequate space or user conflict prevents additional uses, consideration should be given to add a north-central community based facility and a western based community facility with appeal to a larger group of users. This may require land acquisition and also serve to help meet the projected increase in park acreage based on population projections. Sports Field Demands While the impact of the current sports fields at Shadow Creek Ranch Sports Complex and Hickory Slough Sportsplex are difficult to predict, the City should continue to monitor demand, needs and use of sports fields, both diamond and rectangle. Emerging sports such as lacrosse may also add the need for additional fields as program growth or participation numbers increase over the next five years. 144 City of Pearland, Texas B. Recommendations with Actionable Pi.nning; C•;st Estimates and Prioritization The following Goals, Objectives, and Action Items for the recommendations are drawn from the public input, inventory, level of service analysis, findings feedback, and all the information gathered during the master planning process with a primary focus on maintaining, sustaining, and:improving City of Pearland parks, recreation, open space, and trails. All cost estimates are in 2015 figures where applicable. Most costs are dependent on the extent of the enhancements and improvements determined or known at this time. Timeframe to complete is designated as: • .Short-term (up to 3 years) • Mid-term (4-6 years) • Long-term (7-10 years) Goal 1: Enhance Organizational and Operational Efficiencies Objective 1 1: h Improve:marketing and communication opactivities Actions Staff Time Timeframe to Intensity Complete 1.1.a. Continuously implement the PPRD Marketing Plan to increase Short-Term awareness of program offerings and recreational opportunities Low Mid-Term: including the Master Plan Programs and Service Delivery Long-Term: recommendations in Goal 3. 1.1.b Update the PPRD Marketing Plan every five years to include Mid-Term improved and/or new strategies to communicate with the Medium Long-Term community. 1.1.c Enhance the marketing and communication of PPRD activities by Short-Term adopting open lines of communication and meetings with current Medium Mid-Term Long-Term and potential partners. • O�bjecti.ve 1 2. r Ensure social equity rA. Actions Staff Time Timeframe to Intensity Complete 1.2.a Short-Term Implement a policy that PPRD will not turn away any potential Low Mid-Term participants for any activity regardless of any personal challenges. Long-Term 1.2.b Short-Term Proactively promote a policy of inclusion of all residents at all Low Mid-Term facilities, services, and programs. Long-Term Parks and Recreation Master Plan 145 Objective 1.3: Update'the Park Dedication Ordinance (UDC—Parks and Open Space 3 2.10 1),, Actions Staff Time Timeframe to Intensity Complete 1.3.a Work with the City of Pearland Planning Department and local Mid-Term developers to review and update the Park Dedication Ordinance to High Long-Term include an improved situation for all involved. 1.3.b Utilize the Level of Service analysis portion of this Master Plan to Mid-Term help determine the types of amenities and components are Medium Long-Term desirable for each new park location. 1.3.c Work with local neighborhoods to finalize park development plans Mid-Term and maintenance issues to ensure all parties have meaningful input High Long-Term prior to finalizing the design and development of the new park. Objective1..4 ,Promote Public Health' Actions Staff Time Timeframe to Intensity Complete 1.4:a Short-Term Promote public health by including public health and wellness as a Low Mid-Term priority in relevant marketing materials. Long-Term 1.4.b Short-Term Partner with public health organizations and/or local medical institutions including the Healthy Communities Initiative High Mid-Term Long-Term. (www.opred.org/hcro) and funding sources. Objective 1.5: 'Include_successful Parks and Recreation-trends in future program offerings Actions Staff Time Timeframe to Intensity Complete 1.5.a Short-Term Continuously track and review existing and future industry trends High Mid-Term that are successful and can be potentially implemented in Long-Term Pearland. 146 City of Pearland, Texas Goal 2: Improve Financial Situations Objective 2.1 Consider a bond referendum for facility Improvements' Actions Staff Time Timeframe to Intensity Complete 2.1.a Utilize a bond referendum to pay for the facility improvements and. Mid-Term additional facilities recommended in this Master Plan to implement High Long-Term over the next several years. 2.1.b Educate the public as to exactly what they will be asked to pay and Mid-Term for how long to implement the exact bond referendum projects High Long-Term proposed. Objective 22 Implement equitable user fees Actions Staff Time Timeframe to Intensity Complete 2.2.b Implement the recently adopted cost recovery methodology Short-Term continuum "Tax Use and Revenue Enhancement Strategic Medium Mid-Term Direction." Long-Term Objective 2.3 Pursue grant opportunities °` Actions Staff Time Timeframe to Intensity Complete 2.3.a Short-Term Continue to research, submit, and track federal, regional, state, and High Mid-Term local grants. Long-Term 2.3.b Short-Term Add a grant research and writer position (staff or contractual). High Mid-Term Long-Term :Objective 2.4 Increase lo cal partnerships Actions Staff Time Timeframe to Intensity Complete 2.4.a Increase local partnerships by fostering relationships with local Short-Term entities, other agencies, and alternative recreational service High Mid-Term providers,the two school districts and the Economic Development Long-Term Chamber(Sample Partnership Policy Appendix C). 2.4.a Consider partnering with public health organizations and/or local Short-Term medical institutions in Healthy Communities Initiative High Mid-Term (www.opred.orq/hcrq) and funding sources (Sample Partnership Long-Term Policy Appendix C). Parks and Recreation Master Plan 147 Objective 2.5: Increase sponsorships Actions Staff Time Timeframe to Intensity Complete 2.5.a Build on existing sponsorships as well as pursue local entities to Short-Term support events and the scholarship fund within the foundation High Mid-Term (Sample Sponsorship Policy Appendix D). Long-Term 2.5.b Ensure all existing and future sponsorships are accurately Short-Term portrayed in a signed sponsorship agreement(Sample Sponsorship Medium Mid-Term Policy Appendix D). Long-Term Goal 3: Increase Programs and Service Delivery Objective 3 1 Explore increasing the number of program opportunities for families,,youth, seniors, teens, and ,J the special needs population Actions Staff Time Timeframe to Intensity Complete 3.1.a Short-Term Provide additional programs for families, youth, seniors, teenagers, Medium Mid-Term and those with special needs. Long-Term 3.1.b Short-Term Increase programming in special needs by expanding offerings to Medium Mid-Term all types and ages of special needs patrons. Long-Term 3.1.c Short-Term Continue to monitor participation and demand for programs and Low Mid-Term adjust to meet the needs of the community in all the above Long-Term mentioned demographic areas of participation. 3.1.d Short-Term Conduct periodic focus group discussions with these different types Low Mid-Term. of groups will provide good feedback as to their satisfaction as well Long-Term as new programming opportunities. Objective 3.2: Expand program opportunities in fitness, wellness, intergenerational;and,non sports activities Actions Staff Time Timeframe to Intensity Complete 3.2.a Consider increasing programs for fitness,wellness, Short-Term intergenerational (teens with seniors), and non-sports programming Medium Mid-Term opportunities for all ages. Long-Term 148 City of Pearland, Texas 3.2.b Expand the current after school non-official intergenerational Short-Term activities at the Melvin Knapp Center where teens teach seniors Low Mid-Term how to use technology and smart phones to include seniors Long-Term teaching teens the historical type of activities. 3.2.c Explore the possibility of opening the Melvin Knapp Center to the Medium Mid-Term Long-Term teens after 4:00 pm and on weekends. Objective 3 3; Explore offering more programs at convenient times for citizens Actions Staff Time Timeframe to Intensity Complete 3.3.a Short-Term Continue to look for opportunities to expand adult programs around Low Mid-Term working hours and commuting citizens'schedules. Long-Term 3.3.b Short-Term Increase adult programming during non-working hours includes Low Mid-Term offering adult programs evenings during the week and weekends. Long-Term Objective 3.4: "Explore offering more programs at convenient times for citizens Staff Time Timeframe to Actions Intensity Complete 3.4.a High Mid-Term Explore the opportunity to increase the number of smaller special g Long-Term. events for neighborhoods and different types of cultural audiences. Goal 4: Improve Facilities and Amenities Objective 4.1 Maintain and improve existing'facilities Staff Time Timeframe to Actions Intensity Complete 4.1.a Develop system wide self-evaluation to identify low scoring assets and amenities. Implement strategy for repair, repurpose, or High Ongoing CIP replacement(see Staff Resource Document for examples of current issues). 4.1.b Develop system wide park beatification self-evaluation to identify priority parks in need of attention and set annual budget for High Ongoing CIP improvements. (see Staff Resource Document for examples of current issues). 4.1.c Consider adding additional components in parks that currently Medium Short-Term.. Mid-Term serve low scoring areas. Parks and Recreation Master Plan 149 4.1.d Work with neighborhood groups and homeowners'associations to High Short-Term create an individual identity for each neighborhood park. Mid-Term 4.1.e Work with alternative providers to increase level of service in areas Short-Term Pearland doesn't have current neighborhood parks but the level of Medium Mid-Term service is low or does not exist. 4.1.f Consider programming infrastructure needs when adding or Low Short-Term Mid-Term improving existing amenities. Objective 4.2 . Expand trails and connectivity., Actions Staff Time Timeframe to Intensity Complete 4.2.a Using Recreational Connectivity section of this document as a guide, conduct City Wide Trails Master Plan or Multi-Modal High Short-Term Transportation Plan with Recreational Trails Component for further Mid-Term development of trails system. 4.2.b Work with HOAs to ensure open access to all residents to trails Medium Short-Term within subdivisions. 4.2.c : Short-Term Implement planned trail construction and move proposed trail High Mid-Term segments into planning and engineering for accurate cost estimates Long-Term 4.2.d Improve recreational connectivity through neighborhood trail High Mid-Term connections and park"spurs" Long-Term Objective 4 3: 'Ensure ADA accessibility at all facilities _` - Actions Staff Time Timeframe to Intensity Complete 4.3.a Complete ADA Self Evaluation assessment and implement High Immediate transition plan to address deficiencies. 4.3.c Develop a plan to address aging playground structures and safety High Short-Term surfacing deficiencies. Objective=4.4: Add parks and amenities in areas,,`currently without service or as population expands to new areas Staff Time Timeframe to Actions Intensity Complete 4.4.a Promote"Community Park"oriented agency with focus on Medium Short-Term destination parks and amenities. 150 City of Pearland, Texas 4.4.b When considering new"Community Parks,"look to no service and low service areas as priorities for development of existing lands or Medium Short-Term land acquisition (see Staff Resource Document for examples of prioritization of proposed parks). 4.4.c Low Ongoing Monitor demands and needs for sports fields. 4.4.d Consider annual grant program to assist neighborhood groups or. homeowners associations in providing quality neighborhood High Mid-Term recreation opportunities with focus on identified low service or no service areas. 4.4.e Work with planning department to monitor future growth and pursue High Ongoing opportunities to acquire parcels of land of"Community Park"size for future parks. Goal 5: Improve Safety and Security Objective_5.1.. . Improve safety perception of parks Actions Staff Time Timeframe to Intensity Complete 5. .a Monitor reports of vandalism and loitering to pinpoint areas within Low Short-Term the park and trail system where negative behavior tends to occur. 5.1.b Low Short-Term Track and publicize small number of incidents. 5.1.c Increase usage and promote positive activities in the parks and on Medium Short-Term the trails. 5.1.d Work with local law enforcement, business owners, and adjacent Medium Short-Term residents to continue patrols and self-patrol areas of concern. 5.1.e Improve sight lines, add trail mile markers, add map stations, and High Short-Term potentially install emergency call stations along trails. Objective5.2; `Increase security lighting at many;park'amenities= Actions Staff Time Timeframe to Intensity Complete 5.2.a Monitor reports of vandalism and loitering.Add security lighting at Low Short-Term park amenities where vandalism and loitering occurs. _ 5.2.b Implement CPTED principles in areas of concern. Medium Short-Term Parks and Recreation Master Plan 151 THIS PAGE INTENTIONALLY LEFT BLANK Appendix A - Pearland Economic and Demographic Profile Parks and Recreation Master Plan 153 THIS PAGE INTENTIONALLY LEFT BLANK r-4.--,,L44` -2 ,_-,.• , .;-•., s ,. - , : •••• ...- ,.,,-;i,ft.r. ,7 , •• •• .. ,, -*.? , - ;•-';.:?' -,,,' '•-' , .- 4 ...,4:t:,!..'!" -- ...,,,i,,,,,,,i:i1„7-40.444...*ZTS,'.;!.." ' 4.4 ° .. - 4 _ •---..4-,.---,---44,. "4 4.- 4 I LilsdN t. ; t i - 11T 4 c.. , it, L err • 4 . . —IP - • - , , -- '41 ,4 ' • ' •71...t.'.- Wfr 1 41P ' r411111 0 _,_ ':- t - ,- it 50iii- ..,- -- A%- : - = . ' ..r,-th 1• ": i -- re .'''' 00--1' t'l-- rm.! rAtil 1oi.-7.g.-.....r-:... 1 '.1 ,- t:4,4-„--."._-,-•. z.-..P. LI.I.,i'-,,..,. !P •-• [•)°2,.1 7,r':.-. ... *.4:1.,',1,,,:s,)...'..2 1!-4.'0'I.t.I•7•7o,f,-'--6 4-0,_ _,— A-,•.i.,., ' E,l...•al--ti.r....-1.. __ r.....1,s-,L.,.•. ,.Lc‘..„-.-.--.1-.,1--g,-, ,'—.'•i—d.1/2,;. PearlandEcon... -:‘ .... 0 lc an Demo,: rap.hic Profile 013 U • dt Prepared for: Pearland Economic Development Corporation 1200 Pearland Parkway, Suite 200 Pearland, Texas 77581 Prepared by CDS Research Market 1001 S. Dairy Ashford, Suite 450 Houston, TX 77077 t':''.S• '' PEP' R' - , • ,A:k. Market -,A sA----........,,x ReSearCh A Developrosni Strategies Commaity Table-'of Contents. e e : e a . Topic . � yr . = � s Slide 1�4, tan$..� Pearland population has grown rapidly Pearland's population has become younger 4 Pearland is the third largest city in the MSA Pearland is one of the fastest growing cities in the US 6 Population projections 7 Family households/Characteristics of migrants 8 Household income is increasing in Pearland Pearland household incomes compare favorably 10 Wage comparison 11 Pearland adult residents are highly educated 12 Pearland.K-12 schools are exceptional ... 13 Pearland benefits from higher education institutions 14 Pearland's labor force is strong and growing : 15 Pearland's labor force compares well 16 Pearland residents cross many occupations 17 Pearland's job base is expanding rapidly 18 Job growth/Largest economic sectors 19 Pearland's jobs base is a strong part of the MSA 20 Single family housin 21 Subdivisions 22 Home affordability/Gross rent% 23 Home sales comparison 24 Multi-family development 25 Multi-family trends 26 Retail district drive time analyses :: 27 Hotel trends:: 31 : .. Industrial trends : 32.. Retail sales.tax trends 33 Retail comparisons : : 34 Retail sales comparisons 35 Retail development.trends 36 Office trends 37 Crime 38• For more information,contact the Pearland Economic Development Corporation 0 (281)997-3000 A www.pearlandedc.com Pearland. Population has Grown Rapidly Pearland Historical Population 99,800101,900 as /s795,644 77,588 R�any 87,077 71,320 - co qon 64,175 51.54054 37,640 18,927 13,248 1,497 6,444 00 ACS ego eko 00 oti oti o? o` oy o0 01 0% og yo ti titi y3 yO yo ti°' o 19' 19' ,yo do 19' 19' 19' do 10 19' do do ,yo do Pearland's population has grown rapidly since its.incorporation, and especially in the past decade. The 2010 US Census counted the city's population at 91,252. This marks.a 142.4% increase since the 2000 Census count of 37,640. The number of housing units also increased dramatically, from 13,895 to 33,1.69, a 138.7% increase. For 2011, according to the Census, Pearland added 4,392 net new residents. The 2013 estimate of 101,900 residents is from Nielsen/Claritas 2013 Demographic Data. Pearland Census Demographics 2000, 2010, 2011, 2013 2011 Census Pearland,TX 2000 Census 2010 Census Change 2010-2000 ACS' 2013 Claritas2 Count Share Count Share Count ningil Count r- Count Share l! White,riot Hispanic 27,629 73 4% 44,522 4&.8% 16,893 61 10% 47,066 48.7% 43,682 48.8% Black or African American,not.Hispanic ... 1,968 .5.2% 14,709 16.1% 12,741 647.40% 12,564..13.0%: 18,299.16.1% merican Indian/Alaska Native, not Hispanic" 111 0.3% 255.:0.3% : . 144 ; 129.70% 290 0.3%" 265 '0.3% ,sian,not Hispanic 1,355 3.6% 11,206-12.3% 9,851 727.00% 13,530 14.0% 15158 14.9% Native Hawaiian/Pacific Islander, not Hispanic 14 0.0% 29 0.0% " . 15:, 107..1.0% :0:; 0.0% 32 0.0% ome Other Race,not Hispanic 47 ` 0.1% .194 0.2% 147 , '312.80% 0 0.0%1M 0.2% wo or More Races,not Hispanic . 409 1.1%'. 1,643 1.8%,. 1,234 301.70%. 4,353 . 1.4% : 1,997 2.0% Hispanic or Latino 6,107 16.2% 18,694 20.5% 12,587 206.10% 21,841 22.6% 22,242 21.8% otal Population, . 37,640 91,252 53,612 142 40% 96,644 ., 101,900 Occupied Housing Units/Households 13,192 94.9% 31,222 94.1% 18,030 136.70% •33,632 92.4% 33 393 93.0% otal Housing Units ' 13,895--'33,169®19,274 13870% ® 35,920 Sources: Population data from US Census for 2000 and 2010 and the American Community Survey for 2011. 2012 number is a Census Bureau estimate. 2013 Estimates from Nielsen/Claritas Demographics.3 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland's Population ;has. becomes younger Pearland Age and Gender Demographic Comparison - 2000 to 2013 Pearland,TX 2000 Census 2010 Census 2011 ACS 2013 Claritas Count Share Count MI Count M Count Share Male 18,468 49.1% 44,354 48.6% 46,196 48.3% 49,681 :_, 48.8% Female 19,172 ,50.9% . 46,898 •.51.4% 49,448 51.7% . 52,219 51.2% Total Population -. 37,640 91,252 ` �95,644 101,900 Under Age 10 6,031 16.0% 16,002 17.5% 17,790 ;, 18.6% 17,835 17 5% Age 10 to 17 4,824 12.8% 10,865 11.9% , 10,865 11.4% 12,613 12.4% Age 18 to 24 . 2,762 7.3% 7,816 8.6% " 8,838 9.2% 7,843 .. 7.7% Age 25 to 34 5,681 15.1% 13,945 '15.3% 14,155 14.8% 13,485 13.2% Age 35 to 44 7,205 - 19.1% . 15,775 17.3% 16,164 16.9% 17,084 16.8% Age 45 to.54, 5,164 13.7% 12,763 14.0% 14,060 14.7% 14,473 14.-2% Age 55 to 64. 2,814 7.5% 8,540 9.4% 7,652 8.0% 10,184 10.0% Age 65 and Over 3,159 ; 8.4) 7,037 7 7% 6,026 6.3% 8,383 8 2% Median Age. - 34.2 34.0 °.33.0 34.4: - Median Age 2000 and 2012 Pearland's slight decrease in -y'? median age between 2000 and 2010 Pearland,TX . ` 34.2 stands in contrast to local, state, - ! 32 5 and national trends. Despite this, Houston,Tx . • 31.0 Pearland's population remains older than that in the city of Houston, the Brazoria County .-__.._ 33,91 ®2012 Houston MSA, and the entire state .. b.. .„ r 33.5 ■2000 of Texas. Houston MSA 32.0 :+33.9 Texas _ __. __.�.