R-2016-016 2016-01-25RESOLUTION NO. R2016-16
A Resolution of the City Council of the City of Pearland, Texas, endorsing
the Pearland 20120 Community Strategic Plan.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That the City Council hereby endorses the Pearland 20/20 Community
Strategic Plan attached hereto as Exhibit "A".
PASSED, APPROVED, AND ADOPTED this 25th day of January, A.D., 2016.
,,TTEST:
APPROVED AS TO FORM:
RARM. CO ER
CITY ATTORNEY
.„).„,r) acet
TOM REID
MAYOR
Fre
Resolution No. R2016-16
Exhibit "A"
Pearland 20/20: A Bluepnnt for Pearland, Texas
PEARLAND 20/20 STRATA =GIC PLAN:
REVISED STRATEGIC REC JMMENDATIONS
1.0 Design and implement an enhanced economic develc :ment marketing program.
1. Ensure that relocation prospects are efficiently and effectively supported and managed.
2. Build a competitive portfolio of "shovel -ready" Pearland development sites.
3. Enhance efforts to attract key segments of the health care sector to Pearland.
4. Enhance efforts to attract key segments of the energy sector.
5. Conduct an assessment of Pearland's strategic opportunities related tc ^ c": .. Panama
Canal expansion.
Build recruitment networks through attendance at high-value industry meetings and conferences.
Ensure Pearland's retail sector remains vibrant.
Conduct a. _ : ==- -
1 Optimize a program to retain and expand existing Pearland employers.
2.0 Implement multiple, high -impact mobility projects.
1. Continue planning, design, and construction of priority road and highway projects.
2 -.: 71":'" "8 I 'ursue alternative strategies for the
,oment of : park-and-ride facility in Pearlan
3. ::: _:: rations for Pearland.
4. Support the construction of toll lanes on State Hig {way 288 between U.S. Highway 59 in Harris County
and State Highway 6 in Brazoria County.
Work with the Houston -Galveston Area Council (F.iAC) on regional transportation solutions.
6 Better inform local residents about in Pearland.
3.0 Optimize development potential of key Pearland cordors and character districts.
Create a FM 518/Broadway master development 'an.
and implement SH 35 redevelopment piaci
3.
4.
5.
management district. for SH 288.
4. Formalize a process, toolkit and priorities for redeveloping aging Pearland neighborhoods and character
districts
4.0 Make Pearland a more competitive recreation and cultural destination for residents and visitors.
Effectively implement the 2015 Pearland Parks d
Trails.
3.
2. Develop a sports marketing program to attract youth and adult athletic tournaments to Pearland.
current potential arts -
supportive programs, projects and policies.
www.pearlank.2020.com
20
Pearland 20/20 A Blueprint for Pearland, Texas
5.0 nprove Pearland's aesthetics through
strategic community beautification and gateway efforts.
1. ..=` :'' Develop a
comprehensive beautification strategy that our ; tirrent prioritir, and in°,tittitrt,, unified approach
and standard for all future efforts.
2
2. Develop iconic and visually appealing gateways to Pearland.
3. Expand participation in city-wide clean-up efforts and events.
4. Optimize the siting and replacement of power poles/lines in Pearland.
5 Continue . . _ : • _ •
working to implement and enhance programs to adui ess distresscu properties anu code violations in
Pearland
6.0 Implement plans to develop the Lower Kirby Urban Center as Pearland's most intensive mixed-use
employment, residential, and entertainment district.
Implement the recommendations of the Lower Kirby Urban Center Master Plan and Implementation
Strategy.
Aggressively market the LKUC through all relevant channels.
Formalize and maintain a consistent identity for the LKUC.
Encourage the development of quality of life amenities in the LKUC.
7.0 Construct a multi -use events center in Pearland.
1
2
EFca<c a rrtaaccr ac.i:wpntinni plan for the events center.
3. Pur ue;'o.'
r,b,
1. Launch a public process to inform the development of a multi -use events center.
2. Proceed with multi -use events center development based on expressed public preferences and leadership
consensus around funding and operational dynamics.
8.0 Advance local education and workforce development pipelines in Pearland.
Seek to crew, .: coalition of partners supporting education and training in Pearland
Foster and manage partnerships to formalize career pathways in Pearland-area schools.
Support the development of new and expanded educational facilities in Pearland.
1. Strive to increase matriculation rates for Pearland-area students choosing to attend college.
9.0 Develop an internal marketing campaign to increase awareness and promotion of Pearland and its assets.
2
4
1. Design, develop and launch a Pearland internal marketing campaign
BeVi...vp aha .
2 Initiate a public dialogue on the sustainability of residential development in the City of Pearland.
www.pearland2020.com
Pearland 20/20 Strategic
Plan Mid -Course Update
Pearland 20/20 Strategic Plan
• Strategy addresses specific
Pearland challenges and
capitalizes on opportunities for
continued economic growth.
• Leverages research and public
input to provide a
comprehensive set of strategic
recommendations for the next
five years.
• Action -oriented and
incorporates a wide range of
economic development
partners.
1/19/2016
1
Pearland 20/20 Background
• The Pearland 20/20 plan was approved by PEDC Board and City
Council during the summer of 2013
• Progress on each of the nine initiatives has been well-documented
and reviewed at the steering committee's semi-annual meetings.
• Significant activity related to economic development, mobility and
transportation, with other areas from beautification strategies to enhancing
recreation and cultural amenities showing great progress as well
• To ensure the initial achievements of the Pearland 20/20 plan are
built -upon as the community moves into the second half of the
implementation cycle, we recendy completed a mid -course update
to the plan.
Mid -Course Update Process
• Input
• Facilitated group discussion with Steering Committee dune 16)
• Five focus groups and 21 individual interviews (June July)
• Targeted online survey (July -August)
• Updated Strategic Plan
• Steering committee developed a list of strategic adjustments to the
Pearland 20/20 strategic plan
• Identified actions and sub -actions under each of the nine key
initiatives that needed to be re -imagined, repurposed, eliminated, or
evolved
• Revised strategic recommendations approved by Steering Committee
on October 27th and by PEDC Board on November 19th
1/19/2016
2
Steering Committee
Tar Allende
Carol Ans-Bucek
/on Branson
Matt Buchanan
Tony Carbone
=
Dr. Patricia Hertenberger -
Dr. /ohn Kelly
lata Krishnarao
Patrick Larkin
Johnna Little
John Lyle
Clay Pearson
EMEDIMMOMMMOM
Dr. Wiliam Staples
rmmnlo er, Braroria County
General Manager, CBE & Associates
President, Pearland Chamber of Commerce
Assistant City Manager, City of Pearland
President, PEDC
City Council, City of Pearland
Superintendent, Alvin Independent School Distrkt
Director of Programs & Services, Houston Arts Alliance
Dean of Continuing Education 8 Workforce Development, Alvin Community College
Superintendent, Pearland Independent School District
Director of Community Development, City of Pearland
Chan, Peariand Chamber of Commerce
Real Estate Consultant, Keller W illams Reeky
Vice Prudent of Operations, Kelsey -Seybold Clink
eke President, Worries Development
City Count A Cnv of Pearland
Gan, PEDC Board of Directors
City Manger, Otv o/ Peanand
President. Adult Reading Center
President, Unrvervty of Houston Clear Lake
Vke-Chir, PEDC Board of Directors
Updates
Updated progress on various items resulted in the following:
1. Revise actions 2.2 on the park and ride facility and 2.3 on
long-term mass transit options
2. Revise actions 3.2 and 3.3 to reflect progress on SH 35
and SH 288
3. Remove actions 3.4 and 3.5 pertaining to the Old
Townsite and replace with a new 3.4 that pertains to
broader redevelopment of all Pearland neighborhoods
and districts
1/19/2016
3
Updates
4. Revise actions 4.1, 4..2, 4.3 and 4.5 to reflect progress
made on Parks and Recreation Master Plan, Parks
Foundation and Pearland Alliance for Arts and Culture
5. New action 4.4 that includes revising the restriction on
the sale of alcohol in Pearland
6. Revise actions 7.1, 7.2 and 7.3 to launch a public process
to inform the development of a multi -use events center
and to proceed with development based on expressed
public preferences and leadership consensus
7. New action 9.2 for public dialogue on sustainability of
residential development in the city
Pearland 20/20 Web Site
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www.nearland2020.com
1/19/2016
4
Pearland 20/20 Strategic Plan:
Summary of Revisions
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ECOrvOMiC DE�4�OVMEM fARPoMnON
ECONOMIC DEVELOPMENT CORPORATION
1. Design and implement an enhanced economic development marketing program
The City of Pearland's economy continues to perform well, with stable growth and increasing high-value options
for local residents to remain in the city to work. This is due not only to the expansion of existing businesses,
development of capacity in the health care sector to serve Pearland's growing population, and increasing presence
of non -retail services firms, but also the successful attraction of new employers to the city, especially in the
targeted Lower Kirby district. Despite these positive trends, there are still opportunities to enhance local economic
development efforts to better capitalize on established and emerging growth sectors and further define and
promote the Pearland brand. This section remained relatively the same except for the following;
• Remove strategic action 1.5 on an assessment of strategic opportunities relating to the Port of Freeport
and Panama Canal expansion as it was not felt that we had appropriate sites for port related businesses.
• Revise strategic action 1.6 to incorporate the Hospitahty sector, along with Retail.
• Removed strategic action 1.8 on conducting an incentives review, as the provision of incentives has not
been a major differentiator in the city's employer attraction efforts and successes.
2. Implement multiple, high -impact mobility projects
As Pearland's infrastructure development plays catch up to its phenomenal recent growth rates, traffic congestion
continues to rank first on surveys of residents' top local concerns. This strategy continues to stress the need for the
city to continue to be aggressive and creative m securing traditional and alternative financing for priority projects
The following are the notable changes to this section in addition to updating the status of multiple projects:
• Revise strategic action 2.2 on the park and ride facility m Pearland due to suspended discussions between
the City and METRO on the development of a site and the understanding that a more regional approach
is needed for this project.
• Remove strategic action 2 3 on long-term mass transit options as Pearland does not have the sales tax cap
space to generate regional transit investment to enter METRO and Pearland's lack of critical mass of
employment and residential density does not allow for intra -city transit to be a viable alternative.
• Revise strategic action 2.5 to better inform local residents about mobility issues and projects in general
instead of just east -west mobility options.
3. Optimize the development potential of Pearland's principal commercial corridors and character districts
Much has been advanced related to corridor planning since the launch of Pearland 20/20, including the near -
completion of the SH 35 redevelopment plan, the creation of a management district for SH 288, and the pending
initiation of a master development plan for FM 518/Broadway. While progress has been made on these fronts, the
issue of potential decline of older Pearland neighborhoods and subdivisions has elevated m importance. As
infrastructure ages in other original subdivisions and commercial nodes, housing stock becomes less competitive
and retail investments gravitate towards SH 288 A growing awareness that Pearland must focus attention on
redevelopment issues and opportunities has surfaced among local officials and stakeholders.
• Add character districts to key initiative; revise strategic actions 3.2 and 3.3 to reflect the progress made on
the SH 35 redevelopment plan and the formation of the SH 288 management district (PMMD#2).
• Remove strategic actions 3.4 and 3.5 pertaining to the Old Townsite and replace with a new 3.4 strategic
action that pertains to the broader redevelopment of all Pearland neighborhoods and districts.
4. Make Pearland a more competitive recreation and cultural destination for residents and visitors
A key component of Pearland's evolution to a more complete city is to provide residents with additional local
options for recreation and culture. While greater Houston has strong capacity m both of these categories, many
Pearlanders want to access these amenities closer to home. For a city of its size, Pearland was shown m the
Competitive Assessment report to be significantly underserved for parks compared to benchmark cities. Despite a
comparative lack of facilities versus other hubs of youth sports, Pearland has demonstrated an impressive ability to
launch and grow events such as the Pearland Texas Classic basketball tournament and the Adidas Texas Volleyball
Invitational, the nation's largest high school volleyball tournament. The construction of Pearland's Recreation
Center and Natatorium has also provided the city with a best -in -class facility that has already begun to attract
interest from tournament and meet sponsors. With the completion of the Hickory Slough Sportsplex and the
under construction Shadow Creek Sports Complex, the time is right to explore marketing Pearland as a desirable
location for youth sports activities and competitions, and, potentially, adult tournaments as well depending on the
event.
• Revise strategic actions 4.1, 4.2, 4.3 and 4.5 to reflect progress made on parks capital investment, Parks
and Recreation Master Plan, Parks Foundation, and the Pearland Alliance for Arts and Culture.
• Add new strategic action 4.3 to propose and advance projects with a potentially beneficial impact on
Pearland's arts and cultural sector.
• Added new strategic action 4.4 that includes revising the restriction on the sale of alcohol in Pearland.
5. Improve Pearland's aesthetics through strategic community beautification and gateway efforts
While a unified beautification strategy has not yet been undertaken, there has been much movement related to
implementation of components of Strategy 5, including the approval of a SH 288 management district and revenue
stream to maintain aesthetic improvements as well as development of a City Gateway plan. Input participants
emphasized the ongoing importance of beautification efforts and strongly supported its continued inclusion as a
strategic priority.
• Revise key initiative to focus on aesthetics with the beautification strategy as part of the initiative.
• Revise strategic actions 5.1, 5.2 and 5.6 to reflect progress on the community beautification strategy, city
landscaping maintenance protocol and the development of a city program for distressed properties.
6. Implement plans to develop the Lower Kirby Urban Center as Pearland's most intensive mixed-use
employment, residential, and entertainment district
Much of the positive economic development momentum that Pearland has enjoyed since the launch of Pearland
20/20 can be tied to public and private investments made in the Lower Kirby Urban Center (LKUC). While many
stakeholders identified Pearland Town Center as a real opportunity for denser, more "urban" mixed-use projects in
the city, LKUC and associated opportunities such as the proposed Ivy District continue to be the largest, best
positioned, and highest -value employment locations for development of a potential "downtown" Pearland. Certain
activities that would advance the district m this regard are slated for implementation in the second half of the
Pearland 20/20 cycle.
• No major changes to the key initiative or strategic actions.
7. Construct a multi -use events center in Pearland
There is near -universal agreement that Pearland needs some type of major facility to accommodate large groups of
people. Currently the lack of a multi -use events center means that Pearland residents must travel to other
jurisdictions to attend shows, plays and other cultural events.
• Replace strategic actions 7.1, 7.2 and 7.3 regarding consensus, a master development plan and funding of
the events center with strategic initiatives to launch a public process to inform the development of a multi-
use events center and to proceed with development based on expressed public preferences and leadership
consensus for the events center.
8. Advance local education and workforce development pipelines in Pearland
Efforts to enhance education and trauung in Pearland have largely occurred outside the context of Pearland 20/20.
That does not mean that work to connect businesses with local schools or development of career -focused
programs and curricula did not take place after the 2013 strategy launch, only that efforts were not incorporated
under the Pearland 20/20 framework. Stakeholders participating in Mid -Course public input stressed that there are
more opportunities to support education and training in the city, and Pearland 20/20 could be an effective vehicle
to drive some of these efforts.
• Revise strategic action 8.1 on developing a strategic plan to better support education and workforce efforts
to creating a coalition of partner so support education and training.
9. Develop an internal marketing campaign to increase awareness and promotion of Pearland and its assets
Though the challenges of effectively engaging with Pearland stakeholders and providing them with information on
local activities, projects, programs, and progress were said to be numerous, the Steering Committee and other
leaders feel that the development and implementation of an internal marketing program is still a priority concem
for the city
• Combine strategic actions 9.1, 9.2 and 9.3 on the consensus, development and communication of an
internal marketing campaign into one strategic action.
• Added new strategic action to initiate a public dialogue on the sustainability of residential development in
the city.
PEARLAND 20/20
A BLUEPRINT FOR PEARLAND, TEXAS
Revised: November 2015
www.pearland2020.com
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Strategic Recommendations
TABLE OF CONTENTS
Overview
Introduction 3
Pearland 20/20 5
1. Design and Implement an Enhanced Economic Development Marketing Program 5
2. Implement Multiple, High -Impact Mobility Projects 10
3. Optimize Development and Redevelopment of Key Pearland Corridors and Character Districts.
14
4 Make Pearland a More Competitive Recreation and Cultural Destination for Residents and
Visitors. 17
5. Improve Pearland's Aesthetics through Strategic Community Beautification and Gateway
Efforts 20
6. Implement Plans to Develop the Lower Kirby Urban Center as Pearland's Most Intensive
Mixed -Use Employment, Residential, and Entertainment District 23
7. Construct a Multi -Use Events Center in Pearland. 25
8. Advance Local Education and Workforce Development Pipelines in Pearland. 27
9 Develop an Internal Marketing Campaign to Increase Awareness and Promotion of Pearland
and its Assets. 30
Conclusion 32
Appendix A: Operations 33
Appendix B: Event Center Analysis 35
r Ct
20
a
Strategic Recommendations
OVERVIEW
In 2012, the Pearland Economic Development Corporation (PEDC) partnered with Market Street Services to
facilitate an eight-month long strategic planning process that culminated in the creation of Pearland
20/20, a comprehensive five-year vision strategy for the Pearland community. The strategic planning
process was led by a 23 -member Steering Committee of diverse public and private sector leaders who
invested themselves in the process with the intent to take Pearland to the next level of success. Leveraging
comprehensive research, public input from hundreds of community members, and the guidance of top
community leaders, the Pearland 20/20 strategic vision plan identified nine high-value strategies focused
on key elements of Pearland's competitive position, future opportunities, and top challenges.
While the initial years of Pearland 20/20 implementation have been active, it is important that this positive
early momentum be sustained through the remaining years of the implementation process. If the Great
Recession taught us anything, it is that a community cannot rest on its laurels when it comes to community
and economic development. This is especially true in a region like greater Houston that is currently
experiencing a decline in its oil and gas sector, one of the key drivers of its recent success.
The purpose of the Pearland 20/20 Mid -Course Update is to allow the PEDC and its partners to take a
step back and reflect on the first two -plus years of implementation before shepherding the plan through
the final stages of its first cycle. The update is comprised of two principal reports. The Implementation
Assessment leverages quantitative and qualitative data to determine the strategic components that have
been advanced most effectively, those that have lagged or yet to be initiated, and some of the challenges
and opportunities related to the nine Pearland 20/20 strategies. The Assessment was informed by public
input involving over 100 local stakeholders from public, private, non-profit, and institutional sectors These
Strategic Recommendations leverage the findings of the Implementation Assessment and public input
components to determine any adjustments that need to be made to the Pearland 20/20 strategies for the
final years of its initial implementation cycle
Ultimately, this Mid -Course Update has not resulted in a "new" strategy, but rather a fine tuning of the
existing nine strategic goal areas that comprise Pearland 20/20 to reflect the experience of implementation
to date as well as the city's current competitive realities and opportunities.
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Strategic Recommendations
INTRODUCTION
The halfway point of Pearland 20/20 implementation is the ideal time to take a look back, then forward to
optimize the strategic program for the final years of its initial cycle. To accomplish this, quantitative and
qualitative data were combined to paint a coherent picture of where the initiative has been and where it is
headed. While the first Mid -Course report was an Implementation Assessment that looked back at the
activities since Pearland 20/20's launch, the Strategic Recommendations look forward towards the
culmination of the five-year implementation period.
IMPLEMENTATION ASSESSMENT
The Assessment integrated quantitative but — principally — qualitative information to determine the efficacy
of initial Pearland 20/20 implementation and identify current and ongoing needs, issues, and opportunities.
The key conclusions of the Assessment included:
1 There has been much progress on many of the key recommendations in the strategy, especially
economic development, mobility, corridor planning, Lower Kirby development, and
beautification/gateway efforts.
✓ Implementation of projects related to arts and culture, education and training, an events center,
and others are slated for the second half of the Pearland 20/20 cycle.
1 The choices made by the PEDC, its implementation partners, and the Pearland 20/20
Implementation Committee in terms of the first phase of strategic activation were largely
supported by public input participants.
1 Differences of opinion emerged among Pearland stakeholders, especially as they concern
investment in infrastructure and amenities contributing to the enhancement of the city's quality of
life and quality of place. Note: this excludes the issue of beautification, which was supported in
citizens' surveys and by the City Council.
✓ Overall, the results of the city's citizen surveys, initial data analysis, and the feedback provided for
the Mid -Course Update process reinforce the positive opinions and sentiments Pearlanders have
for their city and its future.
STRATEGIC ADJUSTMENTS
Recommendations principally concern the strategic components of Pearland 20/20 for the final half of the
program's initial implementation cycle. However, there are a handful of operational issues that emerged
from public input that also warrant attention as strategic implementation continues. These are addressed in
Appendix A of this report.
Indeed, both strategic programming and operational concerns are important to the overall success and
sustainability of the Pearland 20/20 effort. In order to ensure that the future impact of Pearland 20/20
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Strategic Recommendations
meets or exceeds the output of its first two -plus years, the initiative must move forward with the PEDC and
its partners aligned in the collaborative pursuit of the plan's principal strategies.
Because, as was identified by the Implementation Assessment, a number of Pearland 20/20 programs need
to be adjusted to reflect progress to date, ongoing challenges, and shifting future priorities, the structural
dynamics and language of the original 20/20 plan must also be adjusted. In addition, new strategic
opportunities not identified or present in 2013 must be incorporated under the 20/20 framework.
So too must Pearland 20/20 reflect and incorporate the prescriptions of the 2015 Pearland
Comprehensive Plan. The Plan looked at all relevant components of the City's operations and its
competitive position and recommended dozens of activities designed to position Pearland for continued
success. As the Comp Plan sought to reflect Pearland 20/20 priorities, this strategy must also be seamlessly
advanced in coordination with the City's principal planning initiative.
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Strategic Recommendations
PEARLAND 20/20
The Strategic Recommendations for the Pearland 20/2W/lid-Course Update process represent an evolution
of the plan rather than a reinvention. Implementation p ogress is reflected in slightly adjusted priorities and
action areas for the final two -plus years of the strategy first five-year implementation cycle.
Strategic areas that have been slated for launch in 201 i and beyond will naturally have fewer adjustments
as a narrative of their advancement and efficacy i ; not available. However, changes in Pearland's
competitive climate, stakeholder perceptions, nd identified opportunities have informed
recommendations in these categories as well.
1. DESIGN AND IMPLEMENT AN ENHANCED ECONOMIC
DEVELOPMENT MARKETING PROC AM.
The City of Pearland's economy continues to perform well, with stable growth and increasing high-value
options for local residents to remain in the city to wo This is due not only to the expansion of existing
businesses, development of capacity in the health care sector to serve Pearland's growing population, and
increasing presence of non -retail services firms, but alr the successful attraction of new employers to the
city, especially in the targeted Lower Kirby district.
Despite these positive trends, there are still opportunkes to enhance local economic development efforts
to better capitalize on established and emerging gra wth sectors and further define and promote the
Pearland brand.
1.1 Ensure that relocation prospects are efficiently and effectively supported and
managed.
STATUS:
As evidenced by the aforementioned expansions anc relocations, prospect management in Pearland is
being administered effectively.
The fact that the provision of incentives has been used judiciously and thoughtfully is further evidence that
Pearland is being marketed on its merits and is not sim ily outbidding its competitors for new employment.
RECOMMENDATIONS:
✓ No adjustments from the Pearland 20/20 strateg' are recommended for this Strategic Action. Efforts
to work with existing and external prospect emplo! ers and site selection professionals should continue
as established by the efficacy of recent activities.
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20.
Strategic Recommendations
1.2 Build a competitive portfolio of "shovel -ready" Pearland development sites.
STATUS:
Even as PEDC markets and develops sites in districts including Lower Kirby, the need for shovel -ready,
infrastructure -served sites across Pearland continues to be a competitive economic development issue
RECOMMENDATIONS:
✓ Continue to leverage corridor planning and development strategies to identify and optimize priority
development sites.
✓ Ensure prescriptions in the City of Pearland's new Comprehensive Plan related to commercial and
industrial properties are sustained and promoted for those uses.
✓ Monitor the development of a potential Drainage Master Plan' to ensure that recommendations are
consistent with site development priorities.
✓ Outreach to Texas Aviation Partners to explore potential development site assessment and planning at
Pearland Regional Airport.
✓ Determine the need to conduct a Class -A Office Needs Assessment2 in Pearland based on the
capacity of current and planned product to accommodate existing and projected demand
1.3 Enhance efforts to attract key segments of the Health Care sector to Pearland.
STATUS:
Activity in this sector has been brisk, with construction of local hospital facilities and attraction of medical
technology and manufacturing employers serving as notable "wins." PEDC has invested in attendance and
sponsorship of health care/life sciences events and rolled out a targeted advertising campaign. With this
activity initiated, Pearland should assess "next -level" strategies to grow the health care sector.
RECOMMENDATIONS:
✓ Continue health care marketing efforts focused on events and publications.
✓ Identify and advance potential strategies to capitalize on Pearland's proximity to the Texas Medical
Center. One opportunity includes outreach to TMC's CEO (Dr. Robert Robbins) about fostering
possible connections and partnerships (potentially through development of an MOU). Local medical
leaders could help broker the initial outreach.