� _____ $ 32.4 31.4 United States 35 Sources:2000 and 2010 figures from the US Census and 2011 figures fromPEARL�1� t. the American Community Surrey.And 2013 estimates from Nielsen/Claritas. = ° 4 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com _ , 8 ,.- ., ;;fin• qa •a , .Pearland is the third largest city in the. MSA _ s Houston MSA Largest Cities 2013 2010 2000 2000 City or CDP Estimate Population Population Rank 1 Houston 2,208,653 2,099,451 1,953,631 1 4 2:-.Pasadena 154,769 149,043 141,674 2 Pearland's rapid population 3 'Pearland. 101,900 91,252 37,640 10 increase has moved it from the es 4. The Woodlands �� 100;308 ".'93;'847 63,135 ;5 tenth largest t city in the Houston 5 League City 89,158 83,560 45,444 7 MSA to the third. Pearland 6. Sugar Land- . , 82,825 , ,. 78,817 , 63,328 4 - passed several cities that also 7 Baytown 75,649 71,802 - 66,430 : 3 saw significant growth between 8 Missouri City 70,401 67,358 52,913 7 2000 and 2010, including League 9: Conroe 60,197 56,207 36,811 11 City, Sugar Land, Missouri City, 10 Galveston 47,492 47,743 57,247 5 . 46269 and the Woodlands 11 Texas City .45,099 41521 9 - Houston MSA Large City Growth Comparison The Missouri Pearland Houston Woodlands Sugar Land City League City Pasadena 2000-Po ulation 3 7640 1 P" � , 1,953,631 ;63;135 .�%' 63,328 `:;52,913 '45,444 141,674 2010 Population 91,252 2,099,451 ' i 93,847 78,817 67,358' 83,560 =a149,043 2013 Population 101,900 2,208,653 100,308 82,825 60,197 =89,158 ,154,769� Population%Growth'00'-'10; 170 72% 13.05% :" 58 88% : _30.79% 13:77% 96.19% 9.24% vg:AnnualPop Growth'00-'13 ,7 96% 0.95% :'3.63% ; 2,09% 1.00% 5 32% ;.0.68% 000 Housing Units 13,895 782,378 21,008 21,159 17,439 .17,244 50,229 2010 Housing Units 33,169 -892,646 .37,339 :, 27,727 . 23,374" - 32,119 : 53,899 2013'Housing Units ; ' 35 920 937,41.2 ?; ".40,272 `"" 29,792 24,578` 33,583 55,904 Housing Unit%.Growth'00-'10 158.51% ' 19.82% 91.70% 40.80% 40:94% ° . 94.75% ""11.30% vg.,Annual HU,Growth'00-'13 , 758% . ":`1.40% 5 13% ;' '' 2.67% 2 67%.: . 5.26% ,0:83% Pearland's population growth percentage between 2000 and 2013 was the highest among large cities in the Houston MSA by a wide margin. According to the 2013 Claritas estimates, Pearland's 8% average annual population and housing growth rate continues to lead other cities in the region Housing Unit Occupancy, 2013 The housing unit Pearland - - - 94.4% occupancy in Pearland Houstonw '1 87.9% compares favorablyw p ithThe Woodlands , . �r -I 93.8% comparable cities in the Sugar Land 96.2% Houston MSA. 9.5.6% League City R 94.1% 5 Sources: 2000 and 2010 US Census, 2013 Estimates from Nielsen/Claritas Demographics. For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland is one ofthe,faste tkgrowin zcities in -the US g Pearland compared to rapidly growing cities across the nation Round McKinney Franklin, Kissimmee,Concord, Johns Pearland Frisco,TX Rock TX TX TN FL NC Cary,NC Creek,GA' 2000 Population 37,640 33 714 61,136 54,808 46,853 47;814 55,977 "94,536 60,598 2010 Population 91,252 116,989 99;887 .131,397 ''62,953 59,682 79,066 135,234 :: 76,728 2013 Population Estimate : 101,9001MS„ 111,627 146,724 66,719 60,260 82,050 143,977 Population%.Growth'00-'10 .142.40% 247.00%r .63.40%' 139.74% 34.36%. ; 24.80% 41.20% 43.10%. 26.60% I'vg.Annual Pop Growth'00-'13 7.96% ''i 11.11% 4.74% 7.87% 2.76% ; 1.80% 2.99% 3.29% ,` 2.38% 2000 Housing Units • 13,895 :13,692 : 21,658. 19,462 .19,296 19,661 22,460 -36,850 20,806 2010-Housing-Units - 33,169 ,:42,3061MERE" . 47,915 25,586 •.26,275 32,130 55,303 '.'27,744 2013 Housting�Unit`estiimate ' 35,920 '47,015 '•'` 41 734,. 53,239 ,': 23,378 '' 26,844 33,204 59,668 - 29,256 Housing Unit%Growth'00'1.0 . 138.70% 209.00% "•71.90% 146,20% "32.60% • 33.60% ;43.1.0% 50.10%; 33.30% Avg.Annual}AU Growth,'00-;13 7.58% 9 95% 518%: 8.05%° -°1.49% - 2.42% " 3`.05% ,'.3,78%"'•• •:2.66% Pearland's population growth compares favorably with similarly sized cities located in other fast-growing metropolitan areas. For population, only Frisco, grew at a faster rate than Pearland. McKinney had faster housing unit growth. Pearland ranks well among the Population Growth 2000-2010 nation's fastest growing cities 2000 2010 Rank Place State Population Population Change 142.4% '1• Lincoln ICA • -11,205 42,819 282.1% . 2 ' Surprise' AZ 30,848 . ..117,517'281:0% 3 Frisco TX 33,714 116,989 247.0% I 65.1% ` 4 Goodyear. ; AZ '.�',18,911 65,275 -245.2% I 29.5% 5 Beaumont ' CA - `.11,384 ' 36,877 223.9% I - 26.2% 6 Plainfield IL 13,038 39,581 203.6% o,a F0.3% 20.6% 9 7/ 7 Pflugerville ' TX 16,335 46,936 187.3% 8 Indian Trail NC 1 1 1,905 33,518 18 `.5% .' a, .. ,rn .° .- '' 9 ' 'Wylie TX-. 15,132 ' 41;427 173.8% 10: Issaquah .. WA 11;212" 30,434 171:4% •Pearland ■Brazoria County 11` Mai-ana AZ 13,556 34,961=157.9% 12 Elk Grove ' CA 59,984 , 153,015 155.1% ®Fort Bend County ®Harris County .13 'North"Port. _ -FL 22,797 57,357 151.6% 14 Lehi UT 19;028 "r 47,407 149.1% Houston 8 County MSA(State of Texas 15,; Pearland, TX , 37,640 91,252 142.4% o United States of America 16 .McKinney TX 54,369 131,117 141.2% 17 ;Winter Garden FL -14,351 34,558 140.9% Pearland has grown at more than 18, Wake Forest 1. NC -12,588 30117 139.3% 19 Castle Rock CO 20,224 48,231 138.5% double the rate of any of the three _;20 Woodstock GA, , „ 10,050 ,23896 1378% counties that contain it. It has For 2010, Pearland ranked 15th in grown at nearly 6 times the rate of the nation in population growth the Houston MSA, 8 times the rate percentage among cities that had of the State of Texas, and 14 10,000 people or more in 2000. times the rate of the United States as a whole. Sources:All data from the 2000 and 2010 US Census. John's Creek, GA city limit boundaries for finding 2000 6 Census data provided by Fulton County. For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Population Projections Pearland Population Projections 923 Pearland Household Projections 139,832 141,993 ' 55,017 54,047 133,192 52,760 j 49,457 i 123,119 i 44,959 111,478 40,455 r 97,233 33,357 , 2010 2015 2020 2025 2030 2035 2040 2010 2015 2020 2025 2030 2035 2040 Based on the current city limit boundaries, Pearland's population is forecast to grow by over 46,000 from 2010 to 2040, coupled with an increase of 21,660 households. The overwhelming majority of this growth is forecast in the 15-year period of 2010 to 2025 with the largest percent and total number increases occurring in the first 5-year period (2010 to 2015). Overall growth rates of population and households during this 30-year period are 48,0% and 64.9% respectively. The significantly higher rate of growth of households in the forecast illustrates the expectation that average household size will fall from 2.9 to 2,6 by 2040. Pearland Population Projections Pearland Household Projections Growth Rate Growth Rate 21.3% 14.7% 11.1% 10.4% 10.0% 8.2% 6.7% 5.0% j !! 1.5% 1.4% j 2.4%- 1.8°/a N. 'yo el� IP (47 Co by et, 4,y ,�o 'h Co ° h ' ' o' �V V , 3 N• N, 01' tite0 ) 1,oti Qti O oo0 oo oti le le I ti le ti ti o 11 le Sources: Houston-Galveston Area Council, 1 Q 2013 Population and Employment Forecast 7 / A ' For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com , a Family Households/Character sties of Migrants,.* 'f" ' m • Family Household Growth 2000-2010-2013 - Family Households Householders Age 25-44 %Change 00-%Change 10- Geography 2000 Census 2010 Census 2013 Estimate 10 13 %Change 00-10 Pearland,TX 13;290 31,222 33,893 134.9% 8.6/1. 46.6% Franklin,TN , 16,092 .�;, "24,040 • 25,758 - 49.4% 7.1% '18.2% McKinney,TX ' 18,277 44,353 49,167 142.7% 10.9% 49.7% Sugar Land,TX 20,560 26,709 . 28,664 29.9% 7.3% -29:1% Houston MSA 1,656,797 2,072,625 2,176,602 :25.1% ." 5.0% 8.6% Texas ', 7,397,294 8922,933 9,336,438 ' 20.6% 46% :8.5% United States 105,539,122 .116,716,292 119,206,509 • 10.6%, 2.1% 57.2% Pearland's growth in family households and householders between the ages of 25 and 44 compares favorably with peer cities, as well as the Houston MSA, State of Texas, and nation as a whole. Characteristics of Migrants, Pearland, TX - 2004-2010 : - In-Migrant Households Out-Migrant Households Difference in AGI l Count Avg.Size Count t Avg.Size Household Per Capita 2004-2005 _.. 7,715 2.14- 6,221 _ 2.07 $6,252 $2,236 2005-2006e: 8,716 2.'17 � ' 6,496- - 2.04 $2,778 ,- . : ` -$173 2006-2007- 9,012 2.18 6,824 - 2.04 .-$72 $1,659 2007-2008 `; 9,040 214 7;289 2..05 .- ', $1,209 -$491 2008-2009 , 8,791 ' 2.10 6,971 2.05 ' -$1,450 ` $1,277 2009.2010 7,967 2.07 '7,190 2.03 -$2,209 . -$1,546 AGI =Adjusted Gross Income More households are moving into Pearland than moving out, and those households moving in are larger, on average than those leaving. Sources:2000 and 2010 figures from the US Census and 2013 estimates }1 T r from Nielsen/Claritas. Characteristics of migrants from IRS Statistics of PEAR' ° 1-'' - 8 Income (SOI)tax stats For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Household Income is increasing in Pearland Median Household Income Current Year and Constant 2012 Dollars $92,038 $93,976. $85,541 $85,985 ° -- $89,113 $85,413 $74,774 ` $83,665 $86,857 $86,857 $64,156 , t , :r $42,565 . 1MM..:`.?`..4'' .a.«.,"5.y.E„ r x,w ,k' Y 'F m'°'6o'+R' a...., ''"...., . J+a;� r•-&d ';`, ( 7 7 U U U 0 .. C C Q Q Q U U O O - �� r-1 U o o OcNi O O M r-1 fV N N ® Current ® Constant Median household income in Pearland has more than doubled in the 20 years between the 1990 and 2010 decennial census. Even when adjusting for inflation, Pearland median household income has kept pace. Mean Household Income Mean (average) $93,419 $103,136 $102,411 household income in Pearland exceeds $100,000, one of the highest income . communities in the Houston region. , -4.- 2009 ACS 2011 ACS 2013 Claritas Sources: Income data from the 1990, and 2000 decennial census„2009 and 2011 estimates from the Census American Community Survey and 2013 estimates from Nielsen/Claritas Demographics. ( P E 9 AR , t For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com G p Pearland Household Incomes Compare favorably Percentage of Households by Income Group, Pearland 41% of vs. MSA Pearland Less than $10,000 .J 7.1% households have incomes $10,000 to $14,999 - 5.1% ham• 7'';. 5X K 4 +.KEN`."' ° :�. 4.7/0 greater than $100,000 as $15,000 to $24,999 r. .`10.7% compared with jA ' the Houston $25,000 to$34,999 9.9% d MSA $35,000 to $49,999 .�percentage � 13.1% over $100,000 °• _ : � 12.4% of 23.8%. $50,000 to $74,999 "` - 17.0/ Only 6% of theme .�� ., ..w - 12.4% households in $75,000 to$99,999 Pearland have _: .. ._ gx s¢ ,y.. --4 16.5% incomes below $100,000 to $149,999 '° 13 1% . �.�.,. .. 7.�� 18 4/ $25,000 while . ° 22.7% of MSA $150,000 to $199,999 :" 5.6%_. households x rt 5.9 are below $200,000 or more - 6.1% 0 Houston MSA : ®Pearland $25K. d, . '° '6.6% Median HH Income 2012 $85,393 $86,256 Pearland's median $65,024'1 household income is $51,371 66% higher than the $5.1 -89 =� c ._. national median I eaC\aid co‘, L°u.0�� co vs SPo��e�aS �S f‘s Source:U.S. Bureau of the Census,American - Community Survey 2011. /rPEAR' t{ Zo For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com • Wage Comparison . e 2010-2012 Average Weekly Wage Comparison Average weekly wages $906 in Brazoria county are United States "T" '. $916 lower than local, state, $870 and national averages. $930 State of Texas _ tl .� $931 They are higher than the $876 wages in other local $1,154 suburban counties in Harris County — $1,156 the area (Montgomery at $1,083 $928 $868 and Galveston at Fort Bend County $926 $804) and grew by4.4°A .. $879. from 2010 to 2012. The $876 state and national wage Brazoria County 899 $839 growth rates during this time were 6.2% and 4.1% M 2012 m 2011 m 2010 respectively. Source: Bureau of Labor Statistics 3rd quarter 2011 and 2012 reports,Texas Workforce Commission 11 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland adult residents arey highly educated Historical Percentages of Residents Only 9.0% of by Educational Attainment Pearland 30.1% 29.5% residents do not have a high 26.5 26.7% g ?5.6% 25.9% school diploma 20.1% ° "'' ; " as compared to -1`% 22.5/ 22 2°4 14.6% for the ; , .7% U.S. as a whole. !. 17.1% 181 /e% 17. _.4°,, 0° 16.6% 9.5% '°% 0/, 4% 6.3°�.1% a Qq.6% % 5.5% ' . 4.2% 35% Yam,' 4/ �; , ` 5 1%9°/ . . a.reg% K I ; r a i ' F. ,mod, iJ Less than Some High High School Some Associate Bachelor's Graduate or 9th grade School, no Graduate College, no Degree Degree professional diploma (or GED) degree degree • 1990 Census • 2000 Census El 2010 ACS •2011 ACS •2013 Claritas In 20011, Historical Pearland Educational almost one- Attainment Compared to U.S. 2011 half(45.1%) of Pearland Pearland US residents 1990 2000 2010 2011 2013 2011 had college Population Age 25+ 11,826 24,023 61,193 61,193 61,193 % Less than 9th grade 5.5% 4.2% 2.9%" 2.9% 3.5% 6.1% degrees Some High School,no diploma 9.5% -8.0% 6.6% 6.6% 5.4% 8.5% (bachelor's High School Graduate(or GED) 30.1% 23 1% 21 5% 21.5% 18.7% 28.6% degree of Some.College, no degree 26.5% 29.5% 17.1% 17.1% 22.5% 21.0% higher) and o Associate Degree 6.3°/a: :7.1% 6.8% , :6.8% 7.6% 7.6% 16.6% have Bachelor's Degree 17.0% 22.2% 26.7% 26.7% 25.9% 17.7% graduate or professional Graduate or professional degree 5.1% 4.9% 18.5% 18.5% 16.6% 10.5% degrees. Percent high:school graduate or higher 85.0% 86.8% 90.5% 90.5% 91.2% 85.4% Percent bachelor's degree or higher 22.1%..27.1% 45.1% 45.1% 42.5% 28.2% Source: US Bureau of the Census, 1990 and 2000 Census,American Community Survey,2010 and 2011. Nielsen/Claritas for 2013. , 12 y_ For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland,: K-12 schools are exceptional a �. .. •Included in the Pearland city Pearland Public Schools Enrollment and Ratings limits are Pearland Independent School District (PISD) and the Alvin Independent School District PEARLANDISD . (AISD). :. Barbara Cockrell Elementary PK-4 :819 Recognized :: 0.f Harris Elementary : .PK-4 694 Exemplary Pearland ISD one of the Challenger-Elementary . PK-4 697i .::Recognized -' fastest growing school E A Lawhon Elementary Pk-4 695: Recognized.. districts in the state of Texas. H.CCarlestonElerrientary•:: -. Plc 775 - Recognized ." In 2004 Pearland ISD had Magnolia Elementary : PK-4 " 79:1 Exemplary Massey Ranch Elementary. PK-4 741 Exemplary 13,586 students compared to Rustic:Oak Elementary • PK74 H 5b2 Exemplary 18,731 in 2011, an avers e , � .. g ShadycrestElementary :.: PK-4 .587 .Exemplary. ; . annual increase of 672 SilvercrestElementary PK-4 855 ' ;- Exemplary :; students. Pearland ISD has Silverlake Elementary . •PK-4 1. 716:- Recognized come a long way the AlexanderMiddle School 5-6 625 Exemplary first school built in 1893 that Leon H Sablatura.Middle School 5-6 ` 808: Recognized' ' Rogers Middle School 5-6 933 Exemplary served 23 students.Today ,. Sam:Jamison Middle School. •_ 5-6 -.790 Recognized: : Pearland ISD includes BerryMillerJr High.School.;.: 7-8, 85.1 Recognized:• . • 11 elementary schools, Pearland:Junior High East 7-8 684 Recognized`: - •4 middle schools, Pearland•Junior High South -7-8 824: Recognized •4 junior high campuses, Pearland Junior High West: 7-8 738 Recognized • 1 ninth grade campus, Sheryl Searcy Ninth Grade Ctr _9' 832 Recognized•''` Glenda Dawson:High School 9-12 • 2,118,. Recognized • 2 high Schools, Pace Center .. 9-12 85 Acceptable • 1 non-traditional high Pearland High School 1042 '2,405 Acceptable.:: school and SubTotal 19,630 . • 1,123 teachers overall ALIN ISD, 'Glenn York Elementa PK5 . ..- 581. N/A ;; ry. : ':: Alvin ISD has five fast Laura Ingalls Wilder Elementary PK 5• : : •766 Recognized , Mary MarekElementary " -•: PK-5 853; .. Exemplary growing:campuses that draw Nolan Ryan Junior High 6-8 1,070 ..Recognized students from the Pearland Manuel High School 9-12 :'2,343 Recognized : city limits. A.total of 5,613 . SubTotal . 5,613 , - students currently attend Total 25,243 these campuses. Source:Texas Education Agency,Pearland Independent School District, ' , Alvin Independent School District (L'E AR f N+ . 13 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland benefits from higher education institutions..w� UHCL Pearland Campus The City of Pearland donated 40 acres(south of Beltway 8)to the University of Houston-Clear Lake to build the Pearland Campus in 2009. • UHCL Pearland Campus shares the 30,659- w square-foot modern facility with Pearland K , Economic Development Corporation,which occupies 8,043 square feet.The university's • , '; space includes classrooms, a library,a student lounge,teaching labs,offices and a faculty suite. Classes began for 530 students in Fall 2010. The upper-level university nationally accredited, y � offers junior,senior and graduate courses. " "p '"` _ , Undergraduate degrees are offered in business, University of Houston,Clear Lake,new Pearland campus education and human sciences/humanities. building Graduate degrees are offered in education and human sciences/humanities. Other area colleges and universities serving Pearland are San Jacinto Community College, UHCL, UH Main Campus,and Brazosport Community College. PEAR' 14 ti For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland's labor forceg is$t strong and: grow on Pearland Labor Force -2000 and 2011 2000 2011 ACS ■ Count Share Count Share Count %Change Population 18 to 64= 28,008 58,604 30,596 109.24% In,Labor Force 2-3,865 >:' 85.21% 47,945 81.81% ;.;24,080 100.90% ,Not in Labor Force :' 4,143 14.79% ' 10,659 18.19% 6,516 157.28% Pearland's labor force has more than doubled during the last eleven years. The population age 18 to 64 who are not in the labor force has increased at a slightly higher rate. Pearland Labor Force— Bureau of Labor Statistics 49,547 50,550: 44,100 44,993 45,638 41,391 - 31,302 2005 2006 2007 2008 2009 2010 2011 2012 m Employed ®Unemployed The labor force has shown substantial growth just since 2005. Unemployment increased during the recession that began in the later part of the decade, but was stagnant before that, even as the labor force grew considerably. Since 2010, Pearland has added more than 4,900 to the labor force (a 10.8% increase) Sources:2000 US Census and the 2011 American Community ..:t D 15 Survey, Bureau of Labor Statistics For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland's labor force, compares well Percent of Population Over Age 16 in the Labor Force 77 00 73.0% 69.3% 6: '0 65.4% .8.2%66.9% 65.6% 63.6% 65 2% .2.6% 63 �a o� 63.7% .o ] 2000 2012 ■_Pearland • Brazoria County Fort Bend County ® Harris County • Houston MSA •Texas sr United States Pearland's increase in percentage of population over age 16 in the labor force mirrored the local, state, and national trends. Nearly three out of every four Pearland residents age 16 and over are in the workforce, a substantially higher percentage than the 3 county area, MSA, State of Texas, or national levels. Sept 2012 Pearland Unemployment Compared Pearland's unemployment rate compares favorably to the local, regional, state, and national rates. 6.3%.6 0 6.3% o 4.7% F While Pearland contains 30% of Brazoria County's labor force, it . . ! contains only 22% of its unemployed persons. •Pearland • Brazoria County • Harris County ■ Houston MSA ■Texas ■ United States Sources:The 2000 US Census and the 2009 American Community P EA R Ir k' < 16 Survey, Bureau of Labor Statistics For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearland residents cross many occupations ° Pearland residents are more likely to be in "management, professional and relate occupations" than the Houston region Percentage of Workers by Occupation , Pearland vs. MSA, 2011 Management, business, '°^ 136.1% science, and arts occupations -v. tip. t s .5, c s` r. ,t . mY, 53.7% .....w.,.... a,...x ::: ..,". i��- r a : tea..:..