1 Comments from city officials indicate that this process will potentially be pursued in the near future.
2 There is the potential to expand this study into a full Development Site Assessment of Pearland properties — leveraging
completed and ongoing corridor analyses — for multiple industries, including Medical Research and IT and Warehouse and
Distribution (see future actions).
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Strategic Recommendations
✓ Consider incorporating into the proposed Class -A Office Needs Assessment (see Action 1.2)
components related to existing/potential capacity and needs for Medical Research and Health Care
IT (back office) operations. This could also be a stand-alone study.
✓ Explore opportunities to leverage the Pearland Chamber's new Healthcare Committee as an advisory
group supporting medical job growth and informing workforce development in Pearland. This
Committee could also serve a marketing purpose by pitching Pearland to their external networks and
serving as ambassadors for relocation prospects.
1.4 Enhance efforts to attract key segments of the Energy sector to Pearland.
STATUS:
As with Health Care, PEDC has launched targeted advertising placements and event attendance and
sponsorship activities to expand its Energy sector. Despite the current slowdown in the oil and gas industry
and sector fluctuations as a whole, Energy should remain a priority for PEDC's targeted marketing efforts
given the sector's importance to the regional economy and the reality that many of the city's recent and
current relocation prospects have been in this industry.
RECOMMENDATIONS:
✓ Fulfill committed investments in targeted advertising and events related to the Energy sector.
✓ Consistently assess the focus and opportunities for marketing investments in the Energy sector
based on industry trends and prospect activity.
1.5 Leverage and enhance external communications and networking activities.
STATUS:
PEDC has attended and sponsored a number of site selector-, developer-, and real estate -focused events
and meetings. Stakeholders believe that these efforts could be incorporated into a broader, yet still
focused, communications and outreach program.
RECOMMENDATIONS:
✓ Continue investing in priority opportunities to sponsor and attend high-value conferences, meetings,
and other events, especially in partnership with Texas One and regional partners.
✓ Ensure all principal social media channels (Facebook, LinkedIn, and Twitter) are fully leveraged and
maintain frequent activity levels.
✓ Consider opportunities to identify and outreach to top regional executives residing in Pearland as
potential ambassadors for the city with their associates and networks.
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Strategic Recommendations
I.6 Ensure Pearland's Retail and Hospitality sectors remain vibrant.
STATUS:
Retail investment continues to be an active and growing contributor to Pearland's economic vitality. The
PEDC and city are continually working with property owners, developers, and retailers to grow the local
sector. It would also benefit the city to leverage the Pearland 20/20 strategy to highlight opportunities to
grow the local Hospitality sector Not only does Hospitality growth contribute to the local tax base, but
development of amenities driven by visitor spending also provides quality of life benefits to existing
residents and employers.
RECOMMENDATIONS:
1 Continue actively working with all relevant partners in the Retail sector to facilitate growth and
investment in Pearland.
✓ Ensure the Pearland Purchase Power program receives effective community exposure to support
growth in the city's existing retail base.
1 Pursue a Retail Trade Analysis of the Pearland market to optimize the marketing and development of
the sector.
✓ Partner with hotel developers exploring opportunities to develop hotel properties in Pearland. Work
with investors to communicate the need for and potential of constructing hospitality facilities with on-
site meeting space, preferably to serve small- to medium-sized conferences and events.
✓ Determine how Pearland can most effectively market and position itself to benefit from
development at Houston Hobby Airport and increased activity at George Bush Intercontinental.
1.7 Optimize a program to retain and expand existing Pearland employers.
STATUS:
BizConnect is a partnership of the Pearland Chamber of Commerce under contract from the PEDC. Though
the program is still considered an asset, there are always enhancements that can be made to existing
business programming, as well as consideration of new strategies to maximize the growth potential of
current employers.
RECOMMENDATIONS:
✓ Ensure that BizConnect effectively, 1) identifies and maintains a current inventory of issues
communicated by existing employers, 2) works to resolve these issues through a formalized system, 3)
reports progress of activity back to employers, and 4) keeps the database of identified and addressed
issues current.
✓ Determine how to better engage and leverage Pearland Chamber members to enhance and
complement economic development efforts. This could either be through enlisting Chamber members
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for testimonials on the city as a place to do business, ambassadors for relocation prospects, and/or
connecting employers to new Pearland businesses to identify buyer and supplier opportunities.
✓ Better incorporate positive news and information on existing employers into economic development
communications programs, media engagement and outreach, and corporate, civic, and organizational
events.
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2. IMPLEMENT MULTIPLE, HIGH -IMPACT MOBILITY PROJECTS.
As Pearland's infrastructure development plays catch up to its phenomenal recent growth rates, traffic
congestion continues to rank first on surveys of residents' top local concerns. However, the reality of
roadway development and its long-term maze of local, state, and federal planning, approvals, and funding
protocols is that there is typically no way for a municipality to build capacity fast enough to fulfill needs.
Nevertheless, Pearland has secured millions in transportation funding and built miles of roadways with
multiple additional projects in the pipeline. With budgets at all levels of government tightening, the city
must continue to be aggressive and creative in securing traditional and alternative financing for priority
projects Despite a spate of roadway expansions either completed or launched, the Pearland public
continues to be frustrated by slow-moving traffic and clogged intersections. So, in addition to building the
roads themselves, Pearland officials must remain steadfast in seeking to communicate ongoing and future
progress and investments to local constituents.
2.1 Continue planning, design, and construction of priority road and highway projects.
STATUS:
The highest profile roadway work completed since the launch of Pearland 20/20 was the reconstruction of
SH 35 from Beltway 8 to FM 518/Broadway Other projects, like the Pearland Parkway extension, have also
recently been completed. However, the list of roadway priorities is long, so multiple additional projects are
being advanced through the multiple phases necessary before construction can begin. Projects in this
action will thus be differentiated by process phase.
RECOMMENDATIONS:
✓ Advance the timely construction of funded roadway projects. These include:
o Bailey Road (construction underway);
o CR 94;
o Fite Road;
o Hughes Ranch Road/CR 403;
o Max Road;
o McHard Road;
o Mykawa Road;
o Old Alvin Road,
o SH 288 northbound feeder between CR 58 and Broadway; and
o Widening of SH 288's FM 518 overpass to eight lanes.
✓ Secure approval and funding commitments for future roadway priorities These include:
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o FM 518/Broadway between Pearland Parkway and Friendswood;
o Reconstruction of FM 518/Broadway between SH 35 and SH 288; and
o SH 35 expansion south of FM 518/Broadway.
2.2 Pursue alternative strategies for the development of a park-and-ride facility in
Pearland.
STATUS:
Pursuit of the park-and-ride facility was abandoned after discussions on the purchase of METRO's property
by the City of Pearland were suspended after METRO decided not to build a park-and-ride on the site.
Despite this, numerous local leaders still feel the construction of a park-and-ride facility linking Pearland
with the Texas Medical Center and other major employment hubs would be a competitive advantage.
Though leaders say a failure to act might diminish Pearland's desirability for certain commuters, they add
that any project must be a regional partnership among Brazoria County and multiple municipalities.
RECOMMENDATIONS:
1 Outreach to Brazoria County, Harris County, and other cities and regional partners to initiate
discussions on options for park-and-ride development in the region, including express bus
connectivity.
✓ As part of discussions, determine if there are possibilities to partner with a private firm to develop a
park-and-ride (with potential additional components such as retail) and commuter bus solution for
connecting Pearland and the broader region to the TMC.
2.3 Support the construction of toll lanes on State Highway 288 between U.S. Highway
59 in Harris County and State Highway 6 in Brazoria County.
STATUS:
Design and construction of all phases of the SH 288 managed lane project are moving forward without any
major delays anticipated. This includes both the Brazoria and Harris County segments. While continued
focus on keeping the project on the front burner of TxDOT and other agencies is of course important, the
heavy lifting on the managed lane project was said to be complete.
RECOMMENDATIONS:
✓ No adjustments are recommended from the Pearland 20/20 strategy for this Strategic Action.
✓ With SH 288 on course for construction, the need to publicize the expansion and educate the public
on the project becomes paramount.
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2.4 Work with the Houston -Galveston Area Council (H -GAC) on regional
transportation solutions.
STATUS:
As with local projects, the City of Pearland has also effectively advanced regional mobility efforts in
partnership with HGAC and other entities. Certain projects have already been referenced in Action 2.1, but
will be noted below as they are linked with HGAC's future Transportation Improvement Program (TIP)
project list
RECOMMENDATIONS:
✓ Continue working with HGAC to communicate and incorporate City of Pearland mobility priorities
into state and federally funded planning and development processes.
✓ Determine what local participation options may be available that will accelerate the widening of SH
518 from SH 288 to SH 35.
✓ Consistently assess ongoing issues and opportunities that warrant the submission of new
transportation projects as local priorities.
2.5 Better inform local residents about mobility issues and projects in Pearland.
STATUS:
The issue of east -west mobility options in Pearland was not said to be as critical a communications need as
a broader awareness of what the City and its partners are doing to address mobility challenges as a whole.
The reality is that a number of efforts are undertaken to communicate transportation planning and
construction updates, often failing to penetrate the mindsets of local citizens. Stakeholders have noted that
the dissemination of information on transportation issues and projects should remain a component of
Pearland 20/20. However, multiple strategies and channels will likely be needed to further move the bar on
public awareness of congestion -relief efforts.
RECOMMENDATIONS:
✓ Continue leveraging tools such as public meetings, City Council meetings, social media, and
traditional media as communications opportunities.
✓ Assess how to increase awareness and usage of the CitySource application.
✓ Actively seek out new technologies and protocols for better communicating transportation
development information to the public.
✓ Ensure that the City of Pearland better leverages partners such as the PEDC, Pearland Chamber,
school districts, public utilities, etc, to incorporate information on transportation planning and
construction into their communications programs.
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✓ Determine how to most effectively incorporate information on transportation and mobility issues and
development in the broader communications effort discussed in Strategy 9.
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3. OPTIMIZE DEVELOPMENT AND REDEVELOPMENT OF KEY PEARLAND
CORRIDORS AND CHARACTFR DTZTRICTS.
Much has been advanced related to corridor planning since the launch of Pearland 20/20, including the
near -completion of the SH 35 redevelopment plan, the creation of a management district for SH 288, and
the pending initiation of a master development plan for FM 518/Broadway. While progress has been made
on these fronts, the issue of potential decline of older Pearland neighborhoods and subdivisions has
elevated in importance. Regency Park, an older Pearland subdivision, will see millions in city investment on
road, drainage, and water line replacements. As infrastructure ages in other original subdivisions and
commercial nodes, housing stock becomes less competitive and retail investments gravitate towards SH
288. A growing awareness that Pearland must focus attention on redevelopment issues and opportunities
has surfaced among local officials and stakeholders. As such, Strategy 3 of Pearland 20/20 was approved by
the initiative's Steering Committee and other leaders to expand the pursuit of corridor redevelopment to
include older character districts in the city.
3.1 Create a FM 518/Broadway master development plan.
STATUS:
A proposal design is progressing with the intent of selecting a consultant to facilitate the planning process
in 2016.
RECOMMENDATIONS:
✓ Proceed with the design, development, and launch of the master development plan.
1 Consider implementing the master development planning process for FM 518/Broadway in phases
over time given the scale of the corridor.
✓ Ensure the process leverages and integrates with completed, ongoing, and planned initiatives related
to additional Pearland corridors and districts prioritized for development and redevelopment.
✓ Determine how a proposed Class -A Office Needs Assessment or broader site assessment process
(Action 1.2) could be incorporated into project research and design of the FM 518/Broadway plan.
3.2 Finalize and implement an SH 35 redevelopment strategy.
STATUS:
Through its consultant, PEDC has completed the background and market analyses phases for the SH 35
Redevelopment Strategy and has held several steering committee meetings with representatives of the
corridor. Finalization of the strategy occurred in late 2015.
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RECOMMENDATIONS:
✓ Ensure that the redevelopment strategy is advanced in a timely manner.
✓ Leverage approved strategic recommendations to create opportunities for economic diversification
along the SH 35 corridor; commercial, retail, and industrial uses were determined to be more viable
than residential in terms of the roadway's highest -and -best uses.
✓ Through target sector marketing, networking activities, and other channels, actively and effectively
outreach to potential investors and developers to promote opportunities along the SH 35 corridor.
3.3 Effectively utilize and sustain the SH 288 management district.
STATUS:
The original intent of this Pearland 20/20 recommendation has been accomplished. In 2013, a
management district for SH 288 (PMMD2) was established to improve the appearance of the corridor. A
Board of Directors has been empaneled and a maintenance and operations tax was approved by voters in
the Distnct. The Board later adopted the 288 Master Plan in June 2014.
RECOMMENDATIONS:
✓ Support the coordination of efforts between PEDC, PMMD2, Brazoria County, TxDOT, and the City of
Pearland in implementation of the 288 Master Plan
✓ Ensure that resources from the district tax are effectively directed for maintenance of funded
improvements from the PEDC and other partners.
✓ Regularly assess the benefits of expanding PMMD2 boundaries as the SH 288 managed lane project
is implemented along with other planned and potential corridor enhancements.
3.4 Formalize a process, toolkit, and priorities for redeveloping aging Pearland
neighborhoods and character districts.
STATUS:
The majority of public and private leaders interviewed for the Pearland 20/20 update process felt that a
significant focus on comprehensive Old Townsite redevelopment was not warranted, principally due to the
lack of a private market for major investments in the district This would make expenditure of public dollars
to spur revitalization especially difficult, including the likelihood that creation of an Old Townsite TIRZ
would not be supported As noted, however, Pearland leaders feel that expanding the focus of town core
revitalization to a broader redevelopment initiative targeting the city's established central neighborhoods
and commercial districts is a worthwhile pursuit.
RECOMMENDATIONS:
✓ Develop a protocol for assessing and advancing subdivision, corridor, and district redevelopment
needs and activities.
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✓ Research best -practice redevelopment incentives and development tools for potential application
to individual or collective parcels and districts.
✓ Program and host an annual Redevelopment Day, including presentations on ongoing, completed,
and potential redevelopment projects and a guided developers' tour of key sites and buildings.
✓ Work to ensure the appropriate redevelopment of the ACC campus and other key redevelopment
sites in the Old Townsite.
✓ Incorporate redevelopment infrastructure priorities into any future city-wide bond referenda.
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4. MAKE PEARLAND A MORE COMPETITIVE RECREATION AND
CULTURAL DESTINATION FOR RESIDENTS AND VISITORS.
The impact of a community's arts, culture, and recreation amenities and other quality of life advantages on
economic and talent development activities is a subject that causes disagreement among certain Pearland
constituencies Most public officials interviewed for this Mid -Course Update felt that investments in
transportation and utilities infrastructure and core services such as education, police, and fire should not be
compromised by spending to increase arts, culture, and recreation capacity (beyond parks already funded
by the 2007 bond). They feel this is largely the role of the private sector, with the public sector contributing
ancillary monies to advance development progress. Some public officials, however, and the majority of
private sector leaders surveyed assert that residents and businesses of a fast-growing community of
Pearland's size will have increasing expectations for the local provision of these amenities rather than
having to consistently drive into Houston. There have also been developments on multiple fronts to
increase support capacity for arts and recreation. If pursued, a multi -use events center (Strategy 6) could
certainly have a positive impact on arts and cultural development based on the facility specifications and
programming ultimately preferred by residents and supported by public officials.
4.1 Effectively implement the 2015 Pearland Parks and Recreation Master Plan.
STATUS:
The Hickory Slough sports complex recently had its grand opening, while work on the Shadow Creek Ranch
sports complex nears completion and the Centennial to Independence trail enters its design phase. Firms
have also been selected to begin design of the Shadow Creek Ranch and Green Tee Terrace trail projects.
In the process of developing its 2015 Master Plan, the City of Pearland Parks and Recreation department
heard from the public that its priorities were to take care of existing facilities before additional resources
are provided As such, operations and maintenance (O&M) will become an increasing emphasis of the
department, starting with a new Park Standards status hierarchy.
The Forever Parks Foundation in Pearland has filed for 501(c)(3) status and is moving forward with the help
of contracted support from city staff. The Foundation Board of Directors has met, adopted by-laws,
reserved a website address, is working on branding efforts, and is also discussing a potential fundraiser and
priority projects.
RECOMMENDATIONS:
✓ Ensure that priorities confirmed in the 2015 Parks and Recreation Master Plan and incorporated into
the City of Pearland's new Comprehensive Plan are advanced, including the full provision of projected
budgetary needs to support completion of 2007 bond projects and O&M of existing facilities.
✓ Through implementation of Pearland's Trail Master Plan, capitalize on opportunities from new
subdivision developments to connect private trails to the public network as approved by private
governing boards.
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1 Fully leverage the new Forever Parks Foundation to support development of new parks and
recreation capacity. Determine the necessary protocols to also leverage the Foundation for O&M, as
permissible.
1 Leverage the potential future City of Pearland incorporation of a Complete Street design approach
into on -street and protected trail planning and development.
✓ Update the Master Plan as needed to ensure the blueprint addresses issues and opportunities
presented by Pearland's continuing growth and development.
4.2 Develop a sports marketing program to attract youth and adult athletic
tournaments to Pearland.
STATUS:
The potential development of a new BMX track in Pearland, coupled with two new sports complexes, the
natatorium, and popular annual youth sports tournaments in Pearland, make local leaders confident that
investing in marketing to attract youth sports activities remains a viable strategy for the city. As this activity
was scheduled for implementation in the second half of Pearland 20/20, no results have been reported.
RECOMMENDATIONS:
1 Assemble an inventory of existing and planned local facilities and assets that contribute to
Pearland's competitiveness as a location for youth sports tournaments.
✓ Research campaigns from competitor cities to identify potential niches or marketable assets for
Pearland.
1 Work with prospects to determine what issues related to sports infrastructure and/or hospitality
amenities might be affecting Pearland's competitive position; address these issues proactively as
identified.
4.3 Partner with non-profit arts and culture organizations to grow Pearland's capacity
in the sector.
STATUS:
The Pearland Alliance for Arts and Culture (PAAC) received its official "tax exempt" status from the IRS;
completed the development of its mission, vision, and strategy; developed a logo; launched a website;
opened an office; and formalized its Board of Directors and Advisory Committee. Meanwhile, the 501(c)(3)
Pearland Arts League (PAL) continues to serve as an advocate and programmatic partner for working artists
and cultural organizations in the city. PAL is self-governing and community -directed, with membership
open to all interested local citizens.
RECOMMENDATIONS:
✓ Identify ways for Pearland's non-profit arts and cultural entities to better coordinate and collaborate.
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1 Secure resources and develop a job description for a part- or full-time staff person for PAAC.
✓ Design an effective and sustainable resource-development/fundraising plan for PAAC.
1 Ensure partnerships between PAAC and the City of Pearland, Pearland Chamber, Convention and
Visitor's Bureau, PEDC, and other supportive entities are collaborative and productive.
1 Consider charging PAAC with initiating a citywide Arts and Cultural Survey — perhaps as a component
of annual citizens' surveys — to identify and build momentum for arts amenities in demand. This survey
could form the basis of the eventual development of a Cultural Arts Plan for Pearland.
4.4 Advance current and potential arts -supportive programs, projects, and policies.
STATUS:
In order to best support the development of key quality of life amenities, public and private partners
should leverage existing efforts and propose and advance initiatives and projects with potentially beneficial
impact on Pearland's arts and cultural sector.
RECOMMENDATIONS:
1 Work to revise the Pearland law restricting establishments from selling alcohol without earning at
least 51 percent of gross sales tax revenue from food sales. Ensure the effort has the resources
necessary for effective public education and receipt of a sufficient number of signatures to put the
measure on the ballot. Restrict approved applicants to appropriate areas of the city for these
establishments.
1 Effectively promote and expand the City of Pearland's Pear Program designed to spur local interest in
the arts.
1 Continue efforts by the City, CVB, PAAC, PAL, and others to plan, fund, and hold signature festivals,
events, and arts shows in the city.
✓ Encourage the City of Pearland and Convention and Visitor's Bureau to partner with the Pearland
Historical Society to explore potential restoration and reuse opportunities for the Santa Fe Railroad
Depot in Pearland.
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S. IMPROVE PEARLAND'S AESTHETICS THROUGH STRATEGIC
COMMUNITY BEAUTIFICATION AND GATEWAY EFFORTS.
While a unified beautification strategy has not yet been undertaken, there has been much movement
related to implementation of components of Strategy 5. Highlights include the approval of a SH 288
management district and revenue stream to maintain aesthetic improvements as well as development of a
City Gateway plan. While the development of a comprehensive beautification strategy is slated for the
second half of Pearland 20/20 implementation, the wording of Strategy 5 has been altered slightly to
acknowledge progress made to date as well as broaden the beautification focus to include the installation
of gateway markers. Mid -Course Update input participants emphasized the ongoing importance of
beautification efforts and strongly supported its continued inclusion as a strategic priority.
5.1 Develop a comprehensive Pearland beautification strategy that outlines current
priorities and institutes a unified approach and standard for all future efforts.
STATUS:
Establishment of a task force to coordinate a beautification strategy was not undertaken, but
aforementioned efforts related to SH 288 improvements and installation of gateway markers were pursued
as well as entry features and landscaping on Cullen Boulevard and landscaping on Pearland Parkway and
Dixie Farm Road. The City of Pearland and PEDC also worked with Clark Condon and Associates to develop
new specifications and strategies for the maintenance of city rights-of-way and facilities.
RECOMMENDATIONS:
✓ Assemble a volunteer team to inform and confirm the development of a unified beautification
strategy under the guidance of Keep Pearland Beautiful (KPB).
1 Proceed with ongoing corridor landscaping efforts, adding priority roadways as feasible. Incorporate
these efforts into the beautification strategy framework. Continue working closely with KPB to leverage
their state funding for priority landscaping projects.
1 Ensure new standard specifications and strategies for maintenance of city rights-of-way and
facilities are implemented per contractual agreements.
5.2 Develop iconic and visually appealing gateways to Pearland.
STATUS:
A focus group of local experts completed work on a City Gateway Plan in summer 2014. The plan includes
an evaluation of existing conditions, results of multiple workshops, final design concept for an entryway
monument, recommended locations and cost estimates.
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RECOMMENDATIONS:
✓ Proceed with construction of the Cullen Boulevar I gateway and design and construction for gateway
features on Pearland Parkway, Dixie Farm Road, SH 35, and Kirby Drive.
✓ Per the City Gateway Plan, continue with id -ltification of the next priority roadways for
implementation of new gateway markers.
✓ Ensure that resources are available to facilitate ma tenance of completed gateways.
✓ Work with local and regional media and other pu )lic and private partners to promote the gateway
initiative and tie it back to the Pearland 20/20 visi—n and priorities.
5.3 Expand participation in city-wide clean -r_.9 efforts and events.
STATUS:
This action was slated to be addressed in the secori phase of Pearland 20/20 implementation. It will
principally be focused on partnerships with KPB to sup z rt and expand its beautification programs.
RECOMMENDATIONS:
✓ Work with KPB to develop volunteer recruitr-- : strategies to facilitate greater participation in
clean-up efforts. Incorporate this activity into all elevant internal marketing messages and outreach
(see Strategy 9).
✓ Consider adding anticipated performance mem` to contracts with KPB to formalize accountability
measures for their programs.
5.4 Optimize the siting and replacement of ewer poles/lines in Pearland.
STATUS:
The City of Pearland and PEDC have had multiple mee"angs with Centerpoint to discuss this issue.
RECOMMENDATIONS:
✓ Work to advance discussions and negotiations v1/4,...h Centerpoint to establish binding agreements to
revise and adhere to utilities infrastructure siting t 3sed on local aesthetic -improvement goals.
5.5 Continue working to implement and enhance programs to address distressed
properties and code violations in Pearland.
STATUS:
Though an official city -demolition program for distreed properties has not been developed, activity has
taken place around this issue. The City of Pearlanc established a SNAP (Safe Neighborhoods Around
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Pearland) team that evaluates distressed properties, while the Eyes of Pearland program managed by City
Code Enforcement relies on citizens to report code violations for the City to address.
RECOMMENDATIONS:
1 Determine the need to formalize current efforts into an official City of Pearland program to
demolish properties conforming to established levels of distress. Evolve the SNAP program as
necessary to reflect the formalized demolition initiative.
1 Report and track all complaints filed through the Eyes of Pearland program to ensure that
participating citizens are informed of progress of their complaints, follow-up is undertaken when
necessary, and code violators maintain their property in accordance with established regulations.
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6. IMPLEMENT PLANS TO DEVELOP THE LOWER KIRBY URBAN CENTER
AS PEARLAND'S MOST INTENSIVE MIXED-USE EMPLOYMENT,
RESIDENTIAL, AND ENTERTAINMENT DISTRICT.
Much of the positive economic development momentum that Pearland has enjoyed since the launch of
Pearland 20/20 can be tied to public and private investments made in the Lower Kirby Urban Center
(LKUC). While many stakeholders identified Pearland Town Center as a real opportunity for denser, more
"urban" mixed-use projects in the city, LKUC and associated opportunities such as the proposed Ivy District
continue to be the largest, best positioned, and highest -value employment locations for development of a
potential "downtown" Pearland. Certain activities that would advance the district in this regard are slated
for implementation in the second half of the Pearland 20/20 cycle.