° . . ...........-.-.:ieut. ? pi Service occupations ° I 6.4% 11.8% Sales and office occupations '4.2% Lbw 2.8% Natural resources, construction, and 1 0.9% maintenance occupations : ' --5 6.5% Production, transportation, . and material moving 1 2.4% occupations NI Houston MSA IIIPearland Sources:All data from the 2000 US Census and the 2011 American fi a ,f 7_ 17 Community Survey For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com . ° . Pearland 'ob base is x andin._ rapidly „ Business Expansion Metrics Business is MVleasureD Year® 20oQ• 2008 1 2010 a aChange 201Q'- expanding rapidly in .. : Pearland — more than Establishments [ 746 11 1 575 iF 1751 '7 +1005 doubling in: all Jobs ".8 869 17,552 19,648 :+10,779 categories since 2000 payroll,"mllllons ; 502.7 �_._. $230 7 $502 7 IL: $543v6 � +$312•9 Growth in Payroll Jobs Historical Unemployment 19,648 17,552 15,100 6.5% 6.5% 12,500 5.8% 10,150 - 4.6% 5 3% 9,169 4.0% 3.4% 3.8% fit_ 2000 2002 2004 2006 2008 2010 2005 2006 2007 2008 2009 2010 2011 2012. Pearland's job expansion is has been accelerating in recent years. Unemployment has increased during the recent recession, but only slightly. Pearland's unemployment rate has been slightly better than the Houston MSA as a whole, which ranged from 5% to 8% during the past five years. Estimated Pearland Jobs by Sector* - Sector 2000 2008. 2010 Change:':. Forestry,fishing,hunting,and agriculture - 2 6 0 -2 Mining... • ". 253 188 185 "--68 Utilities • 2. 0 2 0 - Construction 989 1,379 1,175;; 186 Manufacturing 847 1,364 1,410 • 563 Pearland sectors with the Wholesale trade 727 742 500 -227 Retail trade 1,926 4 618,5 320; 3,394 greatest rowth are retail - " g Transportation&warehousing 273 443, 300"; 27 - accommodation/food Information • 35 - 132 160 125 services, and health care. Finance&insurance 276 582 580 304 Real estate&rental&leasin " " """" 186 329 315 129 But construction, g Professional,scientific&technical services 330 623;; 840 510 manufacturing, finance Management of companies&enterprises 82 79 90 8 and professional services Admin support,waste mgt,remediation services • 296 374 500 204 Educational services • '59 • 335 325 266 are also expanding Health care;and:sociall assistance 618 1,610 2,250 : 1,632 Arts,entertainment&recreation 233 360 "460"" 227 Accommodation&food services •1,039:3,212 4,150 3,111. Other services(except public administration) 676 1142 1,080 404 Unclassified establishments 24 36 6.: -18 *All jobs data are for Zip Codes 77581 and 77584 the core of Pearland(does not include the area of the Bass Pro Shop which is in zip 77047) http://www.census.gov/epcd/cbp/ , .•x 18 Unemployment data from the Texas Workforce Commission For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Source: US Bureau of the Census,County Business Patterns, http://www.census.gov/epcd/cbp/ � �� ut ` 19 Unemployment data from the Texas Workforce Commission For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com -- Job. Grro"wt`h/Largest Economic Sectors, , Public and Private Job Growth 2005-2008-2010 INiiiii— Primary Jobs 2008-2010 2005--2010 2010 Annual Net Growth Jobs per working 1 Geography 2005 2008 2010 Change %Change Net Change %Change Rate age adult(18-69) Pearland,TX 15,545 18,754 21,085 2,331 12 4% ' 5 540 ,35.6% .6,3%„ • ; 0:35 Franklin,TN:, 39,874 47,297 47,612 .315 , 0"7% s s7,738 , 19 4%, 3.6% ;1:16 McKinney,TX. 30,985 35,018 36,111 1,093 3:1% •'5,126 16:5% 3..1% ' 0.43 ugar Land,TX 40,544 ,: ;47,331 - 47,962 "y' 631• "y a-.1.3% 7,418 • ;18 3% : 3.4% ''0:89 Houston•MSA. . ,2,107,185 '2,366,347 2,371,143 ' ,,4,796 ;. 0,2% 263,958 12.5% 2,4% • ` 0,60 exas r 8,619,494 .9,459,769 ,9;500,771- 41,002: - 0,4% `.. 881,277 • .; 10.2% ;2A%,•,_ 7.' :9 57. Pearland's growth in primary jobs from 2005 to 2010 tops its peer cities, the Houston MSA, and the State of Texas as a whole. It is the only area listed to have experienced job growth greater than. 10% from 2008 to 2010 and greater than 30% from 2005 to 2010. Largest Economic Sectors, Pearland and Texas 2010 Pearland 2010 Texas 2010 ,; s= : f A-. - - .`;Ail Other -' - •i'1.!i }J#. 4Ay, 4• ,a Sectos 20 8% ' _J,'''• ,--,} 1-- Al ai,- t.~ Other Services, `. • ,r ...' +Sectors„2418% s .', - f5.0% x -' 4 Coo t.s r o '� r-13 r',,,::a,-7,5 Wholesale Health Care • a • °t Trade,5,1% '' v � �� _ ," ��: Retail Trade, and Social �4 Administration : 11.2/0 Assistance, " " &Waste ' 8.2% ,° , x Management, 5.8% Manufacturing, Accomdation Manufacturing, Construction, 9.8% 9.8% and Food 5•8% Professional Accomdation Services,11.9% and Technical and Food Services,5.9% Services,8.1% Pearland's economy is more retail and education-oriented than the State of Texas as a whole. The percentage of both attributed to manufacturing is identical at 9.8% of the economy. Source: U.S. Census Bureau, Local Employment D Dynamics via On u r. ,Ii-i Y '' F" a ��. r.J , 19 The Map For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Pearl.a,nd's jobs base is a nstronw part of the MSA -. . Percent of Jobs by Sector, Pearland vs. MSA, 2010 'Forestry,fishing,hunting,and agriculture support' - 0.0% 0.0% Mining' «' x 1.7% ®:Houston MSA Pearland _ 3""0.9% 'Utilities' a7% `0.0% 'Construction' , 7.4% Pearland 'Manufacturing' ^ 8.9 0 .. a y .2% jobs by 'Wholesale trade' ,!5.8% industry 'Retail trade' , reflect the i ;' � .. 27.1- 'Transportation&warehousing' , _ 04.9% Houston 1.9% MSA 'Information' _ , i 8% 'Finance&insurance' 4.2% economic . 'f-.0% 'Real estate&rental&leasing' 2.1% base but _ .6° are more 'Professional, scientific &technical services' - Y:: 8.1% weighted 'Management of companies&enterprises' a. .• 4.6% toward 'Admin,support,waste mgt,remediation services' 8.0% retail and 'Educational services' 1.9% services 1.7% 1 'Health care and social assistance' i.' 2.7% 1.5% 'Arts,entertainment&recreation' • 1'6% _ :,2.3% 'Accommodation&food services' •.-- �� -``:4 21.1% 'Other services(except public administration)' • 4.6%� ,,- : 5.5% 'Unclassified establishments' 40.0% Houston 2010 EMPLOYEES BY INDUSRY SECTOR PEARLAND MSA Total for all sectors 19,648 2,176,567 Forestry,fiishing,•hunting,snd Agriculture Support' 0 451 Pearland sectors with •.. Mining,quarrying and oil and gas extraction- 185 :36 0421 the highest number of g. IUtilities 2 15,199 jobs are retail, Construction . : 1,175 161,995 accommodation/ food Manufacturing 1,410 :192,992 Wholesale trade _500 ;.25,875 services, health care, `Retail trade 5,320 252,040 . construction, and Transportation and warehousing _ 300 105,667 Information .160 41;974 manufacturing Finance and-insurance: 580 :-90,573 'Real estate and rental and leasing 315 45,148 }Professional,scientific,and technical services 840- 175;650 :Management of companies and enterprises ., 90 100,013 Administrative and Support and Waste-Management Srvs - `:500 173,820 ;Educational services .: - -`325- - :41,158, Healthcare and social assistance ; 2,250 276,203 Arts,entertainment,and recreation . :. 460 32,245 Accommodation"and:food services 4,150 '.. i209,011 Other services(exceptpublic administration) 1,080 100,208 Industries not classified _ 6 _ -_:303 *AII jobs data are for Zip Codes 77581 and 77584 the core of Pearland(does not include the area of the Bass Pro Shop which is in zip 77047) Source: US Bureau of the Census,County Business Patterns, http://www.census.gov/epcd/cbp/ ' PEARL, N'_ i 20 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com ��H b O a Single Family Permits Pearland saw single family home permit activity rise and 2,610 fall dramatically over the past 2,102 2,072 decade. Permits peaked at 1,6s3 1,639 over 2,500 in 2005 though 1,218,430 1,207 v. .. , 484 433 502 520 818 776 722 691951 activity remains higher than it i _ I . was at any point in the late 1990s. Permitting began to l0 N00 Ql O ri N M Ch Lfl LO n CO 01 O r-1 t\ 01 01 01 Ol O O O O O O O O O O r-I H r- 01 Q1 O1 01 0 0 0 0 0 0 o O o o O o c rebound in 2012. .Permit ri ri r-I r-I N N N N N- N N N N N N N n values have held steady over Permit Average Value (in thousands) the past decade and are roughly double what they were in the late 1990s. $158.3 $185.2 $183.6 $1951204.1 $194.4 $202.2 $102°8 183 2 $180.0 �Z83.0 _$189.8 $189.7. $179_9 Average home sale price $79.6 $97.0$98.4: •, i increased to around a $200,000 in 2006 and has - - ..,e- 4 ....,.. -• = , INI . . e. 44. gyp remained there since. l0 N 00 Ol o ,-I N CO Cr Lff 1.0 I-- 00 01 o r-I N - 01 01 0l 0l O O o 0 o 0 o 0 0 o r-I r-I ,- 0l 0, 0l 01 O O o 0 0 o O o 0 0 0 o c r-1 r-I r-I e-1 N N N N N N N N N N N N r• The median home value in Average Sale Price (in thousands) Pearland increased nearly $201.9 50% between 2000 and 2009. $194.9 $zoo 7 . $198.1 $194.0 At the beginning of the $171.5 $181.8 o 4- 4u .8_.. __.- i ° ' _r, - _ _ _._ decade, 75/0 of homes were i61.z valued under$150,000. In 2009, 65% of homes were 4, ,� �h% ,4 ..ft valued at that mark or �OO,y �O61' �O61Y �OO� �OO� �OO� �O6\ �OO� �O6) ti�'o greater. Pearland Owner-Occupied Home Values 2000 and 2011 iiiminummi 2000 2011 . - Count Share Count Share Count %Change! ig Less`than,$50,000 „. 905 8.7% 918 : 3.2% '13 0.1% $50,000 to$99,999 -3,226 30.8% ' 1,529 5.4% -1,697 ` -9.4/ $100,000'to$1'49,999 - 3,697' - 35.3%: 4.505 15.8%, ;. 808' ` 4.5% $150,000 to$199,999 1,776 17.0% 10.749 37.7% 8,973 49.8% $200,000 to$299,999 684 6.5% '9.393 33.0% 8,709 48.3% $300,000.to$499,999 156 .1.5%..' 1,070- 3.8% 914 `; 5.1% $500,000 to$999,999 ' 17 . 0.2% 311 1.1% 294I ' ' 1.6% $1,000,000 or more. ,0 :° 0.0% 0 1` 0.0% .�- -•o :�0.0% Owner-Occupied Units -, . 10,461 28,475 18,014 100.0% Median Value. $114,870 $177,600 $62,730 54.6% Sources: Permit data provided by city-data.com and the City of #� Pearland. Home value data provided by the 2000 US census and PEAR I.A 0, 'i 21 2011American Community Survey. Sale Price Data from HAR/MLS For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com SubdiviSions Selected Subdivisions - Recent Activity Lots in 3Q-4Q Total Occupied Active 2012 Vacant Future High ! Subdivision Builders Lots Homes Sections Closings Lots Lots Low Price Price valon Terrace Plantatib 484 _ 319 247 0 5 208 $169,990 $236 990 Cabot Cove Meritage u;:235 215 184 f. 0 23 0 •$171,990 $223,990 CanterburyPark D.R.Horton;Brighton ,' 450 162, 174 .,. 0,. , '' 12 0 $162,990 $209,990 Mustang Creek* TBD 1,844 0 0 0 0 275 TBD ,. TBD Oakbrook Estates Brighton.. :'507 475 . 32 - :13 18 - 0 $159,000:$203,000 Preserve at Highland Glen - Beazer,.Lennar, , „i 144 "' 0 61 9 1 29 83 .$190,000,$288,000 Coventry,Darling,., , edona Lakes Highland,J.Patrick . 245 176 69 31 ;. , ..42 0 $235,000 $479,000 Shadow Creek Meritage Perry, '; -. Ranch . :„- Triumph 7,000 5,854 2,250 88 247, 474 $172,990 _$273,990 Ashton Woods, Coventry,Perry,Taylor _ Southern Trails Morrison 1,024 682 212 87 0 . 0 .$148,990 $371,990 Southfork* Cervelle, KB Home; 1,100 , 652 , -.445 .-; 11 117 0 $138,995 $251,500 Southlake , TBD 260 0 0 0 0 260 TBD TBD Spring Meadow Beazer . 138 . 42 96 6 81 01 $155,000 $184,000 Village Grove: KB-Home 266 ".'° 242 . 266 . ` ;'15 0 , 0 .$161,995"$199;995 Pearland Subdivision New Home Closings Shadow Creek Ranch,Avalon Terrace, and the upcoming 300 Mustang Creek and Southlake developments each have the 250 potential to put several hundred 200 - -- - more lots on the ground in the Pearland area. New home closings in Pearland :�I I have declined over the past five 100 W �' years but are beginning to -1 - I a - .. ._ .._ w t . ' � rebound as the have area- and 50 - - t-- � y j ` 3 ; nationwide. New home closings in Pearland remain strong 0 a, 0 against much of the region. 0 0 0 0 0 N N N N N Cf Cf Cf Sources: Selected Subdivision Data from CDS January 2013 Houston , Area Lot Price Survey. New Home Closing data from the CDS database , - archives. PEAR :, 1. A` 22 * Subdivision located in Manvel's jurisdiction For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com . Home Affordability/Gross Rent,. . vl Home Affordability Index, 2011 Median Household Geography Median Home Value Income Home Affordability j Pearland,TX $181,500 $87,033 - 2.09 Franklin,TN $295,300 ' $73,316' ,,. 4.03 McKinney,TX ' $185,100 $80,113 2.31 Sugar Land,TX $251,700. $103,041 .2.44 Texas $127,500 °_ '; $50,266". : ' ' ".2:54 United States $179,500 .: $51,484 3.49j The home affordability index number for the City of Pearland is lower than peer cities, the State of Texas, and the nation as a whole. .Pearland's home affordability is significantly better than Franklin, TN and the United States as a whole versus being slightly better than the State and peer cities within the state. Gross Rent and Percent of Renters paying more than 30% of Income in Rent $1,400 60% $1,200 1140 Q $ - ,s A A $1,033 8 50% $1,000 im 1111ffillipli 40% $800 • $600 lal $400 ®. I 20% ii $200 ®' . _ __ _ __ _® ® ® 10% 0% Pearland, Franklin, McKinney,Sugar Land, Texas United TX TN TX TX States i Gross Rent A% of renters paying>30%of income in rent Rents in Pearland compare well with peer cities, the State of Texas, and the United States as a whole. The percentage of renters paying more than 30% of their income on rent is siignificantly lower than in these other areas, despite the healthy rental rates. Gross rent is understood to include utilities. , Sources: US Census Bureau,American Community Survey(3 year 7 PEAR§ N '.r-„ 23 estimates) R For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com ° Home Sales Comparison_ ° Y. .' • Sales, Price, and Starts 2002-2012- Pearland vs. Houston MSA 11.1111111111 Sales Average Price StartsHouston Houston Houston Pearland MSA Pearland MSA Pearland MSA 2012 1,856, 60,350 $193,384 $231,389 395 28,739 2011 4,546 51,828 $190,4-12 $220,627 ,359 °r22,760 2010 ' 1,435 '49,794 $194,031 '$218,534 310 . 22,006 2009 1,593 52,711 $198,124 $212,280 .341 `22,410 2008 -1,795 56,713 $201,855 $217,294 538 27,516 2007 2,121 67;613 $200,688 ,;$217,600 _831 41,583 2006 "2,,105 <` 70,388:_$194,933 $205,770 , 1,123 53,012 2005 1,827 63,373 $181,779 $193,234 1,151' -51,004 2004 1,616 58,010' $171,966 °$182,662 ' 1,090 42,388 2003 1;395 ;52,316 ,$171,4,63 $175,787 1,005 39,530 2002 -1,284 : 48,759 $171,817 $167,858 1,176 34,631 Average Home Price (in 000s) Average home sales prices in Pearland $225 rose steadily from 2002 until the $20o �:•; ,_ �,`t k � t r economic recession in 20.08. Prices have $175 ® � $150 ®:.; �; , �, 1; begun to rebound since, though not as 11 IA quickly as the Houston MSA. $125 ti �, C. Co 0 N. Home sales change in Pearland has 00 00 0� 00 00 00 oC) ci;) ti oti ti ti ti ti p ti ti trended above the Houston MSA in recent years, while it has trended below •Pearland ■Houston MSA the MSA.in housing start change. Change in Home Sales vs Prior Year Change in Home Starts vs Prior Year 30.0% 40.0% 20.0% ippmppipYs. 20.00 10.0% �� F 0.0% -10.0o ;%fl `A\S(b ` " `k.. -20.0% fZ/ t�. .1iCb7 Nt `w' "p `ls ti ' IC? -20.0% ' -40.0% Pearland ®Houston MSA Pearland ®Houston MSA Sources: HAR.com 24 . For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com . Multi-family Development d 1-- Historical Construction - Projects 11 9 g The majority of Pearland's multi-family housing complexes have been built since 2000, with just under half of those being built in the last 5 years. There is 1 currently one tracked project under . ,.-. -.._jr construction. O�0 O�A e�� o� csv pd Q<e �`Q Q ,y 0 p Gam ev ae• J<N Historical Construction - Units 2,389 2,285 As with the complexes, a majority of 2,106 Pearland's multi-family units have been built since 2000. The last 5 years has seen the construction of 32% of the city's multi-family units. 352 i �(9 ;00 e e�� Qt0 o Qs ti ,Lp0 e�0 Ja The project currently under construction is The Carroll at Shadow Creek Ranch at 12501 Broadway. It will be a 352 unit garden-style Class A complex. 25 Sources:O'Connor and Associates and ALN Apartment Data tPEA -_ J'4. For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Multi-family Trends Historical Absorption 433 485 350 266 323 271 176 261 56 10 I I 43 I 48 With the exception of 2007, multi-family unit absorption in Pearland has been all a, , 39 quite positive since 1999. The -55 abundance of new construction during ' e &i ' sT off'(P * cf ' s w'4)4v this time is the driving factor behind the 41. fir �` �` �` larger absorption numbers: Historical Occupancy 97.0% 94.6% :4.9% 94.7% 94.04.5% 92.8% 92.3% Multi-family occupancy in Pearland has 91.5 89.0% 89 049'4°° fluctuated over the last decade, again, 88.3% g ' likely due to the abundance of new ; construction. Despite the fluctuations, occupancy has remained healthy during this time, it has not been below 89% 0 0 0 0 0 0 00 0 0 0, ,, since 2000. 0 0 0 0 0 0 0: 0 0 0 0 0 0 N N N N N N N N N N N N N Historical Rent/SF $1.05 $0.99 $1.01 In contrast to occupancy, the rent per $o 87 $0 90 0 95$0 9 $1`01 square foot has gradually increased. $o.a9 $0 since 1999, exceeding $1.00 in recent $0.84$0.87. - $0.81 years. Most of the new multi-family $0.79 complexes in Pearland have been classified:as Class A. • 01 O .1 N M in l0 N 00 01 0 .--I N 01 0 0 0 0 0 0 0 0 0 0 ,-I ,-1 ,--1 01 0 0 0 0 0 0 0 0 0 0 0 0 0 a--I N 'N N N N N N N N N N N N kt d PEARL 26 Sources: O'Connor and Associates For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com n ; ° . "'� M iy .15 r ° M d x -µ ,r ffi e '' _ �r rict „r Ti a $w "` , - � ., Y 4 e SH 288 at FM 518 - Pearland Town Center The Pearland Town Center contains "L , , lO�rr..Y l' ., ' ,-_ - � the largest concentration of retail "c Ht rtsryc*a " r •.F ;7..e+,vm,;u'�"" }} J � P,,.t '� Qix 4�,. ; square footage in Pearland. In 4 . . rYr, addition to Pearland Town Center, e ! - other shopping centers located at this i intersection include: Silverlake Village, Crossing at 288, and the t Shadow Creek Ranch Town Center. �rY ,--,--... �t r ,�� F Improved roads in the area have "'� � b significantly increased the site's drive `' Y time ranges. The 5 minute drive time t area contains much of fast-growing <L4/:: J� , ' of it. Access to the site, provided by "!'� " u +'' SH 288 and FM 518, is quite good. Drive TimC- x : ., The Sam Houston Tollway and SH 6 L: a, are both within 10 minutes of the in M ,} £fi 23$rt"A 518 Town n Center while Loop 610 and SH ICJ 10-'' 35 are within 15 minutes. La 15 arY! - - ...try„-•YA 11.1111.1111111.111. 2000 Census 2010Census 1 11111111111.1.. 5 minute 10 minute 15 minute 5 minute 10 minute 15 minute Count Share Count Share Count Share Count Share Count Etc, Count Emix White 5,792 61.1% 12,935 48.8% 29,740 23.9% 12,165 39.2% 25,063 32.6% 43,343 -21.1% Black or African ' American 1,356 14.3% 6,297 23.8% . 60,214 48.3% 6,940 22.4% 22,989 29.9% _83,548 40.7% American Indian and Alaska Native- 18 0.2% 73 0.3% ' 253 0.2% 68 0.2% 160 0.2% 379 0.2% Asian 973. 10.3% 1,761 6.6% 3,867 3.1% 6,727 21.7% 11,860 15.4% . 16,399 8.0% Native Hawaiian and Other Pacific Islander 3 0.0% 9 0.0% 33 0.0% 5 0.0% 15 0.0% 42 0.0% Some Other Race 19 . 0.2% 44 0.2% 138 0.1% 74 0.2% 178 0.2% 355 0.2% Two or More Races 142 1.5% 328 1.2% 1,047 0.8% 731 2.4% 1,477 : 1.9% 2,627 1.3% Hispanic or Latino 1,174 12.4% - 5,052 19.1% , 29,342 23.5% 4,301 13.9% 15,245 19.8% 58,677 28.6% Total Population 9,477 26,499 124,634 31,011 76,987 205,370 Occupied Housing Units 3,511 93.7% 9,185 93.2% 41,342 93.2% 10,739 94.2% 26,529 93.6% 69,214 91.7% Total Housing Units 3,746 9,850 44,369 ; 11,396 28,346 75505 2013 Estimate 5 minute 10 minute IIMEM, Median HH Income $103,255 $84,6401 $56,546 HH Consumer Buying Power $66,233 $60,224 $50,771 2010 Estimate 10 minute IMMIM Median HH Income r $90,911 $79,2971 $55,8961 HH Consumer Buying Power ( $63,930 $60,091 - $50,290 f: Sources: 2000 and 2010 US Census, PCensus for ' 27 ArcView, and Freeway Drivetime Mapping -•. For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com I .fir m ' e iir' ,' '''' :, : '' va - „ Meta',Retail l strict, iu i Sri e A �adl sis ' ,' Tr: . ,__ .,,...