6.1 Implement the recommendations of the Lower Kirby Urban Center Master Plan and
Implementation Strategy.
STATUS:
In 2014, the City of Pearland, the Lower Kirby management district, and Pearland Management District #1
(PMMD1) approved multiple agreements to implement regional detention including a master drainage
plan, interlocal agreements, and financing agreements Preliminary engineering and phase I improvement
design are underway. Efforts are also proceeding to incorporate TxDOT's existing drainage ditch into the
detention system and implement roadway reconstruction and utilities extensions.
RECOMMENDATIONS:
✓ Continue implementation of the LKUC Master Plan and implementation framework.
✓ Determine if and when any adjustments, revisions, or updates are needed for the Master Plan based
on ongoing activities and future conditions.
6.2 Aggressively market the LKUC through all relevant channels.
STATUS:
While targeted marketing strategies for LKUC will be pursued in the second phase of Pearland 20/20
implementation, the PEDC already incorporates the district into all of its external marketing efforts and
materials. Successful recent recruitments in the Lower Kirby Urban Center include: Cardiovascular Systems,
Inc., Merit Medical, Dover Energy, Mitsubishi Heavy Industries Compressor Corporation, and IMC Group's
Tool -Flo Manufacturing.
RECOMMENDATIONS:
✓ Create a stand-alone LKUC website or differentiated microsite on PearlandEDC.com. Include
scrolling feeds of LKUC-related announcements and other information. Prominently feature the URL in
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Pearland economic development materials and the websites of local, state, and regional partner
governments, organizations, and agencies.
1 Create electronic and printed information sheets for the Lower Kirby district for placement on the
LKUC and PEDC websites.
6.3 Formalize and maintain a consistent identity for the LKUC.
STATUS:
Branding and signage strategies for LKUC were slated for implementation in the second phase of the
Pearland 20/20 cycle.
RECOMMENDATIONS:
✓ As resources allow, proceed with contracting for the development of a Lower Kirby branding and
messaging platform, potentially linked with the proposed development of the LKUC website and
collateral (see 6 2)
✓ Based on the approved graphical framework, commission the development of light pole banners,
custom street signs, and (potential) wayfinding signage for Lower Kirby.
1 Determine if the addition of Lower Kirby gateway signage warrants incorporation into the City
Gateway Plan.
6.4 Encourage the development of quality of life amenities in the LKUC.
STATUS:
This action was slated for pursuit in the second phase of Pearland 20/20 implementation.
RECOMMENDATIONS:
✓ Ensure that development of active and passive recreation space and other amenities as reflected in
the LKUC Master Plan is pursued as the market demands.
✓ Facilitate public-private partnerships to fulfill development of recreation space in the district.
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7. CONSTRUCT A MULTI -USE EVENTS CENTER IN PEARLAND.
All components of Strategy 7 were slated for pursuit during the second half of Pearland 20/20
implementation. That does not mean, however, that discussion on the viability of, funding for,
specifications of, and uses for some type of events facility has not taken place between public and private
leaders in the city as well as constituency groups for the arts and tourism. There is near -universal
agreement that Pearland needs some type of major facility to accommodate large groups of people. But
that is where the consensus ends; some feel the building should be dedicated to the arts, others to
conventions and conferences, others to sports and concerts, and some for a facility flexible enough to
accommodate many or all of these different functions. Even if groups reach consensus on the principal
function(s) of the center, there is disagreement among key constituencies how construction, operation, and
promotion of the facility should be funded. Elected officials and city staff largely believe the private sector
should be the principal funder of an events center. Private sector stakeholders and champions of the arts
and culture sector feel that the City of Pearland should bear the greatest burden for project funding
because the private development community has yet to demonstrate any interest in such a facility.
Market Street feels it is beyond the scope of this Mid -Course Update process to make any prescriptive
recommendations related to the dynamics of a multi -use events center. These are discussions and
decisions that must take place among Pearland citizens, businesses, and their government. That said,
however, Market Street has provided information in Appendix 6 of this report on multiple events centers
in Texas metropolitan areas, selected descriptions of their specifications, and — as available — how these
facilities were financed. It is hoped that this information can help inform the conversations around event
center dynamics and, ultimately, build consensus behind the way forward on facility design, programming,
and construction.
7.1 Launch a public process to inform the development of a multi -use events center.
STATUS:
In January 2014, the City of Pearland held a joint workshop with PISD officials and one issue discussed was
the potential for a civic or events center for shared use between the city and district. Both entities thought
development of a facility was a great idea and discussed creating a committee to further explore the
project. The Pearland City Council discussed this opportunity in a March 2014 workshop, but determined
that the initiative would need a majority partner from the private sector to be viable. Most leaders now feel
that the concept of "multi -use" as it applies to an events center should be more fully fleshed out and a
menu of potential development options developed and debated for advancement.
RECOMMENDATIONS:
✓ Contract with a firm or identify in-house capacity to launch a formal public outreach and discussion
process around possibilities for the development of one or more multi -use event facilities in the city.
Potentially leverage existing tools like the annual citizens' survey for this purpose.
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1 Consider holding planning charrettes and other e igagement processes to identify public preferences
and begin to solidify priority design and use specif.ations.
1 Based on public outreach, conduct a market study to assess and confirm the viability of citizen
preferences.
✓ Leverage the market study to inform public offici d discussion related to potential options for event
center funding, construction, programming, and 01 erations. Put a finalized vision to a vote of the City
Council for approval and advancement.
7.2 Proceed with multi -use events center development based on expressed public preferences
and leadership consensus around funding and operational dynamics.
STATUS:
Design, programming, and construction activities wuld of course be preceded by the approval of
preferred event center dynamics based on public dir-ussions and a vote of the City Council. The final
approved dynamics of a multi -use events center will lamely determine the tactical steps of this action.
RECOMMENDATIONS:
✓ If the approved events center will be a publical; ; funded facility, incorporate project costs into a
proposed City of Pearland (and, potentially, PISD a id other partners') annual budget and proceed with
the necessary steps to gain funding approval. >5ue a Request for Proposals for facility design,
engineering, and construction.
✓ If the approved events center will leverage priva investment (either as a 100 percent, majority, or
minority funder), issue a Request for Proposals 1 3 solicit private -sector interest and submissions for
project development.
✓ In both scenarios, processes will have to be developed and approved to program and promote the
facility.
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8. ADVANCE LOCAL EDUCATION AND WORKFORCE DEVELOPMENT
PIPELINES IN PEARLAND.
Efforts to enhance education and training in Pearland have largely occurred outside the context of Pearland
20/20. That does not mean that work to connect businesses with local schools or development of career -
focused programs and curricula did not take place after the 2013 strategy launch, only that efforts were not
incorporated under the Pearland 20/20 framework. Stakeholders participating in Mid -Course public input
stressed that there are more opportunities to support education and training in the city, and Pearland
20/20 could be an effective vehicle to drive some of these efforts.
8.1 Seek to create a coalition of partners supporting education and training in
Pearland.
STATUS:
Pursuit of the original action item was slated for the second half of Pearland 20/20 implementation.
However, rather than create a formal strategic plan or new capacity, stakeholders said it was more feasible
to leverage existing entities to enhance and coordinate education and training support in Pearland. While
many of these relationships already exist, being more intentional about the need for and opportunities to
bring entities together could ensure that local educational performance continues to be strong.
RECOMMENDATIONS:
✓ Identify and approach partners for participation in the educational -support coalition. These would
include K-12 districts, Alvin Community College, University of Houston -Clear Lake Pearland, the City of
Pearland, the Adult Reading Center, Pearland Chamber's Education Committee, the PISD Foundation,
PEDC, Northern Brazoria County Education Alliance, and others. Determine which entity could take a
lead role in administering the coalition.
✓ Establish guidelines for the coalition's leadership structure, mission, meeting frequency, goals, and
outreach strategies. Ensure the presence and promotion of coalition activities are incorporated into
internal communications (Strategy 9) efforts.
✓ Consistently assess the potential opportunity to more formally establish the coalition through
branding, staffing, or incorporation.
8.2 Foster and manage partnerships to formalize career pathways in Pearland-area
schools.
STATUS:
Targeted pursuit of this action item was planned for the second half of Pearland 20/20 implementation. In
fact, the opening of Turner College and Career High School has already gone a long way towards engaging
the business community in career -focused education and curricula development. Building on the success
of Turner, more opportunities exist to better direct local students towards high-value careers in demand.
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✓ Continue to position Turner College and Career High School as the city's most logical tool for
engaging students in college- and career -focused and linked training. Leverage the proposed new
Alvin ISD Career and Technical Education Center as another local tool to spur student interest in
career training. Ensure that Turner's business roundtable luncheons are productive and lead to
actionable outcomes for driving student interest in and success with career -focused education. Fully
support dual credit courses with Alvin Community College as alternatives for students not interested
in four-year schools as well as ACC's efforts to potentially partner with the Texas Workforce
Commission on basic and vocational training.
✓ Complement Turner's efforts through engagement with career and technical education (CTE)
programs in public schools across Pearland.
✓ Fully leverage literacy, English as a Second Language (ESL), GED, and other programs from the Adult
Reading Center to position Pearland's working -age population for the labor force. Support career -
focused advisement services, including Integrating Career Awareness, Roots of Success Curriculum,
and career -directed counseling from Center staff.
✓ Consider the most effective way to leverage the proposed education and training coalition (Action 8.1)
as a tool to formalize partnerships between Pearland employers, ISDs, and higher education
institutions. These partnerships could potentially include the creation of industry -focused committees
discussing training needs in Health Care, Information Technology, and/or Manufacturing
Opportunities for business community volunteers to serve as mentors, providers of internships or
apprenticeships, job -shadowing hosts, or consultants informing curricula development and purchase
of equipment could also be pursued.
✓ Develop a business community survey tool, perhaps managed by the BizConnect, the Business
Training Council, or the education and training coalition, to determine specific hiring plans, workforce
needs, skill sets in demand, and other information for Pearland businesses. Leverage the survey results
in planning and programmatic development for Pearland ISDs and higher education institutions.
8.3 Support the development of new and expanded educational facilities in Pearland.
STATUS:
Since the launch of Pearland 20/20, the aforementioned Turner College and Career High School has
opened, while construction has started on the new Shadow Creek High School. The University of Houston -
Clear Lake has also requested and received $26.4 million in the 2015 state legislative session for the
development of a new Health Sciences building at its Pearland campus. Because the development of new
public ISD campuses is closely tied to population growth and is driven by specific and established planning
processes, the principal support that would likely need to be provided for campus development and/or
expansion is advocating for sufficient funding appropriations and supporting any public bond elections
dedicated to increasing available resources for public schools. For public higher education institutions,
lobbying at the state level for requested program and facility funding would also be impactful.
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RECOMMENDATIONS:
✓ Through state and local advocacy, support the sufficient provision of resources for enhanced and
new campus buildings and programs across the Pre -K to 16 spectrum. This includes a Pearland ISD
bond election in fall 2016 or spring 2017 and the fall 2015 Alvin ISD bond election for campus
renovations and expansions.
1 Continue to support UHCL in their efforts to expand the Pearland campus.
✓ Ensure that the conversion of the old Manvel High School to a career -training campus is completed
after the opening of the new Shadow Creek High School.
✓ As feasible, advocate for the development of academic facilities that also have community -serving
spaces and functions during school off -hours.
8.4 Strive to increase matriculation rates for Pearland-area students choosing to
attend college.
STATUS:
This action was slated for implementation in the second half of the Pearland 20/20 cycle. While higher
education placement support capacity exists through local school districts' college counseling staff, these
personnel are often charged with multiple counseling responsibilities and cannot devote sufficient time
to college -placement advising. Therefore, any additional support that can be provided by community
and business volunteers would benefit Pearland students seeking information and advice on
opportunities for attending college.
RECOMMENDATIONS:
1 In some communities, business volunteers sit down with students and their families to help them fill
out FAFSA (federal student aid) forms, which can be confusing. This could be an effective way for
business representatives to support student matriculation goals.
1 Opportunities for volunteer mentors for local high school students can extend to supporting
graduates seeking to move on to higher education.
✓ Pearland school districts should consider conducting an annual survey of high school seniors to
quantify their post -secondary plans and assess their college readiness. Matriculation rates should be
tracked and follow-up surveys conducted to quantify the percentage of Pearland high school
graduates who earn a college degree
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9. DEVELOP AN INTERNAL MARKETING CAMPAIGN TO INCREASE
AWARENESS AND PROMOTION OF PEARLAND AND ITS ASSETS.