�;� ,,,.z.�.....:„., .., ,3 _.., ',: Sao- , „ r ;5P.!',' k'."�4r ' r t :.__ "�, .. . �' ` ay 7: . . SH 288 at McHard - Northern Pearland Retail to , [_ 7 g.' ..0- 'IC, ,.. - 12:.. r , 1 Northern Pearland's retail is - �- t�i i s� concentrated at the Kroger shopping � .' 9 p 9 e * ._. '':c4 ; center at SH 288 and McHard Rd and q,-- at the Bass Pro Shops store and ei (1 Spectrum site located at the corner of e '" SH 288 and the Sam Houston T011way. ,• Y d� t, Like the Town Center site, drive times ,s fl from the SH 288 and McHard s :` intersection have improved in recent 3,f � - years. Both the Sam Houston Tollway " r :�,-, r u.. ..„,, „.,,,r and FM 518 are within 5 minutes of the site. The 10 minute area contains 6vgr r most of eastern Pearland and many of the newest subdivisions of southern Houston. Both the Fort Bend Tollway and SH 6 are within 15 minutes of the '''''' DravcTime site, as are US 90 and the 610 South WI 2.3B tie LtMised Rd: ..: 4„I a :i., + - Loop. ,:,.�,r.� , G.:. A. .: a ED!IIIIIIINIIIIIIIIIIII 2000 Census 2010 Census ' 5 minute 10 minute 15 minute 5 minute 10 minute 15 minute j 1 Count Share Count Share Count Share Count Share Count Share Count Share White 4,1501 52.7% 12,454 25.5% 34,083 16.6% .7,3301 35.1% 22,922 23.0% 46,097 16.1% Black or African ; American 1,643 20.9% 21,318 `43.7% 116,298 56.6% 5,897 28.2% 37,616 37.8% 133,891 46.7% American Indian and Alaska Native. 20 0.3% 94 0.2% 326 0.2% 44 0.2% 180 0.2% 491 0.2% Asian 537 . 6.8% 1,886 3.9% 8,052 3.9% 3,796 18.2% 11,592 11.6%, 22,477 7.8% Native Hawaiian and Other Pacific Islander 4 0.1% 17 0.0% 62 0.0% 6 0.0% 17 0.0%1 i':64 0.0% Some Other Race 7 0.1% 62 0.1% 216 0.1% 48 0.2% 188 0.2% 474 0.2% Two or More Races 100 1.3% 436 0.9% 1,991 1.0% 461 2.2% 1,511 1.5% 3,401 1.2% Hispanic or Latino 1,413 17.9% 12,503 25.6% 44,311 21.6% 3,3191 15.9% 25,524 25.6% 79,784 27.8% Total Population 7,874 48,770 205,339 20,901 99,550 286,679 - Occupied Housing Units 2,848 95.4% 15,824 94.0% 71,623 92.5% 7,767 94.5% 33,218 93.5% 101,266 89.8% Total Housing Units 2,984 16,835 .77,454 8,219 35,522 112,741 2013 Estimate 5 minute 10 minute Man Median HH Income $90,964[ $69,207 $47,204 HH Consumer Buying Power $61,785 $55,863 $47,575 2010 Estimate IBM= 10 minute 15 minute Median HH Income $77,655 $64,417 $48,299 HH Consumer.Buying Power $56,390 $54,666 $46,469 Sources:2000 and 2010 US Census, PCensus for 'r f f' 28 ArcView, and Freeway Drivetime Mapping •-.:,. .. For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com ;.�'" , 7 �' sS�S p y t ' � �^ '�.�'4� w,G'?�.�ksr.�e�"'?"�v-�` ,ra_° r.� "aar "; -ro��rr s ';, "� a 3Inie ArtalYSIS ' ' '' ''' '''' .,e... _.v L.Y ..,,e9P.%,....�iLuzd....u} [t .tw DES. M it ...ae SH 35 at Broadway- Old Central Pearland ¢,, 3 "i :. ,, The retail district old central Pearland " 'r = -,- ,:.....,,,_,."-----,A,,,- ni is centered on SH 35 and Broadway �; ' " rwQ tag. . .1� Street. This location contains a -.1' 7, " ° , ` -`4:N=' substantial established population• • `'` " -- ¢ - _ z__ within all drive time ranges, but _ ` , R„ .,„ , ,,„. ' ., contains less vacant land and fewer ." k �: ;� ', �n,, : "`' new subdivisions than the previous two retail sites. The 5 minute drive - w . time range is the largest of the three retail district sites due to the well- -° `" r" t =' " established road grid, though it ranks h `°1 ` : .. second to the Town Center site in t c*Irx i � +y, iv.," totalpopulation. Accesstormajor4 freewaysismorelimitedthan, previous sites but still quite good. .. - �` The Sam Houston Tollway is just arlyo � ': ', inside of the 5 minute drive time range st+3sn,®ia l...q '' 'IL and well within the 10 minute range. " ` "i , _ Within 15 minutes are SH 288, d.t«a L l,5m,,, iiikInterstate 45, Loop 610, and Houston's 0 f.... Hobby Airport. et.rt cE 11111111.11111111111111 2000 Census 2010 Census 5 minute 10 minute 15 minute 5 minute 10 minute 15 minute 1 Count Share Count Share Count Share Count Share Count Share Count Share hite 12,538 69.1% 32,157 56.1%1 80,612 39.5% . 14,519 52.8% 34,949 39.8% 81,447 29.5% Black or African American 1,108 6.1% 5,051 ° 8.8% 36,702 18.0% 2,852 10.4% 11,004 12.5% 51,030 18.5% American Indian and Alaska Native 46 0.3% 148 0.3% 415 0.2% 90 0.3% 211 0.2% 539 0.2% Asian 413. 2.3% 2,593 4.5% 10,657 5.2% 1,575 5.7% 5,775 . 6.6% 19,378 7.0% Native Hawaiian and Other Pacific Islander 6 0.0% 22 0.0% 92 ' 0.0% 9 0.0% 30 0.0% . 109 0.0% :Some Other Race ` 14 0.1% 85 - 0.1% 247 0.1% 42 0.2% 158 0.2% 471, 0.2%, Two or More Races 177 1.0% 633 1.1% 2,198 1.1% 418 1.5%, 1,108 1.3% 3,132 1.1% Hispanic or Latino 3,830 21.1% .16,622 29.0% -73,185 35.9% 8,001 29.1% 34,586 39.4% 119,755 43.4% Total Population 18,132 ' 57,311 ' 204,108 27,506 87,821 ` 275861, Occupied Housing Units' 6,527 95.8% 19,239 94.7% 68,940 94.2% 9,548 '93.6% 28,481 93.9% 90,750 91.6% Total Housing Units 6,815 20,314 .73,183 10,196 30,327 99,082 2013 Estimate MI= 10 minute; 15 minute Median HH Income ' $73,110 $68,566 $55,048 HH Consumer Buying Power $55,126 . $54,919 ' $51,027 2010 Estimate MEI= 10 minute 15 minute Median HH Income $68,8131 $67,357 $57,099 HH Consumer Buying Power , $54,5711 $55,193 $51,194 Sources:2000 and 2010 US Census, PCensus for 29 ArcView, and Freeway Drivetime Mapping \.. . For more information,contact the Pearland Economic Development Corporation 0 (281)997-3000 A www.pearlandedc.com : ws a�,, " ✓r ' n , . 7 " `.: t°fir r-a r -77" Retail- Distr ct ` i e Tir e 1na�l ,sis FM 518 at Dixie Farm Road - Far East Pearland '"- The retail district of far east Pearland is centered on FM 518 and Dixie Farm p4oe; spkt - Road. This district is anchored by a Walmart Supercenter and a Home soda. �' ;tea ''y �* $" ' _ Depot store. The drive times around ' £ this retail district contains numerous mature subdivisions in older r a ? Pearland, Friendswood, and parts of _ ` h,^ Alvin and south Pasadena. This is reflected by the fact that these drive times are smaller than those of the other three retail districts. Despite `'" this, access is still quite good, with a well established grid of major 7 thoroughfares and sizable portions of Interstate 45 and the Sam Houston Drift Time Tollway accessible within 15 minutes. Fasfs d:Dislo R.2rn au • 11111111111111110111111 2000 Census 2010 Census 11111.1111111111111111 5 minute 10 minute 15 minute 5 minute 10 minute 15 minute j Count Share Count Share Count Share Count Share Count Share Count Share White 11,999 80.7% 43,957 68.7% 83,563 62.9% 15,432 65.3% 45,725 52.8% 84,210 45.8% Black or African American 478 3.2% 4,159 6.5% 10,456 7.9% 1,509 6.4% 8,392 9.7% 20,081 10.9% merican Indian and laska Native. 34 0.2% 150 0.2% 345 0.3% 56 0.2% 215 0.2% "434 0.2% ,sian° 583 3.9% 4,267 6.7% 7,796 5.9% 2,090 . 8.8% 7,926 9.1% 14,428 7.8% Native Hawaiian and Other Pacific Islander 1 0.0% 21 0.0% ; , 61 0.0% 12 .: 0.1% 49 0.1% 111 0.1% ome Other Race 26 0.2% 104 0.2% ' 190 0.1% 36 0.2% 150 0.2% 341 0.2% wo or More Races 178 1.2% 892 1.4% 1,789 1.3% 291 1.2% 1,212 1.4% 2,616 1.4% Hispanic or Latino 1,563 10.5% 10,435 16.3% 28,564 21.5% 4,204 17.8% 22,962 26.5% 61,696 33.5% otal Population 14,862 63,985 132,764 23,630 86,631 183,917' Occupied Housing Units 5,139 96.5% 21,919 96.8% 46,736 95.6% 8,154 95.6% 29,344 95.5% 62,878 94.4% otal Housing Units 5,325 22,632 48,887 8,533 30,726 66;641 2013 Estimate =Miff 10 minutefaMM Median HH Income $89,984 $76,8251 $67,806 HH Consumer Buying Power $63,605 $58,633 $55,122 2010 Estimate IMES 10 minute Median HH Income $85,730 $79,918 $68,563 HH Consumer Buying Power $63,927 $61,119 $55,668 Sources: 2000 and 2010 US Census, PCensus for ' 30 �. ArcView, and Freeway Drivetime Mapping For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Hotel Trends Hotels/Motels 10 10 3 Pearland zip codes 77581 and 77584 contained only three market rate hotels or motels in 2005. This had increased to ten by 2010. 2005 2010 2012 Rooms 743 769 While no hotels have been constructed, Source 164 Strategies reported an additional 26 rooms in the Candlewood Suites. 2005 2010 2012 Revenue, Millions $14.52 $9.94 Room revenues increased by 46.1% between $3.44 2010 and 2012. 2005 2010 2012 Occupancy 72.7% 64.8% By 2012, hotel/motel occupancy has rebounded 47.5% after the economic downturn that began between 2005 and 2010. 2005 2010 2012 REVPAR $57.45 $51.72 ' $38.60 , Revenue per Available Room, or REVPAR, after falling in , roo 2010, has increased. 2005 2010 2012 PEAFU fvfNt) Source:Texas Hotel Performance Factbook,Annual,Source Strategies, Inc.,San 31 Antonio,Texas 2005,2010,and 2012 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Industrial Trends a � • a n nu e Absorption 86,160 91,676 8,610 0 329 0 I 0 e1 ail - I �� Industrial facilities in Pearland- 3,617 0 65 experienced little change in absorption 0 0 0 0 0 0 N o 0 N prior to 2007. .Net absorption:over the -65,544 past 4 years is essentially zero. -153,021 Occupancy 100.0% 100.0% 100.0% 95 3U0.0% 90.4% 77.8% 74.4% With only a handful of industrial 55.1% buildings; Pearland's occupancy rates have remained:high. The largest facilities are:100% occupied ri N M Ln l0 N. 00 O1 O .--1 N 0 0 0 0 0 0 0 0 0 %-1 ,-1 %-1 0 0 0. 0 0 0 0 0 0 0 0 0 N N NNNNNNINCNINN Rent/SF $0.40 $0.40 $0.40 $0.35 .$0.37 Rent per Square Foot has increased 1 slightly over the past decade. • ei N M. N LO r. CO 01 0 ri N 0 0 0 0 0 0 0 0 0 .-+ .-I .-1 0 0 0 0 0 0 0 0 0 0 0 0 NNNNNNNNNNNN Sources: O'Connor and Associates 32 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com a Retail Sales Tax Trends ` . Pearland sales tax Pearland Sales Tax Trend revenues have 2000 to 2012, in $ millions been increasing at 22.4 an exponential rate up until the 18 720,019.519•8 recession took hold in late 2008 16.1 From 2000 to 2012, 14.5 Pearland's annual 11.9 sales tax revenues increased by over 10.2 $16.5 million. That 8'9 increase equates 7.2 7.6 to an annual 5.8 average compound growth rate of l 11.9%. O %-1 N Ln lD N 00 Gl 0 N O 0 0 0 0 0 0 0 0 0 O O O O O 0 0 0 0 0 0 0 0 N N N N N N N N N N N. N N Pearland Sales Tax Trend for Selected Retail Stores 2000 and 2010, in $ 2000 2010 Change %Change CAGR Motor Vehicle and Parts Dealers 113,266 345,287 232,021 204.8% 11.8% Furniture and Home Furnishings Stores 82,384 388,878. 306,494 372.0% 16.8% Electronics and Appliance Stores 47,384 " 607,789 560,405 1182.7%. 29.1%, 'Building Material&Garden Equipment&Supplies Dealers " .102,534 ;.1,320,038 1,217,504 1187.4% 29.1% Food and.Beverage Stores r 350,700 929,375 578,675 165.0%.10.2%' ;Health and Personal Care Stores 82,600 265,193 182,592' 221.1% 12.4% Gasoline Stations - , 123,867 231,347 107,480 86.8% ' 6.4% Clothing and Clothing Accessories Stores 57,452 970,370 912,919 1589.0% 32.7% sporting Goods,Hobby,Book,and Music Stores 54,934 874,549 819,615 1492.0% 31.9% General Merchandise Stores 584,338"'3,785,292 3,200,955 `547.8• 20.5% Miscellaneous Store Retailers _ 193,632' 603,839 m410,207 211,8%,_12 0%1 CAGR is compound annual growth rate over the period 2000 to 2010 Sources:Texas Comptroller, City of Pearland, March 2012 I " 33 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Retail Comparisons Change in Retail Sales vs Prior Year Pearland's gross retail 30.0% sales have grown on a 20.0% year-to-year basis in ispor.._ each of the past 10 10.0% years, with the o.o exception of 2009. This o`b eP" - o`'' o° o\ ob : ti� '> is a trend that is =10.0% ni� ti' ,& .io do .10 %' to Doti 12 mirrored by the Houston -20.0i area as: a whole. - Pearland's retail sales =30.0% changes have been less ®Pearland ®Houston MSA volatile than the : *4Q 2012 sales estimated based on prior year 4Q sales trends Houston MSA's. Average Retail Property Sales Price (per SF) Due to a relatively small $35o sample size, the average $300 sales price per square $25o foot of retail properties $200 in Pearland has fluctuated significantly $150 over the years. Prices in $100 [ the Houston MSA have $50 - IMin ' . .IF II ' Ill 1 II � '^• ■ -' �- o been much steadier, $o A AVM '® .' _® l _- °_ though cresting in 2009. 2006 2007 2008 2009 2010 2011 2012 2013 ®Pearland •Houston MSA Historical Retail Starts — — = — — --1 While roughly half of all retail starts in the Pearland Houston MSA ! Houston area came prior Pre-1991 8 • ° 2446 to 1991, only 13% of 1991-1995 1 305 Pearland's starts did. A ° 1996-2000 '11 s .486 majority of Pearland 2001-2005 : - 24 w 1,027 retail starts have 2006 Present , . 20 . 704 occurred since 2001. 34 Sources:Texas Comptroller, Loopnet sales data, O'Connor &Associates construction summary For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com . , , s1'. IPe tea._- . Retail Sales,:Compari ons Texas' 50 Largest City Retail Markets Ranked By Annual Retail Sales Growth. Rate 2006-2011 Avg.Annual Avg,Annual i • _ Growth Rank City Growth 1 Pearland ranked first 1' Pearland "9 2% 26 Lubbock 2.7% in the state of Texas 2 Sherman . , 7.8% , 27 Sugar Land .,;. 2,6% among top the ._ 50 3 McKinney " ;7.7% . 28 Pasadena ' 2.3% retail markets in 4 Midland _6.7% - 29 ,Grand Prairie ,2.3% average annual retail 5, . Frisco ;. 6.5% 30 A manllo 1,8% 6 Odessa. 6.o sales growth from ° 31 Austin . 17% 7, 'New Braunfels 5,2%' 32. Irving 1 7% 2006 to 2011. " y Pearland was the only ". Carrollton-.- 5.2% .33 ; Arlington °° 1.5% 9 ..Victoria. ,, ,4 5% 34 Waco ",.1.4% city to average over 10 Houston 4.1% 35 Conroe - 1,3% 9% growth in retail 11 'Corpus Christi . 4.0% 36 'Baytown =i1.2% sales during this time. 12 College Station. ' 3,9% 37 Plano -'1.0% Retail sales growth for 13 Georgetown` ° " 3.7% - 38 Wichita Falls 0.9% � the entire state of. 14 Harlingen 3.3% -39 Killeen > ,0,9% Texas during this 15 .Temple 3.2% 40 Hurst 0.7% 16 Longview. ' ' 3.2% 41 Brownsville , --, ,0.6% period was 2.7%. 17.. San Angelo , . .`: ,3.0% . 42: Round Rock, 0.5% 18 San Marcos- , ' 3.0% -43 yler . -. ...0.4% Pearland is one of six 19- Denton ' , -3,0% 44 -Dallas '0,0% cities (Houston, Sugar 20 Grapevine ,3.0% 45 Mesquite' =0.6% Land, Baytown, 21 : San Antonio ,-2.9% 46,- Beaumont` ''` -"-0 8% Conroe, Pasadena) in 22 - Laredo - . 2.9% 47 Garland - 0.8% the Houston MSA that 23 Fort Worth - 2.8% 48- Lewisville.. -1.8% 24. Abilene ,-2.8% :49 .McAllen ..2.5% are:among the state's 25 El-Paso. 2.7% °. - 50`.. Richardson ,3.5% top 50 retail markets. 35 Sources:Texas Retail Survey,2010 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com ° Retail zaelielcipMent Trend ° First class shopping can be found in the 5,700,488 square feet Pearland Retail Space Trend,5.685.735.735.735.73 of retail space in Square Feet millions Pearland (62 4.64 centers). 3.57 Pearland Town 3.30 Center:is the largest 2.622.65 regional center with 2.46 700,000sf. Built in 2008, it is a mixed- 1.48 y use "lifestyle center" 1.12 including retail, 0.500.570.600.72 office and apartments. Pre 90s 1998 2000 2002 2004 2006 2008 2010 2012 Overall retail Retail Occupancy and Rental Rates occupancy in Pearland has - $23.04 $23.16 remained steady over _ $22.44 the past seven years $21.36 while absorption has $20. f $20.82 been increasing. y $19.68 19.67 Rents have declined - 96.9% 90.8% 89.6% 90.7% 89.2% 89.8% 90.9% 91.9% slightly since 2008 _ because of the national recession. 2005 2006 2007 2008 2009 2010 2011 2012 Occupancy, % —Annual Rent/SF, $ 36 Sources: O'Connor and Associates 'a For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Officen Trends° Pearland Office Space Trend, Square Feet 1,000s 664.5 618.5 618.5 The Pearland office 458:5 market includes 15 buildings containing 664,523 net rentable sf. 253.8 176.3 186.E 86.3 12.5 26.5 45.7 Pre 90'1999 2000 2002 2004 2005 2006 2008 2009 2010 2011 2012 Office Occupancy and Rental Rates Occupancy and rents - $22.21 declined significantly - from 2006 as new $20.94 $20.82 spaces become $20.; $20.26 $20 available in the market. - �°Q 4� 19.67 Current occupancy is -65.8%. - - 91.6% 87.8% 69.3% 69.0% 72.2% 65.8% 55.4% 59.5% 2005 2006 2007 2008 2009 2010 2011 2012 —Occupancy, % —AnnualRent/SF, f ' Sources: O'Connor and Associates 37 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com .6. Pearland Crime Rate Trend, Crimes per 1,000 Residents Pearland's crime rate 1.76 has declined dramatically since 1.68 2000. The property crime rate is down j 1.34 37% and the violent 29.6 crime rate is down 25.3 24% -- a reduction 18.5 better than the r,. national reductions - of 24% and 20% respectively 2000 2007 2011 ■ Property Crime Rate •Violent Crime Rate Crime Rate Comparison The Crime Rate in Crimes per 1,000 Population Pearland is substantially lower Violent Crime Rate Property Crime Rate than the United Geogra•hical Area 2007 2011 Chan:e 2007 2011 Change States and the ',Pearland,TX 1.68 1.34 0.34 :; 25.30 18.52 6 78! ;Franklin,:TN 1.84 163 0 21 17.81 16.19 1 62 Houston MSA as a McKinney,TX : 2.16 180 0.36 22.23 21.11 -1.12! whole and lower than Baytown,TX 4.26 2.89 ` " '137:`` _45.02 48.49 . 3.47 most cities in the League City,TX 1.27 1.10 017 24.92 22.09 _ 2 831 region. Pearland ','Pasadena,TX 4.32 3.72 0 60 34.52 34.60 , 0.081 crime is lower other ;Sugar Land,TX 1.21 1.19 : ; .:-0.02 19.15 17.76 -1.391 Houston TX 11}32 9.75 157 : 58.69 50.54 8 15 fast growing suburban cities such Houston-Metro.Area 6.79 5.51 1.28- 41.09 35.77 5 32? rTexas 5.11 4.08 - 103:- 41.21 34.72 6.49, as Franklin, TN and United States 4.67 3.86 0 81 32.64 29.09 3 55 McKinney; TX. �_.�-. ..� .:..._ d.� �.... .ri. _��.. �...