All Strategy 9 activities were reserved for the second phase of the Pearland 20/20 cycle. Though the
challenges of effectively engaging with Pearland stakeholders and providing them with information on
local activities, projects, programs, and progress were said to be numerous (and some officials have given
up on ever reaching large numbers of residents), the Pearland 20/20 Steering Committee and other leaders
feel that the development and implementation of an internal marketing program is still a priority concern
for the city. As is often said, a community's residents and businesses are its best salespeople; if they have
negative perceptions about their city or are uninformed as to current trends and activities, they will not be
able to promote Pearland to their friends and colleagues, both inside and out of the city. As was noted by
certain input participants, the "squeaky wheels" in Pearland are not necessarily the majority. Citizens of the
city largely "don't take their voice" when it comes to local policy and activities. Another said that there are
certainly a number of people in Pearland who do not care about the city, but "the best we can do is engage
the people who DO care." Leaders said that more effective outreach and internal communications efforts
would also help chip away at the so-called "east -west" divide between "old-timers" in Pearland and more
recent arrivals.
9.1 Design, develop, and launch a Pearland internal marketing campaign.
STATUS:
Although the internal campaign is the focus of Strategy 9, the Steering Committee also emphasized that
internal communications with Pearland stakeholders should be a component of every Pearland 20/20
strategy in some shape and form. This creates the need to coordinate and incorporate multiple messaging
components as effectively as possible into a consistent whole.
RECOMMENDATIONS:
1 Put together a Working Group of public, private, and civic leaders to oversee the internal marketing
effort. Engage the services of local communications and marketing professionals in support of the
effort, if possible.
✓ Develop an inventory of all existing internal communications tools, programs, and processes,
including the Pearland Chamber's PearlandVotes com website, the multiple online, mobile -based, and
traditional outreach channels of the City of Pearland, outreach efforts of key partners such as local
school districts, the Pearland CVB, arts organizations, neighborhood associations, and other tools.
✓ Determine how to best incorporate and coordinate — and enhance, if necessary — existing capacity
along with any new tools required to effectively communicate the many aspects of Pearland's story to
current residents and businesses.
✓ Coalesce all elements into an internally focused branding and messaging campaign targeting
stakeholder groups across all constituencies and geographies in Pearland. As best as possible, ensure
consistency across multiple media, channels, and partner entities.
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9.2 Initiate a public dialogue on the sustainability of residential development in the
City of Pearland.
STATUS:
An issue that has gained increased recent attention in Pearland, especially with tightening budgets and an
unbalanced debt to revenue ratio, is the sustainability of residential development to support new
infrastructure and services. According to some estimates, Pearland is essentially "losing" thousands of
dollars on each new home constructed at a median price point because the cost of supplying services to
the house is greater than revenue from its accrued property taxes. A number of city officials feel the time
has come to address this dynamic, some even calling it the "biggest single issue" Pearland will face over
the coming years. Even if agreement is reached around the issue of unsustainable housing, "solutions" to
the challenge will also require discussion and consensus -building. Indeed, many believe that the
development of higher cost housing is not limited by current zoning regulations, house or lot sizes, but by
psyches and attitudes of builders and buyers associating Pearland housing with a particular value range.
Another concern raised by some city stakeholders is the lack of diversity in Pearland's housing product,
specifically the dearth of higher -end multi -family residences, for -purchase condo and townhome projects,
and housing in mixed-use developments. Discussions around the risks and benefits of more diverse
housing choices in Pearland could be incorporated into public conversations on residential sustainability.
RECOMMENDATIONS:
1 Develop consensus around the need for public outreach and dialogue on housing sustainability in
Pearland.
✓ Prepare data -supported existing condition and trend analyses to inform narratives framing public
conversation on the issue. Disseminate information through channels and techniques leveraged for
the internal communications campaign and Pearland 20/20 strategy -by -strategy outreach.
1 Based on the tenor of public debate, work towards identification and advancement of strategic
solutions to address housing sustainability issues.
9.3 Hold an annual public event celebrating Pearland and its progress.
STATUS:
This action was slated for implementation in the second half of the Pearland 20/20 cycle. Stakeholders
believe the recommendation still has merit and should remain in the plan.
RECOMMENDATIONS:
✓ No adjustments are recommended for this Strategic Action. Design and advancement of a public
event should be pursued in the final years of initial Pearland 20/20 implementation.
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CONCLUSION
Even as its growth slows from historically high levels, Pearland continues to be a destination community of
choice in the greater Houston area. Strong schools, safe streets, a geographically advantageous location,
an increasingly diversified economy, and other factors contribute to the city's continued desirability.
Reflective of its proactive history of planning to support growth and investment, the development and
activation of Pearland 20/20 in its first years of implementation has achieved many successes and enabled
key local priorities to be incorporated under a coordinated framework of partners administered by the City
of Pearland and its economic development corporation. The midpoint of the initial Pearland 20/20 strategic
cycle has been a useful time to take a step back, assess the initial years of plan implementation, and adjust
the dynamics of the strategy to reflect current trends, challenges, and opportunities.
Quantitative and qualitative research conducted for this Mid -Course Update has confirmed that the nine
Pearland 20/20 strategies continue to reflect the city's priorities. Adjustments were proposed and approved
for certain action areas and tactics to ensure that Pearland 20/20 remains a representative blueprint for the
city's future strategic efforts. With the recent development of a new Comprehensive Plan, Parks and
Recreation Master Plan, and other strategic processes, this refreshed Pearland 20/20 report must be
implemented in coordination with the advancement of these other local frameworks. Continued success
will require the PEDC and its partners to remain focused on integration of Pearland 20/20 with all relevant
activities designed to maintain Pearland's standing as destination suburb in the Houston metro.
While public and private leaders do not agree on the specifics for certain of Pearland 20/20 action areas,
they are nevertheless united in the understanding that the city must continue to evolve and innovate in
order to be competitive for the top companies and talent in today's economy.
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APPENDIX A: OPERATIONS
The following pages offer proposed adjustments and enhancements to the operational management of
Pearland 20/20 to ensure that the initiative continues successfully. As opposed to the recommendations in
the bulk of this report, these suggestions focus on the administration and communication of the strategy
itself.
PARTNER AND VOLUNTEER ENGAGEMENT
The success of the Pearland 20/20 process ultimately depends on the level of engagement of
implementation partners and volunteer leadership. In order to ensure that its partner and volunteer base
remains engaged and energized, Pearland 20/20 should better communicate with volunteers about how
their work fits into the strategic "bigger picture."
Considerations:
✓ Assess opportunities to provide more frequent communications to Pearland 20/20 participants
without becoming burdensome. Options include an internal e -newsletter produced quarterly to
update all interested participants — including but also expanding beyond the Steering Committee —
on the latest implementation -related activities across all nine strategies; joint meetings between
different planning committees to hear presentations on the other's work; and an online, password -
protected portal for implementation partners and volunteers to access updates, reports, and
engage in electronic dialogue and information -sharing.
1 The Pearland 20/20 Steering Committee indicated a willingness to meet more frequently,
potentially four times a year, to hear implementation updates.
COMMUNICATION OF PEARLAND 20/20 PLAN
A key theme to emerge from public input was the need for awareness of Pearland 20/20 to be improved in
the community at Targe. The early stages of implementation have included plenty of successful
achievements; these success stories, in addition to the broader goals of the strategy, need to become more
embedded in the Pearland community mindset.
Potential actions:
✓ Pearland 20/20 communications will almost certainly be incorporated into the internal marketing
program in Strategy 9, but differentiated messaging would also be helpful. Options include an
annual or bi-annual insert in one or more local publications; a consistently updated social media
feed; a P20/20 logo displayed prominently on the PEDC, Chamber, and City websites linking to the
strategic website; an annual Pearland 20/20 Summit open to all residents to hear updates from
staff and volunteers on strategic implementation; and a Pearland 20/20 Annual Report detailing
progress on the plan and upcoming activities.
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✓ Leveraging implementation staff, partners, and volunteers to actively promote the strategy
through engagements with their colleagues and networks. A list of talking points or a Speaker's
Bureau presentation could be developed to support implementation participants in telling the
story of Pearland 20/20.
✓ Any enhanced Pearland 20/20 communication efforts should emphasize the metrics being used
to gauge the performance of the strategic implementation.
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Strategic Recommendations
APPENDIX B: EVENT CENTER ANALYSIS
The following examples of suburban events centers in major Texas metros is intended to provide context for
the City of Pearlond's efforts to develop a multi -use events center through the Pearland 20/20 process.
Allen Event Center, Allen. TX: Opened in 2009, the Allen Events Center is a multi -sport and entertainment
event space with a capacity of over 8,100. The Event Center is home to the Allen American (Canadian
Hockey League), the Allen Wranglers (Indoor Football League), and the Tom Thumb Texas Stampede (pro
rodeo).Numerous high-profile music acts and other traveling shows have been booked in Allen as opposed
to the region's highest population cities.
http://al leneventcenter.com/Index.aspx?NID =100
The $59.6 million facility was paid for by the City of Allen through voter approved bonds. In May 2009,
voters approved $119 in bonds required to build the Allen Event Center, as well as a performing arts center
and a district service center. The bonds were approved by 63 percent of voters. At the time, the bonds
raised the district's debt level to $490 million, and were funded by a 7 -cent property tax increase and
restructuring of some of the district's existing debt.
Source: http://www.dallasnews com/sports/high-schools/alien-news/headlines/20120825-state-of. art-
eagle-stadium-rises-from-recession.ece
Cedar Park Center, Cedar Park TX: The Cedar Park Center, which opened in 2009, is a multi-purpose
event venue with capacity up to 8,700 for concerts (configurations also accommodate hockey games and
theater style events). The Center is home to the Texas Stars and has hosted Cirque du Soleil, Disney on Ice,
and George Strait. The Center can also host seminars, banquets, and exhibition/trade shows.
http://www.cedarparkcenter.com/arena_info
The $55 million dollar Center was paid for primarily by the city via $43 million in voter -approved sales tax
money with the remaining $12 million being covered by Hicks Cedar Park, LLC. Multiple attempts to fund
the Center's construction via voter -approved bonds failed in the early 2000s, before the Cedar Park 4A
Board proposed funding the project with 4A bonds, which voters approved in November 2006. Funding for
the Center did not require any property tax increases. As part of the agreement, Hicks agreed to pay rent of
$2.5 million over 25 years, with the first five years being rent-free. Event proceeds were agreed to be split
evenly by the city and Hicks Cedar Park.
As part of the agreement between the City and Hicks, Hicks purchased 17 acres of land around the Center
with the intention to turn it into mixed-use development. In 2013, the Cedar Park City Council approved
economic incentives for the 17 -acre tract of land around the Center owned by Hicks. Under the agreement,
Hicks would receive 80 percent of property taxes and city sales taxes collected from development on the
land. The agreement would expire in 10 years of when Hicks Cedar Park received $2 million worth of
incentives.
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In 2014, the Northland Properties Corporation acquired the Cedar Park Center from Hicks, and formed the
Texas Stars LLP. to operate the Cedar Park Center under the long-term lease running through 2034.
Source: http://recenter.tamu edu/newstalk/newstalkSearch.asp?CID=41557
htto://www statesman.com/news/news/local/agreement-sets-stage-for-growth-near-cedar-park-ce/nZ2FS/
http://www.cedarparkcenter com/news/detail/northland-properties-corporation-completes-acauisition-of-
texas-stars-and-assumes-control-of-cedar-park-center
Cynthia Woods Mitchell Pavilion, The Woodlands, TX: Built in 1990, and renovated in 2008 after
damage sustained by Hurricane Ike, the Cynthia Woods Mitchell Pavilion is an amphitheater with 6,500
covered seats and a lawn with capacity for 10,000. The Pavilion is the Summer Home of the Houston
Symphony and Home Away from home of Houston Ballet. The facility has an affiliated nonprofit and is
governed by a volunteer board.
http://www.woodlandscenter.org/about.html
The $10 million pavilion was paid for by The Woodlands Corporation as a gift to the community. Local
philanthropists, George and Cynthia Mitchell, personally donated several millions of dollars to various
Houston -area arts organizations to help stage their productions at the Pavilion.
Source: http.//www.rgiwoodlands.com/history/1109;b20Galatas pdf
Curtis Cullwell Center, Garland, TX: Opened in
2005, the Curtis Cullwell Center is owned by the
Garland ISD It was built to host graduations while
also providing space for other community events.
The center has 190,000 square feet, can host 7,000
people, and has a lecture hall in addition to the
arena space and extra meeting rooms. The total
cost of the center was $31.5 million.
http://www.specialeventscenter.com/about_the_center/index.cfm
The Curtis Cullwell Center's construction was approved and financed by voters in a bond election in 2002.
Revenue bonds were the primary source of funding for the project.
Source: http//www educationdesignshowcase.cQm/view.esiml?pid= 37
Merrell Center, Katy, TX: Opened in 2005, the
Merrell Center offers 145,000 square feet for
events such as graduation ceremonies, banquets,
trade shows, conventions, sporting contests, and
concerts. Funded by a Tax Increment Reinvestment
Zone the Center is located adjacent to Katy ISD
facilities, but the bonds are not ISD debt. The debt
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is retired with property tax revenues from the Katy Mills Mall
http://www.merrellcenter.org/general-information/arena-history
The Merrell Center was funded via a Tax Increment Reinvestment Zone (TIRZ), devloped in partnership with
the City of Katy and the Katy Development Authority. Property taxes generated by the Katy Mills Mall, the
largest taxpayer in the Katy ISD, were used to pay for the Merrell Center and its operations. The bonds are
not Katy ISD bonds, but are issued by the City of Katy and the Katy Development Authority.
Source: http://www.merrellcenter.org/general-information/arena-history
Dr. Pepper Arena, Frisco, TX: The Dr. Pepper Arena is a multi-purpose sports and entertainment venue
that is home to the Texas Tornados (NAHL) and the Texas Legends (NBA Development League). The facility
can seat between 5,000 and 7,000 people and can accommodate 2,100 vehicles. The facility can host
concerts, family shows, graduation ceremonies, trade shows and many other live entertainment events.
http://www.drpepperarena.com/page/show/192432-about-dr-pepper-arena
The Dr. Pepper Arena is a city -owned property that cost $27 million to construct. The project was
supported via a public/private partnership where $20 million in bonds was covered by the public, and the
remaining $7 million was funded by Southwest Sports Group (SSG). The City of Frisco and SSG executed a
lease contract where SSG pays the City of Frisco an annual lease payment that funds a portion of the
annual debt retirement.
Source: httu//www.nlc org/documents/Influence",20Federal5;20Polrcyif olicy>02uommrtteesiLE-D/ced-
presentatron-frisco-tax-increment-financing-sept2010-odf.pdf
Mallet Event Center, Levelland, Texas: Opened in 2012, the Mallet Event Center & Arena has 155,000
square feet, including an air-conditioned arena, banquet hall, exhibit hall, and patio area. Funding for the
facility was provided by a 2009 bond referendum. The facility also has a horse barn that will be able to
accommodate up to 300 horses.
http://www.malleteventcenter.com/
The Mallet Event Center was funded entirely via a $15 million bond issue that was approved by the voters
of Hockley County in May 2009.
Source http //redraiders com/local-news/2010-07-10/hQckley-county-celebrate-start-building-
construction#.Vfr M5d1Y21
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IMPLEMENTATION ASSESSMENT
PEARLAND 20/20 MID -COURSE UPDATE
Submitted by Market Street Services, Inc.
www.marketstreetservices.com
August 28, 2015
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Mid -Course Implementation Assessment
TABLE OF CONTENTS
Overview 3
Quantitative Analysis 4
Summary of City of Pearland Benchmarking Report 4
Additional Data Metrics 6
Qualitative Analysis 15
Pearland 20/20 Strategy Updates 16
1.0 Design and implement an enhanced economic development marketing program 16
2.0 Implement Multiple, High -impact Mobility Projects 19
3.0 Optimize the Development Potential of Pearland's Principal Commercial Corridors 21
4.0 Make Pearland a More Competitive Recreation and Cultural Destination for Residents and
Visitors 22
5.0 Develop a Comprehensive Community Beautification Strategy 24
6.0 tmplement Plans to Develop the Lower Kirby Urban Center as Pearland's Most Intensive Mixed-
Use[mp|oyment,ResidendaLand[n,prtainmen,0sthct 25
7.0 Construct a Multi -Use Events Center in Pearland. 26
8.0 Advance Local Education and Workforce Development Pipelines in Pearland. 27
9.0 Develop an Internal Marketing Campaign to Increase Awareness and Promotion of Pearland
and its Assets. 28
Conclusion 30
Appendix: Online Survey 31
Mid-Course Implementation Assessment
OVERVIEW
In 2012, the Pearland Economic Development Corporation (PEDC) partnered with Market Street Services to
facilitate an eight-month long strategic planning process that culminated in the creation of Pearland
20/20, a comprehensive five-year vision strategy for the Pearland community. The strategic planning
process was led by a 23 -member Steering Committee of diverse public and private sector leaders who
invested themselves in the process with the intent to take Pearland to the next level of success Leveraging
comprehensive research, public input from hundreds of community members, and the guidance of top
community leaders, the Pearland 20/20 strategic vision plan identified nine high value strategies focused
on key elements of Pearland's competitive position, future opportunities, and top challenges
While the initial years of Pearland 20/20 implementation have been active, it is important that this positive
early momentum be sustained through the remaining years of the implementation process. If the Great
Recession taught us anything, it is that a community cannot rest on its laurels when it comes to community
and economic development. This is especially true in a region like greater Houston that is currently
experiencing a decline in its oil and gas sector, one of the key drivers of its recent success.
The purpose of the Pearland 20/20 Mid -Course Update is to allow the PEDC and its partners to take a
step back and reflect on the first two -plus years of implementation before shepherding the plan through
the final stages of its first cycle. The update is comprised of two principal reports. The Implementation
Assessment leverages quantitative and qualitative data to determine the strategic components that have
been advanced most effectively, those that have lagged or yet to be initiated, and some of the challenges
and opportunities related to the nine Pearland 20/20 strategies. The Assessment was informed by public
input involving over 100 local stakeholders from public, private, non-profit, and institutional sectors. The
Strategic Recommendations will leverage the findings of the Implementation Assessment and public
input components to determine any adjustments that need to be made to the Pearland 20/20 strategies for
the final years of its initial implementation cycle.
Ultimately, the Mid -Course Update will not result in a "new" strategy, but rather a fine tuning of the
existing nine strategic goal areas that comprise Pearland 20/20 to reflect the experience of implementation
to date as well as the city's current competitive realities and opportunities.
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QUANTITATIVE ANALYSIS
Ideally, economic and demographic performance trends would be assessed to provide perspective on the
early implementation progress of Pearland 20/20. However, because of the timing of the initiative's launch
and the typical lag of government reporting, current data that could speak to direct or indirect Pearland
20/20 impacts were not available. Market Street will instead summarize the results of a city -contracted data
study, the 2014 Benchmarking Report, and present a handful of additional indicators not included in the
Benchmarking report but germane to Pearland 20/20 strategies.
Ultimately, Market Street recommends that an assessment protocol be developed to track quantitative
metrics for a selected number of performance measurements so that investors and partners can be
apprised of Pearland 20/20 impacts, challenges, and opportunities. This process would be led by PEDC
and/or partnering organizations, and would provide an opportunity to keep public and private
stakeholders informed about the strategy and invested in its outcomes.
Summary of City of Pearland
Benchmarking Report
The aforementioned November 2014 Benchmarking Report was prepared for the City of Pearland that
compared Pearland's performance across a number of data indicators to that of several other cities in the
state of Texas and the United States. A total of nine comparison cities were selected for this report,
including the three cities (Franklin, TN, McKinney, TX, and Sugar Land, TX) included in the Pearland 20/20
report as benchmark communities. The selected cities and their respective metropolitan area are listed in
the following table.
Cit
Metro Area
Cary, NC
Franklin, TN
Frisco, TX
League City, TX
McKinney, TX
Olathe, KS
Plano, TX
Rancho Cucamonga, CA
Sugar Land, TX
Raleigh-Durham
Nashville
Dallas -Fort Worth
Houston
Dallas -Fort Worth
Kansas City
Dallas -Fort Worth
Riverside -San Bernardino
Houston
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KEY FINDINGS FROM THE BENCHMARKING REPORT
The following categories and findings summarize the components of the November 2014 Benchmarking
Report germane to Pearland 20/20 Certain indicators from the Report were not summarized because their
data years were the same as reported in the original Pearland 20/20 Competitive Assessment from 2012.
Land Use Indicators
• Pearland ranked last among the comparison cities in both developed city park acreage (175 acres)
and park acreage as a percentage of total city area (0.6 percent). Plano, TX ranked first in both
metrics, with 4,002 developed city park acres and 8.7 percent of the city area comprised by parks.
o It is worth noting that privately -owned and operated neighborhood parks and green
spaces in Pearland are not included in these rankings.
• Pearland ranked 7'h in FY2013-2014 in the total taxable value of real property per capita ($74,587).
Cary, NC ranked first with a per capita value of $157,118.
• Pearland's commercial/residential split in FY2013-2014 was 27.9 percent commercial/72.1 percent
residential. This breakdown was comparable to the other comparison communities.
Public Finances Indicators
• Pearland ranked sixth out of the comparison communities in budget expenditures per capita in
FY2013-2014 ($967). Frisco, TX ranked first with budget expenditures per capita totaling $1,362.
• Pearland had the second highest amount of debt outstanding per capita in FY2013-2014 ($3,289)
out of all the comparison communities. Frisco, TX had the highest amount at $4,531.
City Staff Capacity
• Pearland ranked fifth with a population to city staff position ratio of 137.8 to 1.
Real Estate Market Trends'
• Pearland's average rent per square foot for the office submarket ($26.41) was the highest of all the
benchmark communities.
• Pearland's office occupancy rate (89.2 percent) was the second highest of the benchmark
communities behind only Franklin, TN (95 percent).
• Pearland's office market inventory (9.7 million sq. ft.) was the fourth lowest of the benchmark
communities. Frisco, TX had the highest office market inventory at 37.9 million sq. ft.
• Pearland had the fourth highest average rent per square foot of applicable industrial submarket
($7.56). Cary, NC had the highest ($9.31) and Franklin, TN had the lowest ($4.56).
• Pearland had an industrial occupancy rate of 95 5 percent, which was the second highest of the
benchmark communities behind only Rancho Cucamonga, CA (97 percent).
Source used was CBRE 2Q 2014 Market Reports and PM Realty Group 2Q 2014 Office Market Report. The applicable CBRE
submarkets for Pearland were "South Main/South" for office and 'South" for industrial
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Mid -Course Implementation Assessment
Additional Data Metrics
While the Pearland Benchmarking Report provides a thorough quantitative assessment of how the city's
trends compare to peer communities, Market Street believed that additional research and analysis was
necessary to provide a more complete profile of data factors related to the Pearland 20/20 strategies. As
such, the following categories are intended to supplement the benchmarking data to create a more
comprehensive baseline of tracking measurements to serve as a potential foundation for future analysis.
The majority of the following data measures compare the city of Pearland against the nine cities previously
identified in the Benchmarking Report, in addition to the state of Texas and the United States. For local
public schools data, the Pearland Independent School District (ISD) is compared to the largest districts in
the other Texas cities in the Benchmarking Report; these include Plano ISD, McKinney ISD, Clear Creek ISD
(League City), Frisco ISD, and Fort Bend ISD. Because city of Pearland students attend schools in the Alvin
ISD, data for that district was also included in the K-12 research. Certain data for Pearland's Alvin ISD
schools were also broken out to differentiate the Pearland students' performance versus the full district.
TRANSPORTATION
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
COMMUTING TIMES, 2013
,C4-
Q\aco ¢ �c�eo \cceq re
�eaAo 4, `J`aF
r°
c�
Qa
�L A -+
O Asa
■ 0-14 ■ 15-29 •30-59 ■ 60+ — Mean Travel Time
Source: U S. Census Bureau, American Community Survey, 1 -Yr Estimates
1MARKETST
Page 6 - August 2015
-Is a.
eb
c`
J
35
30
25
- 15
10
5
20,,
`
Mid -Course Implementation Assessment
• In 2013, 62.8 percent of Pearland commuters took 30 minutes or longer to commute to work. This
percentage is well above the next most congested community, McKinney, TX, where 47.3 percent
of commuters took 30 minutes or longer to travel to work.
• In 2013, the mean travel time for commuters in Pearland was 31 minutes - the longest commute
time of all the comparison communities. League City, TX had the next longest mean travel time
(30.2 minutes), while Olathe, KS had the shortest mean travel time (21.1 minutes).
MODE OF TRANSPORTATION FOR COMMUTERS, 2013
Pearland, TX 7
Plano, TX
League City, TX
Frisco, TX mil
McKinney, D(
Rancho Cucamonga, CA
Cary, NC
Olathe, KS
Franklin, TN
Texas
United States
38.1%
•20%
•i3%
0.1%
i1.4%
,99%
03 7
80.3%
0 0%
7614%
0% 10% 20% 30% 40% S , 60% 70% 80% 90% 100%
• Drove Alone • Carpooled ~ Public Transportation • Walked • Other
Source: U.S. Census Bureau, American Community Survey, 1 -Yr Estimates
• In 2013, 88.1 percent of commuters in Pearland drove to work alone, which was the highest share
of all the comparison communities.