� r�a.n Source: FBI Uniform Crime Reporting Database ` r "' _ 38 For more information,contact the Pearland Economic Development Corporation A (281)997-3000 A www.pearlandedc.com Appendix B - GRASP® History and Methodology GRASP® Glossary Buffer: see catchment area Catchment area: a circular map overlay that radiates outward in all directions from an asset and represents a reasonable travel distance from the edge of the circle to the asset. Used to indicate access to an asset in a level of service assessment Component:an amenity such as a playground, picnic shelter, basketball court, or athletic field that allows people to exercise, socialize, and maintain a healthy physical, mental, and social wellbeing Isolation analysis:an examination on a map of places within a study area that meet specific criteria, often included as part of a level of service assessment Geo-Referenced Amenities Standards Process®(GRASP®): a proprietary composite-values methodology that takes quality and functionality of assets and amenities into account in a level of service assessment Level of service (LOS):the extent to which a recreation system provides a community access to recreational assets and amenities Low-score component: a component given a GRASP®score of"1" or"0" as it fails to meet expectations Low-service area:an area of a city that has some GRASP®level of service but falls below the minimum standard threshold for overall level of service Modifier:a basic site amenity that supports users during a visit to a park or recreation site, to include elements such as restrooms, shade, parking, drinking fountains, seating, BBQ grills, security lighting, and bicycle racks among others No-service area: an area of a city with no GRASP®level of service Perspective: a map or data quantification, such as a table or chart, produced using the GRASP®methodology that helps illustrate how well a community is served by a given set of recreational assets Radius:see catchment area Recreational connectivity:the extent to which community recreational resources are transitionally linked to allow for easy and enjoyable travel between them. Recreational trail: a soft or hard surface trail intended mostly for leisure and enjoyment of resources. Typically passes through park lands or natural areas and usually falls to parks and recreation professionals for planning and management. Parks and Recreation Master Plan 195 Service area:all or part of a catchment area ascribed a particular GRASP@ score that reflects level of service provided by a particular recreational asset, a set of assets, or an entire. recreation system Threshold:a minimum level of service standard typically determined based on community expectations Trail:any off-street or on-street connection dedicated to pedestrian, bicycle, or other non- motorized users Trail network: a part of a greater trail system within which major barrier crossings have been addressed and all trails are functionally connected by such things as crosswalks, pedestrian underpasses, and/or bridges. Typically separated from other trail networks by missing trail connections or by such barriers as roadways, rivers, or railroad tracks. Trail system:all trails in a community that serve pedestrian, bicycle, and alternative transportation users for purposes of both recreation and transportation Transportation trail:a hard surface trail, such as a city sidewalk, intended mostly for utility in traveling from one place to another in a community or region. Typically runs outside of park lands and is managed by Public Works or other city utility department. Composite-Values Level of Service Analysis Methodology Analysis of the existing parks, open space, trails, and recreation systems are often conducted in order to try and determine how the systems are serving the public. A Level of Service (LOS) has been typically defined in parks and recreation master plans as the capacity of the various components and facilities that make up the system to meet the needs of the public. This is often expressed in terms of the size or quantity of a given facility per unit of population. Brief History of Level of Service Analysis In order to help standardize parks and recreation planning, universities, agencies and parks and recreation professionals have long been looking for ways to benchmark and provide "national standards"for how much acreage, how many ballfields, pools, playgrounds, etc., a community should have. In 1906 the fledgling "Playground Association of America" called for playground space equal to 30 square feet per child. In the 1970's and early 1980s, the first detailed published works on these topics began emerging (Gold, 1973, Lancaster, 1983). In time "rule of thumb" ratios emerged with 10 acres of parklands per thousand population becoming the most widely accepted norm. Other normative guides also have been cited as "traditional standards," but have been less widely accepted. In 1983, Roger Lancaster compiled a book called, "Recreation, Park and Open Space Standards and Guidelines,"that was published by the National Park and Recreation Association (NRPA). In this publication, Mr. Lancaster centered on a recommendation"that a park system, at minimum, be composed of a core system of parklands, with a total of 6.25 to 10.5 acres of developed open space per 1,000 population (Lancaster, 1983, p. 56). The guidelines went further to make recommendations regarding an appropriate mix of park types, sizes, service areas, and acreages, and standards regarding the number of available recreational facilities per thousand population.While the book was published by NRPA and the table of standards became widely known as "the NRPA standards," these standards were never formally adopted for use by NRPA. 196 City of Pearland, Texas Since that time, various publications have updated and expanded upon possible "standards," several of which have been published by NRPA. Many of these publications did benchmarking and other normative research to try and determine what an "average LOS" should be. It is important to note that NRPA and the prestigious American Academy for Park and Recreation Administration, as organizations, have focused in recent years on accreditation standards for agencies, which are less directed towards outputs, outcomes and performance, and more on planning, organizational structure, and management processes. In essence, the popularly referred to "NRPA standards"for LOS, as such, do not exist.The following table gives some of the more commonly used capacity "standards"today. Common) Referenced LOS Ca sac' "Standards" Activity/ Recommended Service Number of Facility Space Radius and Units per Requirements Location Notes Population Baseball 3.0 to 3.85 acre %to%mile 1 per 5,000; Official minimum Unlighted part of neighborhood lighted 1 per 30,000 complex; lighted fields part of community complex Little League 1.2 acre minimum Basketball %4 to mile Youth 2,400—3,036 vs. Usually in school, recreation center or 1 per 5,000 church facility;safe walking or bide High school 5,040—7,280 access; outdoor courts in s.f. neighborhood and community parks, plus active recreation areas in other park settings Football Minimum 1.5 15—30 minute travel time 1 per 20,000 acres Usually part of sports complex in community park or adjacent to school Soccer 1.7 to 2.1 acres 1 to 2 miles 1 per 10,000 Youth soccer on smaller fields adjacent to larger soccer fields or neighborhood parks Softball 1.5 to 2.0 acres %4 to%mile 1 per 5,000(if also used May also be used for youth baseball for youth baseball) Swimming Varies on size of 15—30 minutes travel time 1 per 20,000(pools Pools pool&amenities; should accommodate usually'/to 2- Pools for general community use 3%to 5%of total acre site should be planned for teaching, population at a time) competitive&recreational purposes with enough depth (3.4m)to accommodate 1m to 3m diving boards; located in community park or school site Tennis Minimum of %4 to mile 1 court per 2,000 7,200 s.f.single Best in groups of 2 to 4 courts; located court area(2 in neighborhood community park or acres per near school site complex Volleyball Minimum 4,000 '/to 1 mile 1 court per 5,000 s.f. Usually in school, recreation center or church facility;safe walking or bide access; outdoor courts in neighborhood and community parks, plus active recreation areas in other park settings Parks and Recreation Master Plan 197 Activity/ Recommended Service Number of Facility Space Radius and Units per Requirements Location Notes Population Total land Various types of parks-mini, 10 acres per 1,000 Acreage neighborhood, community, regional, conservation,etc. Sources: David N.Ammons, Municipal Benchmarks-Assessing Local Performance and Establishing Community Standards,2nd Ed.,2002 Roger A. Lancaster(Ed.),Recreation,Park and Open Space Standards and Guidelines(Alexandria,VA: National Recreation and Park Association, 1983),pp.56-57. James D. Mertes and James R. Hall, Park,Recreation, Open Space and Greenways Guidelines, (Alexandria,VA: National Recreation and Park Association, 1996),pp.94-103. In conducting planning work, it is key to realize that the above standards can be valuable when referenced as "norms"for capacity, but not necessarily as the target standards for which a community should strive. Each community is different and there are many varying factors which are not addressed by the standards above. For example: • Does "developed acreage" include golf courses"?What about indoor and passive facilities? • What are the standards for skateparks? Ice Arenas? Public Art? Etc.? • What if it's an urban land-locked community?What if it's a small town surrounded by open Federal lands? • What about quality and condition?What if there's a bunch of ballfields, but they haven't been maintained in the last ten years? • And many other questions.... GRASP®(Geo-Referenced Amenities Standards Program) In order to address these and other relevant questions, a new methodology for determining Level of Service was developed. It is called a composite-values methodology and has been applied in communities across the nation in recent years to provide a better way of measuring and portraying the service provided by parks and recreation systems. Primary research and development on this methodology was funded jointly by GreenPlay, LLC, a management consulting firm for parks, open space and related agencies, Design Concepts, a landscape architecture and planning firm, and Geowest, a spatial information management firm. The trademarked name for the composite-values methodology process that these three firms use is called GRASP@(Geo-Referenced Amenities Standards Program). For this methodology, capacity is only part of the LOS equation..Other factors are brought into consideration, including quality, condition, location, comfort, convenience, and ambience. To do this, parks, trails, recreation, and open space are looked at as part of an overall infrastructure for a community made up of various components, such as playgrounds, multi- purpose fields, passive areas, etc. The ways in which the characteristics listed above affect the amount of service provided by the components of the system are explained in the following text. Quality— The service provided by anything, whether it is a playground, soccer field, or swimming pool is determined in part by its quality. A playground with a variety of features, such as climbers, slides, and swings provides a higher degree of service than one with nothing but an old teeter-totter and some "monkey-bars." 198 City of Pearland, Texas Condition— The condition of a component within the park system also affects the amount of service it provides. A playground in disrepair with unsafe equipment does not offer the same service as one in good condition. Similarly, a soccer field with a smooth surface of well-maintained grass certainly offers a higher degree of service than one that is full of weeds,, . ruts, and other hazards. Location— To be served by something, you need to be able to get to it. The typical park playground is of more service to people who live within easy reach of it than it is to someone living all the way across town. Therefore, service is dependent upon proximity and access:. Comfort— The service provided by a component, such as a playground, is increased by having amenities such as shade, seating, and a restroom nearby. Comfort enhances the experience of using a component. Convenience—Convenience encourages people to use a component, which increased the amount of service that it offers. Easy access and the availability of trash receptacles, bike rack, or nearby parking are examples of conveniences that enhance the service provided by a component. Ambience— Simple observation will prove that people are drawn to places that"feel" good. This includes a sense of safety and security, as well as pleasant surroundings, attractive views, and a sense of place.A well-designed park is preferable to poorly-designed one, and this enhances the degree of service provided by the components within it. In this methodology, the geographic location of the component is also recorded. Capacity is still part of the LOS analysis (described below) and the quantity of each component is recorded as well. The methodology uses comfort, convenience, and ambience as characteristics that are part of. the context and setting of a component. They are not characteristics of the component itself, but when they exist in proximity to a component they enhance the value of the component. By combining and analyzing the composite values of each component, it is possible to measure the service provided by a parks and recreation system from a variety of perspectives and for any given location. Typically this begins with a decision on "relevant components"for the analysis, collection of an accurate inventory of those components, analysis and then the results are presented in a series of maps and tables that make up the GRASP®analysis of the study area. Making Justifiable Decisions All of the data generated from the GRASP®evaluation is compiled into an electronic database that is then available and owned by the agency for use in a variety of ways. The database can help keep track of facilities and programs, and can be used to schedule services, maintenance, and the replacement of components. In addition to determining LOS, it can be used to project long-term capital and life-cycle costing needs. All portions of the information are in standard. available software and can be produced in a variety of ways for future planning or sharing with the public. Parks and Recreation Master Plan 199 It is important to note that the GRASP® methodology provides not only accurate LOS and facility inventory information, but also works with and integrates with other tools to help agencies make decisions. It is relatively easy to maintain, updatable, and creates easily understood graphic depictions of issues. Combined with a needs assessment, public and staff involvement, program and financial assessment, GRASP®allows an agency to defensibly make recommendations on priorities for ongoing resource allocations along with capital and operational funding. 200 City of Pearland, Texas Appendix C - Sample Partnership Policy Parks and Recreation Master Plan 201 THIS PAGE INTENTIONALLY LEFT BLANK • Sample Partnership Policy and Proposal Format Created By: dREENPLAYLG The Leading Edge In Parks,Recreation, And Open Space Consulting www.green playll c.com 211 N. Public Road,Suite 225 Lafayette, CO 80026 Phone:303-439-8369 Fax:303-664-5313 Email:info@greenplayllc.com www.green pl a yll c.com © 2003, 2008, 2012 GreenPlay LLC Sample Parks and Recreation Department Partnership Policy And Proposal Format Table of Contents Part One Page I. The Sample Parks and Recreation Department Partnership Policy A. Purpose 3 B. Background and Assumptions 4 C. Partnership Definition 5 D. Possible Types of Partners 6 E. Sponsorships 7 F. Limited Decision-Making Partnerships 8 G. Benefits of Partnerships 8 II. The Partnering Process 9 Ill. The Partnership Evaluation Process A. Mission and Goals 13 B. Other Considerations 13 C. Selection Criteria 15 D.Additional Assistance 16 Part Two The "Proposed Partnership Outline Format" 17 Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 2 I. Sample Parks and Recreation Department Partnership Policy A. Purpose This policy is designed to guide the process for XX Parks and Recreation Department in their desire to partner with private, non-profit, or other governmental entities for the development, design, construction, and operation of possibly partnered recreational facilities and/or programs that may occur on City property. The XX Parks and Recreation Department would like to identify for-profit, non-profit, and governmental entities that are interested in proposing to partner with the City to develop recreational facilities and/or programs.A major component in exploring any potential partnership will be to identify additional collaborating partners that may help provide a synergistic working relationship in terms of resources, community contributions, knowledge, and political sensitivity.These partnerships should be mutually beneficial for all proposing partners including the City, and particularly beneficial for the citizens of the community. This policy document is designed to: • Provide essential background information. • Provide parameters for gathering information regarding the needs and contributions of potential partners. • Identify how the partnerships will benefit the Sample Parks and Recreation Department and the community. Part Two:The"Proposed Partnership Outline Format," provides a format that is intended to help guide Proposing Partners in creating a proposal for review by Sample Parks and Recreation Department staff. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 3 B. Background and Assumptions Partnerships are being used across the nation by governmental agencies in order to utilize additional resources for their community's benefit. Examples of partnerships abound, and encompass a broad spectrum of agreements and implementation.The most commonly described partnership is between a public and a private entity, but partnerships also occur between public entities and non-profit organizations and/or other governmental agencies. Note on Privatization: This application is specific for proposed partnering for new facilities or programs. This information does not intend to address the issue of privatization, or transferring existing City functions to a non-City entity for improved efficiency and/or competitive cost concerns. An example of privatization would be a contract for a landscaping company to provide mowing services in a park. The City is always open to suggestions for improving services and cost savings through contractual arrangements. If you have an idea for privatization of current City functions, please call or outline your ideas in a letter for the City's consideration. In order for partnerships to be successful, research has shown that the following elements should be in place prior to partnership procurement: • There must be support for the concept and process of partnering from the very highest organizational level—i.e.:the Board or Trustees, a council, and/or department head. • The most successful agencies have high-ranking officials that believe that they owe it to their citizens to explore partnering opportunities whenever presented,those communities both solicit partners and consider partnering requests brought to them. • It is very important to have a Partnership Policy in place before partner procurement begins.This allows the agency to be proactive rather than reactive when presented with a partnership opportunity. It also sets a "level playing field"for all potential partners,so that they can know and understand in advance the parameters and selection criteria for a proposed partnership. • A partnership policy and process should set development priorities and incorporate multiple points for go/no-go decisions. • The partnership creation process should be a public process,with both Partners and the Partnering Agency well aware in advance of the upcoming steps. Sample Partnership Policy—©2003, 2008,2012 GreenPlay LLC Page 4 C. Partnership Definition For purposes of this document and policy, a Proposed Partnership is defined as: "An identified idea or concept involving Sample Parks and Recreation Department and for- profit, non-profit, and/or governmental entities,outlining the application of combined resources to develop facilities, programs,and/or amenities for.the City and its citizens." A partnership is a cooperative venture between two or more parties with.a common goal,who combine complementary resources to establish a mutual direction or complete a mutually beneficial project. Partnerships can be facility-based or program-specific. The main goal for XX Parks and Recreation Department partnerships is enhancing public offerings to meet the mission and goals of the City.The XX Parks and Recreation Department is interested in promoting partnerships which involve cooperation among many partners, bringing resources together to accomplish goals in a synergistic manner. Proposals that incorporate such collaborative efforts will receive priority status. Partnerships can accomplish tasks with limited resources, respond to compelling issues, encourage cooperative interaction and conflict resolution, involve outside interests, and serve as an education and outreach tool. Partnerships broaden ownership in various projects and increase public support for community recreation goals. Partners often have flexibility to obtain and invest resources/dollars on products or activities where municipal government may be limited. Partnerships can take the form of(1) cash gifts and donor programs, (2) improved access to alternative funding, (3) property investments, (4) charitable trust funds, (5) labor, (6) materials, (7) equipment, (8) sponsorships, (9) technical skills and/or management skills, and other forms of value.The effective use of volunteers also can figure significantly into developing partnerships. Some partnerships involve active decision making, while in others, certain partners take a more passive role. The following schematic shows the types of possible partnerships discussed in this policy: ITypes of Partnerships Semi Limited.Decision�4, c Limited; Decision (Active Partnerships Management Making'Partnerships Making Partnerships Agreements a Program Partnerships Sponsorships Grant Programs Facility Leases ; .Donor•Programs Intergovernmental Volunteer Programs Agreements (IGAs) r,f;! Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 5 D. Possible Types of Active Partnerships The XX Parks and Recreation Department is interested in promoting collaborative partnerships among multiple community organizations.Types of agreements for Proposed "Active" Partnerships may include leases, contracts, sponsorship agreements, marketing agreements, management agreements,joint-use agreements, inter-governmental agreements, or a combination of these.An innovative and mutually beneficial partnership that does not fit into any of the following categories may also be considered. Proposed partnerships will be considered for facility, service, operations, and/or program development including associated needs, such as parking, paving, fencing, drainage systems, signage, outdoor restrooms, lighting, utility infrastructure, etc. The following examples are provided only to illustrate possible types of partnerships. They are not necessarily examples that would be approved and/or implemented. Examples of Public/Private Partnerships • A private business seeing the need for more/different community fitness and wellness activities wants to build a facility on City land, negotiate a management contract, provide the needed programs, and make a profit. • A private group interested in environmental conservation obtains a grant from a foundation to build an educational kiosk, providing all materials and labor, and is in need of a spot to place it. • Several neighboring businesses see the need for a place for their employees to work out during the work day.They group together to fund initial facilities and an operating subsidy and give the facility to the City to operate for additional public users. • A biking club wants to fund the building of a race course through a park.The races would be held one night per week, but otherwise the path would be open for public biking and in-line skating. • A large corporate community relations office wants to provide a skatepark, but doesn't want to run it.They give a check to the City in exchange for publicizing their underwriting of the park's cost. • A private restaurant operator sees the need for a concessions stand in a park and funds the building of one, operates it, and provides a share of revenue back to the City. • A garden club wants land to build unique butterfly gardens.They will tend the gardens and just need a location and irrigation water. Sample Partnership Policy—©2003,2008, 2012 GreenPlay LLC Page 6 Examples of Public/Non-Profit Partnerships • A group of participants for a particular sport or hobby sees a need for more playing space and forms a non-profit entity to raise funds for a facility for their priority use that is open to the public during other hours. • A non-profit baseball association needs fields for community programs and wants to obtain grants for the building of the fields.They would get priority use of the fields,which would be open for the City to schedule use during other times. • A museum funds and constructs a new building, dedicating some space and time for community meetings and paying a portion of revenues to the City to lease its land. Examples of Public/Public Partnerships • Two governmental entities contribute financially to the development and construction of a recreational facility to serve residents of both entities. One entity,through an IGA, is responsible for the operation of the facility,while the other entity contributes operating subsidy through a formula based on population or some other appropriate factor. • Two governmental public safety agencies see the need for more physical training space for their employees.They jointly build a gym adjacent to City facilities to share for their training during the day.The gyms would be open for the City to schedule for other users at night. • A school district sees the need for a climbing wall for their athletes. The district funds the wall and subsidizes operating costs, and the City manages and maintains the wall to provide public use during non-school hours. • A university needs meeting rooms.They fund a multi-use building on City land that can be used for City community programs at night. E. Sponsorships The XX Parks and Recreation Department is interested in actively procuring sponsorships for facilities and programs as one type of beneficial partnership. Please see the Sample Parks and Recreation Department Sponsorship Policy for more information. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 7 F. Limited-Decision Making Partnerships: Donor, Volunteer, and Granting Programs While this policy document focuses on the parameters for more active types of partnerships, the City is interested in, and will be happy to discuss, a proposal for any of these types of partnerships, and may create specific plans for such in the future. G. Benefits of Partnerships with Sample Parks and Recreation Department The City expects that any Proposed Partnership will have benefits for all involved parties. Some general expected benefits are: Benefits for the City and the Community: • Merging of resources to create a higher level of service and facility availability for community members. • Making alternative funding sources available for public community amenities. • Tapping into the dynamic and entrepreneurial traits of private industry. • Delivering services and facilities more efficiently by allowing for collaborative business solutions to public organizational challenges. • Meeting the needs of specific groups of users through the availability of land for development and community use. Benefits for the Partners: • Land and/or facility availability at a subsidized level for specific facility and/or program needs. • Sharing of the risk with an established stable governmental entity. • Becoming part of a larger network of support for management and promotion of facilities and programs. • Availability of professional City recreation and planning experts to maximize the facilities and programs that may result. • Availability of City staff facilitation to help streamline the planning and operational efforts. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 8 II. The Partnering Process The steps for creation of a partnership with the XX Parks and Recreation Department are as follows: A. XX Parks and Recreation Department will create a public notification process that will help inform any and all interested partners of the availability of partnerships with the City.This will be done through notification in area newspapers, listing in the brochure, or through any other notification method that is feasible. B. The proposing partner takes the first step to propose partnering with the City.To help in reviewing both the partnerships proposed, and the project to be developed in partnership, the City asks for a Preliminary Proposal according to a specific format as outlined in Part Two-Proposed Partnership Outline Format. C. If initial review of a Preliminary Proposal yields interest and appears to be mutually beneficial based on the City Mission and Goals, and the Selection Criteria, a City staff member or appointed representative will be assigned to work with potential partners. D. The City representative is available to answer questions related to the creation of an initial proposal, and after initial interest has been indicated, will work with the proposing partner to create a checklist of what actions need to take place next. Each project will have distinctive planning, design, review, and support issues.The City representative will facilitate the process of determining how the partnership will address these issues.This representative can also facilitate approvals and input from any involved City departments, providing guidance for the partners as to necessary steps. E. An additional focus at this point will be determining whether this project is appropriate for additional collaborative partnering, and whether this project should prompt the City to seek a Request for Proposal (RFP)from competing/collaborating organizations. Request for Proposal (RFP)Trigger: In order to reduce concerns of unfair private competition, if a proposed project involves partnering with a private "for-profit" entity and a dollar amount greater than $5,000, and the City has not already undergone a public process for solicitation of that particular type of partnership, the City will request Partnership Proposals from other interested private entities for identical and/or complementary facilities, programs, or services.A selection of appropriate partners will be part of the process. Sample Partnership Policy—©2003, 2008,2012 GreenPlay LLC Page 9 F. For most projects, a Formal Proposal from the partners for their desired development project will need to be presented for the City's official development review processes and approvals.The project may require approval by the Legal, Planning, Fire and Safety, Finance, and/or other City Departments, Parks and Recreation Advisory Board, Planning Board,The Board of Trustees, and/or the City Supervisor's Office, depending on project complexity and applicable City Charter provisions, ordinances or regulations. If these reviews are necessary, provision to reimburse the City for its costs incurred in having a representative facilitate the partnered project's passage through Development Review should be included in the partnership proposal. G. Depending on project complexity and anticipated benefits, responsibilities for all action points are negotiable, within the framework established by law, to ensure the most efficient and mutually beneficial outcome. Some projects may require that all technical and professional expertise and staff resources come from outside the City's staff, while some projects may proceed most efficiently if the City contributes staff resources to the partnership. H. The partnership must cover the costs the partnership incurs, regardless of how the partnered project is staffed, and reflect those costs in its project proposal and budget.The proposal for the partnered project should also discuss how staffing and expertise will be provided, and what documents will be produced. If City staff resources are to be used by the partnership,those costs should be allocated to the partnered project and charged to it. I. Specific Partnership Agreements appropriate to the project will be drafted jointly.There is no specifically prescribed format for Partnership Agreements, which may take any of several forms depending on what will accomplish the desired relationships among partners. The agreements may be in the form of: • Lease Agreements • Management and/or Operating Agreements • Maintenance Agreements • Intergovernmental Agreements (IGAs) • Or a combination of these and/or other appropriate agreements Proposed partnership agreements might include oversight of the development of the partnership, concept plans and project master plans, environmental assessments, architectural designs, development and design review, project management, and construction documents, inspections, contracting, monitoring, etc. Provision to fund the costs and for reimbursing the City for its costs incurred in creating the partnership, facilitating the project's passage through the Development Review Processes, and completing the required documents should be considered. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 10 J. If all is approved, the Partnership begins. The City is committed to upholding its responsibilities to Partners from the initiation through the continuation of a partnership. Evaluation will be an integral component of all Partnerships. The agreements should outline who is responsible for evaluation and what types of measures will be used, and should detail what will occur should the evaluations reveal Partners are not meeting their Partnership obligations. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 11 THIS PAGE INTENTIONALLY LEFT BLANK Ill. The Partnership Evaluation Process A. Mission Statements and Goals All partnerships with Sample Parks and Recreation Department should be in accord with the City's and the Parks and Recreation Department's Mission and Goals to indicate how a proposed partnership for that Department would be preliminarily evaluated. SAMPLE MISSION STATEMENT:: TheXX Parks and Recreation Department will provide a variety of parks,.recreation facilities,: :`and program experiences equitably throughout the community. Programs will be developed and maintained to the highest quality;ensuring a safe environment with exceptional.service while.developing a lifetime;customer. Services will demonstrate a positive economic investment through partnerships with other:service providers, both public and private,ensuring: a high quality:of life for citizens of XX. 2. ,(Samplef GOALS— • Promote physical and mental health and fitness. • Nourish time development of children and youth: • : Help to build strongcommunities and neighborhoods • Promote environmental stewardship • • Provide beautiful, safe; and functional parks and facilities that improve the lives of'all :: :.. . :citizens • .::Preserve cultural arid historic features within the City's parks and recreation systems • Provide a.work environment for the Parks&.Recreation Department staff that encourages initiative,.professional development, high morale; productivity, teamwork, innovation, and : excellence in management B. Other Considerations 1. Costs for the Proposal Approval Process For most proposed partnerships,there will be considerable staff time spent on the review and approval process once a project passes the initial review stage.This time includes discussions with Proposing Partners, exploration of synergistic partnering opportunities, possible RFP processes,facilitation of the approval process,assistance in writing and negotiating agreements, contracting, etc.There may also be costs for construction and planning documents, design work,and related needs and development review processes mandated by City ordinances. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 13 Successful Partnerships will take these costs into account and may plan for City recovery of some or all of these costs within the proposal framework.Some of these costs could be considered as construction expenses, reimbursed through a negotiated agreement once operations begin, or covered through some other creative means. 2. Land Use and/or Site Improvements Some proposed partnerships may include facility and/or land use. Necessary site improvements cannot be automatically assumed. Costs and responsibility for these improvements should be considered in any Proposal. Some of the general and usual needs for public facilities that may not be included as City contributions and may need to be negotiated for a project include: • Any facilities or non-existent • Outdoor restrooms infrastructure construction • Water fountains • Roads or street improvements • Complementary uses of the site • Maintenance to specified standards • Utility improvements (phone, cable, storm. • Staffing drainage, electricity, water,gas, sewer, • Parking etc.) • Snow removal • Custodial services • Lighting • Trash removal 3. Need The nature of provision of public services determines that certain activities will have a higher need than others. Some activities serve a relatively small number of users and have a high facility cost. Others serve a large number of users and are widely available from the private sector because they are profitable.The determination of need for facilities and programs is an ongoing discussion in public provision of programs and amenities.The project will be evaluated based on how the project fulfills a public need. 4. Funding Only when a Partnership Proposal demonstrates high unmet needs and high benefits for City citizens,will the City consider contributing resources to a project.The City recommends that Proposing Partners consider sources of potential funding.The more successful partnerships will have funding secured in advance. In most cases, Proposing Partners should consider funding and cash flow for initial capital development, staffing, and ongoing operation and maintenance. The details of approved and pending funding sources should be clearly identified in a proposal. For many partners, especially small private user groups, non-profit groups, and governmental agencies, cash resources may be a limiting factor in the proposal. It may be a necessity for partners to utilize alternative funding sources for resources to complete a proposed project. Obtaining alternative funding often demands creativity, ingenuity, and persistence, but many forms of funding are available. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 14 Alternative funding can come from many sources, e.g. Sponsorships, Grants, and Donor Programs.A local librarian and/or internet searches can help with foundation and grant resources. Developing a solid leadership team for a partnering organization will help find funding sources. In-kind contributions can, in some cases, add additional funding. All plans for using alternative funding should be clearly identified.The City has an established Sponsorship Policy, and partnered projects will be expected to adhere to the Policy.This includes the necessity of having an Approved Sponsorship Plan in place prior to procurement of sponsorships for a Partnered Project. C. Selection Criteria In assessing a partnership opportunity to provide facilities and services,the City will consider (as appropriate) the following criteria.The Proposed Partnership Outline Format in Part Two provides a structure to use in creating a proposal. City staff and representatives will make an evaluation by attempting to answer each of the following Guiding Questions. • How does the project align with the City and affected Department's Mission Statement and Goals? • How does the proposed facility fit into the current City and the affected Department's Master Plan? • How does the facility/program meet the needs of City residents? • How will the project generate more revenue and/or less cost per participant than the City can provide with its own staff or facilities? • What are the alternatives that currently exist, or have been considered, to serve the users identified in this project? • How much of the existing need is now being met within the City borders and within adjacent cities? • What is the number and demographic profile of participants who will be served? • How can the proposing partner assure the City of the long-term stability of the proposed partnership, both for operations and for maintenance standards? • How will the partnered project meet the Americans with Disabilities Act(ADA) and Equal Employment Opportunity Commission (EEOC) requirements? • How will the organization offer programs at reasonable and competitive costs for participants • What are the overall benefits for both the City and the Proposing Partners? Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 15 D.Additional Assistance The XX Parks and Recreation Department is aware that the partnership process does entail a great deal of background work on the part of the Proposing Partner.The following list of resources may be helpful in preparing a proposal: • Courses are available through local colleges and universities to help organizations develop a business plan and/or operational pro-formas. • The Chamber of Commerce offers a variety of courses and assistance for business owners and for those contemplating starting new ventures. • There are consultants who specialize in facilitating these types of partnerships. For one example, contact GreenPlay LLC at 303-439-8369 or info@greenplayllc.com. • Reference Librarians at libraries and internet searches can be very helpful in identifying possible funding sources and partners, including grants,foundations,financing, etc. • Relevant information including the City of XX Comprehensive Plan, the Parks and Recreation Master Plan,site maps, and other documents are available at the These documents may be copied or reviewed, but may not be taken off-site. • The XX Parks and Recreation Department Web Site (www.XXXX.com) has additional information. • If additional help or information is needed, please call 000-000-0000. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 16 Part Two Sample Proposed Partnership Outline Format Please provide as much information as possible in the following outline form. I. Description of Proposing Organization: • Name of Organization • Purpose of Organization • Years in Business • Services • Contact Name, Mailing Provided/Member/User/Customer Address, Physical Address, Profiles Phone, Fax, Email • Accomplishments • Legal Status II. Decision Making Authority Who is authorized to negotiate on behalf of the organization?Who or what group (i.e. Council/Commission/Board) is the final decision maker and can authorize the funding commitment?What is the timeframe for decision making? Summary of Proposal (100 words or less) What is being proposed in terms of capital development, and program needs? Ill. Benefits to the Partnering Organization Why is your organization interested in partnering with the XX Parks and Recreation Department? Please individually list and discuss the benefits (monetary and non-monetary) for your organization. IV. Benefits to the Sample Parks and Recreation Department Please individually list and discuss the benefits (monetary and non-monetary)for the XX Parks and Recreation Department and residents of the City. V. Details (as currently known) The following page lists a series of Guiding Questions to help you address details that can help outline the benefits of a possible partnership. Please try to answer as many as possible with currently known information. Please include what your organization proposes to provide and what is requested of XX Parks and Recreation Department. Please include (as known) initial plans for your concept,operations, projected costs and revenues, staffing, and/or any scheduling or maintenance needs, etc. Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 17 Guiding Questions Meeting the Needs of our Community: ■ In your experience, how does the project align with park and recreation goals? ■ How does the proposed program or facility meet a need for City residents? ■ Who will be the users?What is the projected number and profile of participants who will be served? ■ What alternatives currently exist to serve the users identified in this project? ■ How much of the existing need is now being met?What is the availability of similar programs elsewhere in the community? ■ Do the programs provide opportunities for entry-level, intermediate, and/or expert skill levels? ■ How does this project incorporate environmentally sustainable practices? The Financial Aspect: ■ Can the project generate more revenue and/or less cost per participant than the City can provide with its own staff or facilities? If not, why should the City partner on this project? ■ Will your organization offer programs at reasonable and competitive costs for all participants?What are the anticipated prices for participants? ■ What resources are expected to come from the Parks & Recreation Department? ■ Will there be a monetary benefit for the City, and if so, how and how much? Logistics: ■ How much space do you need? What type of space? ■ What is critical related to location? ■ What is your proposed timeline? ■ What are your projected hours of operations? ■ What are your initial staffing projections? ■ Are there any mutually-beneficial cooperative marketing benefits? ■ What types of insurance will be needed and who will be responsible for acquiring and paying premiums on the policies? ■ What is your organization's experience in providing this type of facility/program? ■ How will your organization meet ADA and EEOC requirements? Agreements and Evaluation: ■ How, by whom, and at what intervals should the project be evaluated? ■ How can you assure the City of long-term stability of your organization? ■ What types and length of agreements should be used for this project? ■ What types of"exit strategies" should we include? ■ What should be done if the project does not meet the conditions of the original agreements? Sample Partnership Policy—©2003, 2008, 2012 GreenPlay LLC Page 18 Appendix D - Sample Sponsorship Policy Parks and Recreation Master Plan 221 THIS PAGE INTENTIONALLY LEFT BLANK Sample. xx Parks & Recreation Department Sponsorship Policy Created for XX by: dREENPLAYLLC. The Leading Edge In Parks;Recreation And Open Space Consulting 211 N. Public Road,Suite 225 Lafayette, CO 80026 Phone:(303)439-8369 Fax:(303)664-5313 Info@GreenPlayLLC.corn www.GreenPlayLLC.corn 0 2003,2008,2012 XX Parks & Recreation Department Sponsorship Policy Introduction The following guidelines in this Sponsorship Policy have been specifically designed for the XX Parks & Recreation Department,while considering that these guidelines may be later adapted and implemented on a city-wide basis. Some assumptions regarding this policy are: • Partnerships for recreation and parks facilities and program development may be pursued based on the XX Partnership Policy, encouraging the development of partnerships for the benefit of the city, its citizens, and potential partners. Sponsorships are one type of partnership, and one avenue of procurement for alternative funding resources. The Sponsorship Policy may evolve as the needs of new projects and other City departments are incorporated into its usage. • Broad guidelines are offered in this policy primarily to delineate which types of sponsors and approval levels are currently acceptable for the XX Parks & Recreation Department. • The policy should ensure that the definition of potential sponsors may include non- commercial community organizations (for example:YMCAs and Universities), but does not include a forum for non-commercial speech or advertising. • Sponsorships are clearly defined and are different from advertisements. Advertisements are one type of benefit that may be offered to a sponsor in exchange for cash or in-kind sponsorship. • The difference between sponsors and donors must be clarified, as some staff and the public often confuse and misuse these terms. Structure Part A of this document gives the Sponsorship Policy Part B gives the Levels of Sponsorship Tiers and Benefits Part C provides the vocabulary and Glossary of Sponsorship Terms ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 2 Part A. Sponsorship Policy XX Parks & Recreation Department I. Purpose In an effort to utilize and maximize the community's resources, it is in the best interest of the City's Parks & Recreation Department to create and enhance relationship-based sponsorships.This may be accomplished by providing local, regional, and national commercial businesses and non-profit groups a method for becoming involved with the many opportunities provided by the Parks & Recreation Department.The Department delivers quality, life-enriching activities to the broadest base of the community.This translates into exceptional visibility for sponsors and supporters. It is the goal of the Department to create relationships and partnerships with sponsors for the financial benefit of the Department. Sponsorships vs. Donations It is important to note that there is a difference between a sponsorship and a philanthropic donation. Basically, sponsorships are cash or in-kind products and services offered by sponsors with the clear expectation that an obligation is created.The recipient is obliged to return something of value to the sponsor.The value is typically public recognition and publicity or advertising highlighting the contribution of the sponsor and/or the sponsor's name, logo, message, products, or services.The Sponsor usually has clear marketing objectives that they are trying to achieve, including but not limited to the ability to drive sales directly based on the sponsorship, and/or quite often, the right to be the exclusive sponsor in a specific category of sales. The arrangement is typically consummated by a letter of agreement or contractual arrangement that details the particulars of the exchange. In contrast, a donation comes with no restrictions on how the money or in-kind resources are used.This policy specifically addresses sponsorships, the agreements for the procurement of the resources, and the benefits provided in return for securing those resources. Since donations or gifts come with no restrictions or expected benefits for the donor, a policy is generally not needed. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 3 II. Guidelines for Acceptable Sponsorships Sponsors should be businesses, non-profit groups, or individuals that promote mutually beneficial relationships for the Parks& Recreation Department.All potentially sponsored properties (facilities, events, or programs) should be reviewed in terms of creating synergistic working relationships with regard to benefits, community contributions, knowledge, and political sensitivity.All sponsored properties should promote the goals and mission of the Parks & Recreation Department as follows: NEED SPECIFIC MISSION STATEMENT Sample XX Parks& Recreation Mission Statement: NEED SPECIFIC GOALS Sample Goals of the Park& Recreation Department: Ill. Sponsorship Selection Criteria A. Relationship of Sponsorship to Mission and Goals The first major criterion is the appropriate relationship of a sponsorship to the above outlined Parks& Recreation Department's Mission and Goals. While objective analysis is ideal, the appropriateness of a relationship may sometimes be necessarily subjective. This policy addresses this necessity by including Approval Levels from various levels of City management staff and elected officials, outlined in Section B, to help assist with decisions involving larger amounts and benefits for sponsorship. The following questions are the major guiding components of this policy and should be addressed prior to soliciting potential sponsors: • Is the sponsorship reasonably related to the purpose of the facility or programs as exemplified by the Mission Statement and Goals of the Department? • Will the sponsorship help generate more revenue and/or less cost per participant than the City can provide without it? • What are the real costs, including staff time,for procuring the amount of cash or in- kind resources that come with the generation of the sponsorship? Sponsorships which shall NOT be considered are those which: • Promote environmental,work, or other practices that, if they took place in the City, would violate U.S. or state law (i.e., dumping of hazardous waste, exploitation of child labor, etc.), or promote drugs, alcohol, or tobacco, or that constitute violations of law. • Duplicate or mimic the identity or programs of the Parks & Recreation Department or any of its divisions. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 4 • Exploit participants or staff members of the Department. • Offer benefits which may violate other accepted policies or the Sign Code. DO YOU HAVE A SIGN CODE? B. Sponsorship Plan and Approval Levels Each project or program that involves solicitation of Sponsors should, PRIOR to procurement, create a Sponsorship Plan specific to that project or program that is in line with the Sponsorship Levels given in Part B.This plan needs to be approved by the Management Team Members supervising the project and in accordance to City Partnership,Sponsorship, and Sign Code policies. In addition, each sponsorship will need separate approval if they exceed pre-specified limits.The Approval Levels are outlined below: Under$1,000 The program or project staff may approve this level of Agreement,with review by their supervising Management Team Member. $1,001 to$10,000 The Agreement needs approval of a Management Team Member. $10,001 to$25,000 The Agreement needs approval of the entire Senior Management Team and Department Director. Over$25,000 The Agreement needs approval of the City Supervisor(the City Supervisor may recommend a City Council or Board of Trustees review). C. No Non-Commercial Forum is Permitted This criterion deals with the commercial character of a sponsorship message.The City intends to create a limited forum, focused on advertisements incidental to commercial sponsorships of Parks & Recreation facilities and programs. While non-commercial community organizations or individuals may wish to sponsor Department activities or facilities for various reasons, no non-commercial speech is permitted in the limited forum created by this policy. Advertisements incidental to commercial sponsorship must primarily propose a commercial transaction, either directly, through the text, or indirectly, through the association of the sponsor's name with the commercial transaction of purchasing the commercial goods or services which the sponsor sells. The reasons for this portion of the Policy include: (1) The desirability of avoiding non-commercial proselytizing of a "captive audience" of event spectators and participants. (2) The constitutional prohibition on any view-point related decisions about permitted advertising coupled with the danger that the City and the Parks& Recreation Department would be associated with advertising anyway. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 5 (3) The desire of the City to maximize income from sponsorship, weighed against the likelihood that commercial sponsors would be dissuaded from using the same forum commonly used by persons wishing to communicate non- commercial messages, some of which could be offensive to the public. (4) The desire of the City to maintain a position of neutrality on political and religious issues. (5) In the case of religious advertising and political advertising, specific concerns about the danger of"excessive entanglement"with religion (and resultant constitutional violations) and the danger of election campaign law violations, respectively. Guidelines for calculating the Levels of Sponsorship Tiers and Benefits are provided and outlined in Part B. IV. Additional Guidelines for Implementation A. Equitable Offerings It is important that all sponsorships of equal levels across divisions within Parks & Recreation yield the same value of benefits for potential sponsors. B. Sponsorship Contact Database A designated staff person or representative of the Parks& Recreation Department will keep an updated list of all current sponsors, sponsored activities, and contacts related to sponsorship. Purpose of Maintaining the Database: • Limit duplicate solicitations of one sponsor • Allow management to make decisions based on most appropriate solicitations and levels of benefits offered • Keep a current list of all Department supporters and contacts • Help provide leads for new sponsorships, if appropriate For staff below Management Team level, access to the database will be limited to printouts of listings of names of sponsors and their sponsored events.This limited access will provide information to help limit duplicated solicitations, and will also protect existing sponsor relationships,while allowing the evaluation of future sponsorships to occur at a management level. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 6 If a potential sponsor is already listed, staff should not pursue a sponsorship without researching the sponsor's history with the most recently sponsored division. If more than one division wishes to pursue sponsorship by the same company,the Management Team shall make a decision based on several variables, including but not limited to: • History of sponsorship, relationships, and types of sponsorship needed. • Amount of funding available. • Best use of funding based on departmental priorities. C.Sponsorship Committee A committee consisting of the supervisors of each program using sponsorships and other management team designees shall meet twice per year to review the database, exchange current contract samples, and recommend adjusting benefit levels and policy as needed. Changes shall not take effect before approval by the Management Team. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 7 THIS PAGE INTENTIONALLY LEFT BLANK Part B. Levels of Sponsorship Tiers and Benefits The following tiers are presented as a guideline for types of benefits that may be presented as opportunities for potential sponsors. Each sponsorship will most likely need to be individually negotiated. One purpose for these guidelines is to create equity in exchanges across sponsorship arrangements. While for the sake of ease the examples given for levels are based on amount of sponsorship requested,the level of approval needed from City staff is really based on the amount of benefits exchanged for the resources.The levels of approval are necessary because the costs and values for different levels of benefits may vary, depending on the sponsorship. It is important to note that these values may be very different. Sponsors will not typically offer to contribute resources that cost them more than the value of resources that they will gain and,typically, seek at least a 2-1 return on their investment. Likewise, the City should not pursue sponsorships unless the total value the City receives is greater than its real costs. A hierarchy of Sponsors for events, programs, or facilities with more than one sponsor is listed below from the highest level to the lowest. Not all Levels will necessarily be used in each Sponsorship Plan. Note that the hierarchy is not dependent on specific levels or amounts of sponsorship.Specific levels and amounts should be designed for each property before sponsorships are procured within the approved Sponsorship Plan. Complete definitions of terms are included in Part C. Hierarchy of Sponsorship Levels(highest to lowest) Parks and Recreation Department-Wide Sponsor= Facility/Park Title or Primary Sponsor= Event/Program Title or Primary Sponsor' Presenting Sponsor(Facility, Event, or Program)= Facility/Park Sponsor' Program/Event Sponsor=Media Sponsor=Official Supplier= Co-sponsor ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 9 This hierarchy will help decide the amounts to ask various sponsors for, and will determine what levels of benefits to provide. It is important to build flexibility and choice into each level so that sponsors can have the ability to choose options that will best fit their objectives. Note that the benefits listed under each level are examples of value.The listing does not mean that all of the benefits should be offered. It is a menu of options for possible benefits, depending on the circumstances.These are listed primarily as a guideline for maximum benefit values. It is recommended that each project create a project-specific Sponsorship Plan for approval in advance of Sponsorship procurement, based on the benefits available and the values specific to the project. I. Sponsorship Assets and Related Benefits Inventory TO BE DETERMINED FOR EACH AGENCY BASED ON OFFERINGS (PROPERTIES), VALUATION, AND DETERMINED BENEFITS A tiered structure of actual values and approval levels should be determined as part of a Sponsorship Plan. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 10 Part C. Glossary of Sponsorship Terms Activation The marketing activity a company conducts to promote its sponsorship. Money spent on activation is over and above the rights fee paid to the sponsored property.Also known as leverage. Advertising The direct sale of print or some other types of City communication medium to provide access to a select target market. Ambush Marketing A promotional strategy whereby a non-sponsor attempts to capitalize on the popularity/prestige of a property by giving the false impression that it is a sponsor. Often employed by the competitors of a property's official sponsors. Audio Mention The mention of a sponsor during a TV or radio broadcast. Business-to-Business Sponsorship Programs intended to influence corporate purchase/awareness, as opposed to individual consumers. Category Exclusivity The right of a sponsor to be the only company within its product or service category associated with the sponsored property. Cause Marketing Promotional strategy that links a company's sales campaign directly to a non-profit organization. Generally includes an offer by the sponsor to make a donation to the cause with purchase of its product or service. Unlike philanthropy, money spent on cause marketing is a business expense, not a donation, and is expected to show a return on investment. Co-sponsors Sponsors of the same property. CPM (Cost per Thousand) The cost to deliver an ad message to a thousand people. Cross-Promotions A joint marketing effort conducted by two or more co-sponsors using the sponsored property as the central theme. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 11 Donations Cash or in-kind gifts that do not include any additional negotiated conditions in return. Synonyms: Philanthropy, Patronage. Editorial Coverage Exposure that is generated by media coverage of the sponsored property that includes mention of the sponsor. Emblem A graphic symbol unique to a property.Also called a mark. Escalator An annual percentage increase built into the sponsorship fee for multi-year contracts. Escalators are typically tied to inflation. Exclusive Rights A company pays a premium or provides economic benefit in exchange for the right to be the sole advertised provider, at the most competitive prices, of goods purchased by consumers within Parks& Recreation Department facilities and parks. Fulfillment The delivery of benefits promised to the sponsor in the contract. Hospitality Hosting key customers, clients, government officials, employees, and other VIPs at an event or facility. Usually involves tickets, parking, dining, and other amenities, often in a specially designated area, and may include interaction with athletes. In-Kind Sponsorship Payment (full or partial) of sponsorship fee in goods or services rather than cash. Licensed Merchandise Goods produced by a manufacturer(the licensee)who has obtained a license to produce and distribute the official Marks on products such as clothing and souvenirs. Licensee Manufacturer which has obtained a license to produce and distribute Licensed Merchandise. Licensing Right to use a property's logos and terminology on products for retail sale. Note:While a sponsor will typically receive the right to include a property's marks on its packaging and advertising, sponsors are not automatically licensees. Mark Any official visual representation of a property, including emblems and mascots. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 12 Mascot A graphic illustration of a character, usually a cartoon figure, used to promote the identity of a property. Media Equivalencies Measuring the exposure value of a sponsorship by adding up all the coverage it generated and calculating what it would have cost to buy a like amount of ad time or space in those outlets based on media rate cards. Media Sponsor TV and radio stations, print media, and outdoor advertising companies that provide either cash, or more frequently advertising time or space,to a property in exchange for official designation. Municipal Marketing Promotional strategy linking a company to community services and activities (sponsorship of parks and recreation programs, libraries, etc.) Option to Renew Contractual right to renew a sponsorship on specified terms. Philanthropy Support for a non-profit property where no commercial advantage is expected. Synonym: Patronage. Perimeter Advertising Stationary advertising around the perimeter of an arena or event site, often reserved for sponsors. Premiums Souvenir merchandise, produced to promote a sponsor's involvement with a property (customized with the names/logos of the sponsor and the property). Presenting Sponsor The sponsor that has its name presented just below that of the sponsored property. In presenting arrangements, the event/facility name and the sponsor name are not fully integrated since the word(s) "presents" or"presented by" always come between them. Primary Sponsor The sponsor paying the largest fee and receiving the most prominent identification (Would be naming rights or title sponsor if sponsored property sold name or title). Property A unique, commercially exploitable entity (could be a facility, site, event, or program) Synonyms: sponsee, rightsholder, seller. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 13 Right of First Refusal Contractual right granting a sponsor the right to match any offer the property receives during a specific period of time in the sponsor's product category. Selling Rights The ability of a sponsor to earn back some or all of its sponsorship fee selling its product or service to the property or its attendees or members. Signage Banners, billboards, electronic messages, decals, etc., displayed on-site and containing sponsors ID. Sole Sponsor A company that has paid to be the only sponsor of a property. Sponsee A property available for sponsorship. Sponsor An entity that pays a property for the right to promote itself and its products or services in association with the property. Sponsor ID Visual and audio recognition of sponsor in property's publications and advertising; public-address and on-air broadcast mentions. Sponsorship The relationship between a sponsor and a property, in which the sponsor pays a cash or in-kind fee in return for access to the commercial potential associated with the property. Sponsorship Agency A firm which specializes in advising on, managing, brokering, or organizing sponsored properties.The agency may be employed by either the sponsor or property. Sponsorship Fee Payment made by a sponsor to a property. Sports Marketing Promotional strategy linking a company to sports (sponsorship of competitions, teams, leagues, etc.). Supplier Official provider of goods or services in exchange for designated recognition.This level is below official sponsor, and the benefits provided are limited accordingly. Title Sponsor The sponsor that has its name incorporated into the name of the sponsored property. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 14 Venue Marketing Promotional strategy linking a sponsor to a physical site (sponsorship of stadiums, arenas, auditoriums, amphitheaters, racetracks, fairgrounds, etc.) Web Sponsorship The purchase (in cash or trade) of the right to utilize the commercial potential associated with a site on the World Wide Web, including integrated relationship building and branding. ©2003,2008,2012 GreenPlay LLC-Sample Parks&Recreation Department—Sample Sponsorship Policy 15 RESPONSIVE RESULTS-ORIENTED TRUST-BUILDERS ACCOUNTABLE v�E rf � � Memo u . o To: Jon Branson—Deputy City Manager I plEiniMD r F. x S From: Chris Orlea, PhD— Director of Parks & Recreation tsx, tag°` CC: Clay Pearson—City Manager; Trent Epperson -Assistant City Manager; Lata Krishnarao— Director of Community Development; Sue 11/9/2015 Polka—Director of Engineering and Capital Projects.To: Mayor and City Council members President Pearland Economic Development Corporal After much work and input, please find herein the updated Parks and Date: 11.3.2015 recreation master plan update. Coming to you for consideration to Re: Parks & Recreation Master Plan) adopt and drive future programs, oroiects..:Clay Enclosures: Final Survey Report and Comments; Pearland Parks& Recreation Master Plan; Executive Summary; Staff Resource Document. As a general best practice and a requirement for certain grant awards,Parks:&Recreation).. agencies are required to adopt an updated Master Plan to serve,5-year cycles. Mostrecently)P T_. Pearland Parks &Recreation requisitioned the assistance:of GreenPlay LLC,:Parks &:Recreation) ?Consultants to update tlie_expiring Master Plan previously commissioned in2010i The;purpose) :of a Parks &Recreation Master Plan is to identify several data sets including demographics;) industry trends,.levels of service, deficiencies,and provide statistically valid data driven by) surveys, focus groups, and other empirical method Represented in the current Master Plan for your review, is the sum of values from several focus groups consisting of residents, staff members—both Parks &Recreation and external departments, and members of Boards and Commissions, as well as a statistically valid survey, and the observations and measurements provided by the consultants. 'This Master Plan took in to consideration:the current trends across the country andbenchmarked; i)those:among the requests Made.by.residents as collected by the instruments previously! mentioned These data sets provided points of reference to steer the growth and direction of Pearland Parks &Recreation as the agency continues to mature to meet the dynamic and changing needs of our community. The Master Plan, as a comprehensive process,has deliverables of several documents including: Final Survey Report with Comments, Staff Resource Document, an Executive Summary Document, along with the traditional Master Plan. In the course of this process the;consultants identified that the community was not:aligned,no—r) exhibiting a desire for additional facilities,outside.the scope ofthose already committed to in the; November 2015 Page 1 Pearland Parks&Recreation Master Plan documents • Capital Improvement Program,but°instead.an enhancement of the existing system)This deliverable concept serves as the primary driver behind the styling and content of this Plan. In this particular Master Plan, in contrast with others that:may have.been previously this Plan provides more data;sets and allows for the expertise of'Staff to reconcile that data into (meaningful uiformation and ultimately tangible products. To abbreviate the findings of this plan and.summarize the upcoming years for Pearland Parks&Recreation we are steering towards enhancing the sites currently within the system,which will be achievable via the additional budget dollars that are allocated beginning next Fiscal Year for annual upgrades and enhancements in the initial sum of$50,000 per year. GIS data sets were also a part of this plan and:those will be added as layers to help interface demographic information with real-time data as the operational software presently utilized provides complementary programmatic data. (The rifficiaf adoption of this document by Texas Parks&_'Wildlife,as required for many grant) Lapphcations•is a:three.step process—The initial step in this process is to receive support from the Parks,Recreation and Beautification Board and a recommendation to City Council for official . adoption. This step was taken, and approved unanimously, on October 19th:at a Special:Meeting. The-next step will be:to provide our City Council with the associated deliverables of this process, and be available for questions to provide a thorough understanding of all findings.Proceeding the educational window provided to City Council in regard to the Master Plan documents, an agenda item will be added to the November 23rd, 2015 Regular Meeting City Council agenda requesting an action to adopt this plan as the official Pearland Parks &Recreation Master Plan. This formal adoption will permit the final step of adoption by Texas Parks &Wildlife by the December 31;2015 deadline. p g After adoption,-and;and dining the'course of this Master Plan;.staff present action plansahat cdemonstrate and inform attempts to reconcile identified disparities between:standards and:"the,1 (present Parks_&Recreation:S.ystem) Staff will be prepared to answer any questions from Administration, as presented, and at City Council on November 23rd to answer questions that will assist the Council in providing an affirmative decision to formally accept this Master Plan. November 2015 Page 2 Pearland Parks&Recreation Master Plan documents . . ' • 1.,„ I II 14441'*1 , ,-,. -- ,111111. ,:- • - --- ' 1 , ,. -4-i..„.7f„..,. . -.1i1,1;i,; t7..., ' 1•1.1j1' „.........t.,.,......„el,. ,• . 1 Pi,,,lii IINMMIINIV:', L MO; ...,14)10' 11111.--',_ ,,,,-. 0 ,,,,. , 'I r ,1: i•it,J,,-,', ,„ i ,II ill.t•.,,::0 i'l.%11:!Ili , AEG, ,.. City of Pearlarid . City -6‘At'A , 1i, qi. 1 ' -.'" rt_1,x.: '—'''j ua 1 - i 17, Parks & Recreation /.• •.,,, .., t,'• Master Plan .‘.,..._ ,,, ,,,-::_: r, ._ ,..„ ..„.„ • .„ . Immo_ ,,,, , 0 v.. :„,:., _7,,, ..i •et!- -0'..1(10' tt- -i. - t- • . 1Q,111 ilk. = • =t , r 'A t ,.. ' -- la, , •., r ' . , -.—.-..,,.__ .. .t. .. _. ,....„ d•i ...lit'.' .,......7 , 4,...? . ,il it 'it, .. , „. . , -,, • ' k‘,4.-:-'741S.'.,Y-t..`01 ,• . •., 1 :..,,;•.',..::.;'.' 7 •— - - • ...717,.',"i',-,r7!:".. .., - .;',..-j,"..7.:-,..-:-- '' ' ,..,,I. •-•.....,-,.'- ---.----- --.:-.,"--. '"'" • ,.,., _______ , ,.,......._.-...,..........,, .• _ " _, . ,. , .. Purpose ,. , . . , . ,.. . . _, ,,,.•,,, .., t .. , The Pearland Parks and Recreation \ . , Master Plan is intended to help meet the needs of current and future residents by , i 1 positioning Pearland to build on the ? , 1, community's parks and recreation assets and identify new:opportunities. Began in 2015, this plan builds on former plans . .., • %. and prepares the City to effectively serve the community for the next 5 years. , . iA Lta „., W.' EitiVi Planning Processes a, t This.project has.been guided by a project team made up of city staff, with input from the Parks, Recreation, and Beautification: Board. This team provided input to the GreenPlay consulting team throughout the planning process. This collaborative effort creates a ; . plan that fully utilizes the consultant's expertise and incorporates the local knowledge and institutional history that only community ro-;, kyetmembers can provide. The:project:consisted of the following tasks: 4 • Community Engagement Zi • Facility Inventory 4 GRASP Level of Service Analysis ril t : Needs Assesment ei ® Operational and Marketing Analysis �t • Prioritized Recommendation Goals; Objectives and Actions forvoi k-t< Strategic Implementation.. Related Planning Efforts and Integration • Trails Master Plan • Comprehensive Plan • PEDC Strategic Plan • Safe Routes to School Plan < a; otn, Key Issues Summary IA 441 • Organizational ,NA. • Financial ,.yaw • Program and Service Delivery , • Existing Facilities trl• Additional or Future Parks and Amenities • Neighborhood Parks x. � yr - M • -Wal kab.il i ty Y • Community Parks . ; Yt {�� .z3 r '1 R., arc.. m _ ` # _ $ i or4 Recurring Themes 1,*, 0 * Maintain and improve existing facilities riffl,,'• • Upgrade outdated facilities , - .- ' • Add trails and increase connectivity k'''' 4, • Increase program awareness ..1..., Assess equitable user fees -- ,., --,-, • Increase programming for: 4,0- A k' • Families ,..,.... , • Fitness rzi • Wellness. C.7: SAS * N o n-S po rts Youth You , fil • Teens • Special Events .._,,.. rwt,*.-.77:sR CrAvie-4- aperilir -"MINNOW,' .I , ,. , , , . . , •• , , ' ,. .41C. ,9•1 \' - TT _ . Recommendations . , ..s , 1: ENHANCE ORGANIZATIONAL AND OPERATIONAL EFFICIENCIES 1 , 2: IMPROVE FINANCIAL SITUATIONS 3: INCREASE PROGRAMS AND SERVICE , DELIVERY 4: IMPROVE FACILITIES AND AMENITIES / 5: IMPROVE SAFETY AND SECURITY , --......, • , .. • ....„...____......... _...................„.. ... ,. ,, ,. ..• • . i , • . ' . . . - - _ •. . .. •• . . . „ . • . . .. • . . . •—•1111111;',...,*ii.....,..,i, . " \• :.,ts,X..,I .-., ;.".,40Zi-48.--;'."5.-14,:i.;,'I''•44,1''''Ii. ' ..' '''-• k''''S .S]:,-,i,,;j2,•S'")4*„`.114.i.i . "-.'4- 1. • . ,. ‘. -.. . .- , -' •imiftm;ft....."..".16--:'-'44fteto '411*. "-- ->'0:-.1*.'1,0,,,:4 PI`'. . -:'-7, '-".i4.` ' '• , . , . . , • --—' '7.1.'"--' ,r,A . '::': ''''' '''''.' ---'7 •• --,,,,,,•-•• • .,,,,,,,,...,,,,,,,,,•,1,1„,it- iv tk.- • K -— . . ••'• . .•.. .t. • I•-.4' ..1,',44..,-`'.7.--.1,'"-,..... ..,5,",,,,•"'''.-`--"••-•-•=----•• - 'I'Vl i. ,1,..,,*"...,,,,,,',—i f'2--","1-, .",•"1"^i, '''Ar-:''"?'''-'.7,`.."' ' ' ' , ' —" ..' • -, , ; :. -:,',;- . • , ,,,., ., , . . .,',-- - ''''' *-',—,,',",":',"-•,'.,-,,---.-",""`"" -d"" -;,,r--.'''=--. t „Al••0-.•" "• • ,E, . . , . ._/..k•--.',.'.''-...ffiFi , ',I.,;',.'4,..-,:',7*-, ,`-;:2..---.--!%, •/`"-- —--- --Fm•ti:','''Vire . )1i4. . 1 ,- ..,&,-..--,•:.. .-.,,... .' . ..- - ,- 4'x' .2 Ar. :-7='-'-.- :.-.<'....t,tr-'..—," l'•••• ,.,1 • , . ,,,,,,; ,---,.."--%-.,,,,.,, '". ."",..:,,',. • ,-', ,' —. • • , • - • . , , . . ,, ,/...,-,-••••- 71:—. .' -;-:,,, •,. '', --..•. r ,- '7,-..i-‘...:.-,,,,,, ,.. —. :, .,,'..:_t-7., ..„-. B - -., - - ---..- ' -., , .....-- .. . . , . .-,:....,Z J. igi'-1,„,•',-7''.,... • 'n‘-.,...,....::_-_,_-,:s..............,........_......__ , . „, , , ,. .. . . ., :„,..„,...,,-,..- -;-.,-, ,, 1 ' '...f.-.,, ..,,,,,,-.;,-,si-—.J.,--77.- -,, -'.,-,-, .z.".•,-. .4''" '• - • "). .I-V3‘;'''' "''3'' ' .f'-.7, 7:I.?' .77--,:,:—.4•••ij' ...••,. .44..•1-1-',-1,„i;.,' '•."7. i '-t Lt• .-..'• , . , • ,._....,,,,,-...., ,,,,.,1 '''''' • '''' 't':- ' . '''' ''." V k•:-,,,N r, ).i ,.% ,.._ ,. ::- d.'.- . - - • i ' . .,digigill - ftt. -- .... --- - - - ' --. • ' ' -.1 . 1 • tto .11 e''''.-''''.i.'"<4. • 2'"' . ' .' - • ' . -, _ - , • Parks and Recreation Master Plan.. -1 September 20,15 REARt.- : • . , . '' .,.ibti. •• --. -' - - - .':.::.-'i,'..?--.•-,-,-".". . . . . ._, .. ...•NCAp.A 0kccrecita1Agcncy . • • . ••• . .„ ' '-• •'1 „. . . ... , • „ - • , . . • • •••• •• • , . • • • • City of Pearlan � Parks Recreation Master Plan e" "