• The 7.3 percent of Pearland commuters who carpooled to work ranked 8th among the comparison
communities. Rancho Cucamonga, CA had the highest share at 14.6 percent and Plano, TX had the
lowest share at 5.9 percent.
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Mid -Course Implementation Assessment
• Pearland had the 3rd lowest percentage of commuters who reported traveling to work via public
transportation (0.5 percent). The United States (5.1 percent) had the highest share and Frisco, TX
had the lowest share.
• Pearland had the lowest percentage of commuters who walked to work in 2013 with just 0.21
percent of commuters using this mode. The United States (2.8 percent) had the highest share
among the comparison communities
• Pearland had the lowest percentage of commuters classify their mode of transportation as "Other"
at 3.9 percent. Frisco, TX had the highest percentage with 11.6 percent.
POVERTY
POVERTY RATE, TOTAL POPULATION, 2013
Pearland, TX
Plano, TX
League City, TX
Frisco, TX
McKinney, TX
Rancho Cucamonga, CA
Cary, NC
Olathe, KS
Franklin, TN
Texas
United States
8.2%
5.2%
4.5%
8.0%
8.1%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Source U S Census Bureau, American Community Survey, 1 -Yr Estimates
• In 2013, Pearland had a poverty rate of 4.6 percent - the second lowest of all the comparison
communities. Frisco, TX had the lowest poverty rate (4.5 percent), while the state of Texas (17.5
percent) had the highest poverty rate of all the comparison geographies.
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Page 8 — August 2015
Pearland, TX
Plano, TX
League City, TX
Frisco, TX
McKinney, TX
Rancho Cucamonga, CA
Cary, NC
Olathe, KS
Franklin, TN
Texas
United States
Mid -Course Implementation Assessment
POVERTY RATE, CHILDREN UNDER 18, 2013
14.9%
0%
5%
10%
15%
20%
Source: U.S. Census Bureau, American Community Survey, 1 -Yr Estimates
25% 30%
• In 2013, Pearland had a child poverty rate of 5.5 percent — the second lowest of the comparison
communities. Frisco, TX had the lowest child poverty rate (5 percent), while the state of Texas had
the highest child poverty rate (25 percent).
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K-12
Mid -Course Implementation Assessment
% OF STUDENTS ELIGIBLE FOR FREE OR REDUCED MEALS2, 2012 — 2015
Pearland ISD
Plano ISD
McKinney ISD
Clear Creek ISD
Frisco ISD
Fort Bend ISD
0% 5% 10% 15% 20% 25% 30% 35%
M 2012-2013 ■ 2013-2014 ■ 2014-2015
Source: Texas Education Agency
Note: Data for Clear Creek ISD unavailable for 2014-2015 school year
40% 45%
• In the 2014-2015 school year, 26.7 percent of students at Pearland ISD schools were eligible for
free or reduced meals. This was lower than all other comparison community school districts in
Texas for which data was available except for the Frisco ISD (11.0 percent).
2 This percentage should not be considered a proxy for the number of students in poverty, but is the best available indicator
reporting the percentage of students considered by the district to be lower income.
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Pearland ISD
Plano ISD
McKinney ISD
Clear Creek ISD
Frisco ISD
Fort Bend ISD
20—
Mid -Course Implementation Assessment
LONGITUDINAL GRADUATION RATE, 2011— 2013
70%
75%
80%
85%
2011 ■ 2012 ■ 2013
Source. Texas Education Agency
90%
95% 100%
• In the Pearland ISD, 96.4 percent of the graduating high school class of 2013 completed high
school within four years This four-year graduation rate was higher than all other comparison
community school districts in Texas except for the Frisco ISD (97.6 percent).
• The 3.2 percentage point increase in the four-year graduation rates of the class of 2011 and the
class of 2013 in Pearland was the largest increase of the other comparison community school
districts in Texas.
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Pearland ISD
Plano ISD
McKinney ISD
Clear Creek ISD
Frisco ISD
Fort Bend ISD
0.0%
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Mid -Course Implementation Assessment
LONGITUDINAL DROPOUT RATE, 2011— 2013
0.5% L0% 1.5% 2.0% 2.5% 3.0%
P . 2011 ■ 2012 ■ 2013
Source: Texas Education Agency
3.5% 4.0%
4.5% 5.0%
• In the Pearland ISD, 1.7 percent of students in the 2013 high school class dropped out of school
before completing their high school education. This dropout rate was tied with the Clear Creek ISD
as having the second highest rate among the comparison communities in Texas.
• The 0.6 percentage point improvement from 2011 to 2013 in the Pearland ISD's longitudinal
dropout rate topped all the other comparison community ISDs.
As was mentioned in the introduction to this section, it is also important to note that some schools in the
Alvin ISD are physically located in Pearland, and thus, warrant inclusion in the conversation about the
quality of Pearland area schools. The following four schools are located in Pearland, but are affiliated with
the Alvin ISD:
• Glenn York Elementary (grades EE — 5)
• Laura Ingalls Wilder School (grades PK — 5)
• Mary Burks Marek Elementary (grades EE — 5)
• Nolan Ryan Junior High (grades 6 — 8)
These four Pearland schools accounted for 19.4 percent of the total Alvin ISD's student population in the
2013-2014 school year.
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EDUCATIONAL DATA FOR PEARLAND SCHOOLS IN ALVIN ISD
Alvin ISD Schools
in Pearland, TX
Glenn York Elementary
Laura Ingalls Wilder School
Mary Burks Marek Elementary
Nolan Ryan Junior High
Alvin 1SD Average
Attendance Rate
(2012-2013)
97.8%
97 8%
97.9%
97 9%
96.1%
% Economically
Disadvantaged
(2013-2014)
298%
15.4%
15.4%
29.8%
50.5%
Total Operating
Expenditures per
Student
(2012-2013)
55,156
54,984
$4,683
54.876
S7,875
Source: Texas Education Agency
(% at Phase-in
Satisfactory Standard
or Above, All
Subjects. 2013-2014)
85%
91%
91%
86%
78%
Total Enrollment
(2013-2014)
819
892
925
1.180
19.667
These data show that the Pearland resident student population in the Alvin ISD perform at a higher level in
terms of passing rate than district students overall. The percentage of economically disadvantaged
students in the Pearland schools is also notably lower than the full district, where just over half of all
students are categorized as low-income. This would also explain why expenditures per student are higher
in the Alvin ISD than the four Pearland schools; campuses with high levels of poverty often qualify for
increased state and federal funding.
Although their schools have Manvel addresses, some Pearland students who live west of SH 288 also
attend classes at Dr. Red Duke Elementary, Don Jeter Elementary, and Rodeo Palms Junior High in the Alvin
ISD Still other Pearland students attend schools in the Houston, Pasadena, Fort Bend, and Clear Creek ISDs.
KEY FINDINGS
The Benchmarking Report and the additional supplemental data indicators reveal key trends that speak to
the competitive position of Pearland.
• The positive trends in the K-12 data indicators clearly separate Pearland from the rest of the
comparison communities in Texas. The 2011-2013 data trends for the Pearland ISD in both
longitudinal dropout rate and longitudinal high school graduation rate outperformed all the other
ISDs in the comparison communities.
• The most recent poverty rate data also shows Pearland outperforming all other comparison
communities, except for Frisco, TX, in terms of the fiscal welfare of its population.
• Commuting trend data paints a different picture for the Pearland community The most recent
data shows that commuters in the city of Pearland are more likely to drive individually to work,
while the amount of time commuters spend traveling to work also exceeds all of the comparison
communities.
Thus, while data included in the Benchmarking Report generally showed Pearland falling in the middle of
the pack in comparison to peer communities in terms of key economic, demographic, and civic trends, the
supplemental data provided by Market Street paint a brighter picture of a community that is excelling at
the critical criteria of public school performance and the fiscal wellbeing of residents.
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Mid -Course Implementation Assessment
The second half of this Implementation Assessment report will leverage qualitative information and
feedback to supplement the data analysis provided thus far. In terms of establishing an understanding of
the relative efficacy of initial Pearland 20/20 implementation, this qualitative data will be a much better
gauge of activity measures and stakeholder perceptions of strategic activation in the first two -plus years of
the program.
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Mid -Course Implementation Assessment
QUALITATIVE ANALYSIS
While data in the city -contracted November 2014 Benchmarking Report cited in the first section do not
provide perspective on current local conditions, a recent National Citizens Survey of Pearland residents
conducted by the National Research Center and International City/County Management Association (ICMA)
sheds light on more recent perspectives of Pearland area stakeholders. The following selected key findings
from the Pearland Citizens Survey provide context on residents' overall attitudes about the city and its
competitive position. More specifically, the attitudes are consistent with input conducted for the Pearland
20/20 Mid -Course Update process that showed stakeholders are happy with the current state of the city,
but have concerns about mobility and community attachment. The Survey found:
• A majority of residents (85 percent) rate the quality of life in Pearland as "good" or "excellent."
• Pearland residents rated aspects of the city's mobility much lower when compared to survey
respondents in other communities across the nation.
• The overall sense of community in Pearland was rated as "good" or "excellent" by 60 percent
of survey respondents.
Indeed, sentiments of Pearland's public and private leadership and key stakeholders are generally bullish
on the prospects of the city, especially with a spate of recent high-profile economic development
announcements featuring hundreds of new and relocated well -paying jobs. However, optimism is
dampened by some in the community who feel that Pearland's growth patterns continue to be
unsustainable, especially as the city's debt Toad prevents expenditures on non-core projects and services
and budget negotiations increasingly require city departments to pare spending to balance budgets and
allow elected officials to refrain from instituting tax increases.
As city government prioritizes a focus on nuts -and -bolts spending on transportation infrastructure and
core services like police, fire, and education, investments in quality of life amenities have taken a back seat,
especially without significant commitments of private -sector or philanthropic monies to supplement public
spending. A more aggressive focus on investments that enable Pearland to "catch up" to its skyrocketing
growth is worrisome to certain stakeholders who feel that Pearland must provide lifestyle amenities
consistent with other cities of its size. Thus, supporters of projects such as an events center and the
development of increased arts capacity are concerned that the city risks losing its status as a community of
choice if it cannot meet residents' expectations for quality of life and place enhancements.
Qualitative feedback like the sentiments noted above came in the form of implementation tracking reports
by the PEDC, news reports and other inputs, as well as one-on-one interviews with key Pearland leaders
and a number of constituency -specific focus groups. An online survey available to implementation partners
also contributed to the perspectives of Pearland 20/20 progress and is summarized in the Appendix of this
report.
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Mid -Course Implementation Assessment
Pearland 20/20 Strategy Updates
The following pages will take a strategy by strategy look at Pearland 20/20 implementation progress by
leveraging activity measures provided by the PEDC and other sources as well as the full breadth of
qualitative feedback gathered for the Mid -Term Update process. Ultimately, perspectives on continuing
challenges and opportunities to successful implementation, as well as new strategic options and
adjustments, will be incorporated into the Pearland 20/20 strategic recommendations report later in this
process
1.0 DESIGN AND IMPLEMENT AN ENHANCED ECONOMIC
DEVELOPMENT MARKETING PROGRAM
Efforts to market the economic development assets of the city of Pearland are ongoing, but numerous
economic development "wins" have occurred since the implementation of Pearland 20/20 that speak to the
effectiveness of PEDC's economic development outreach. PEDC has attracted numerous new employers to
Pearland and facilitated multiple expansion projects from existing employers since the implementation of
Pearland 20/20. Recent announcements of note include Keystone Engineering's new 45,000 square foot
office and manufacturing facility, Dover Energy's new 150,000 square foot manufacturing and operations
facility, Tool -Flo Manufacturing's new 50,000 square foot headquarters, training, and manufacturing facility,
and Mitsubishi Heavy Industries Compressor Corporation's new 180,000 square foot manufacturing and
service facility. Collectively, these projects represent hundreds of new jobs and tens of millions of dollars'
worth of new investments in Pearland's economy.
Both public and private leaders in Pearland believe that the city's economic development function is
performing well and cite the growth of diverse employment sectors as the most viable means to build the
local tax base, reduce residents' tax burdens, and avoid the need to increase tax levies in future budgets.
1.1 Ensure that relocation prospects are efficiently and effectively supported and managed.
• PEDC continues to work with prospects on potential relocations to Pearland. Recent projects include
Keystone Engineering's new facility on South Main, CapRock's expansion of their facility on South Main
and MHI's expansion of their initial project to include 85,000 SF of warehouse space.
• Many input respondents were pleased that the city did not have to provide significant incentives to
attract top employers, but rather relied on Pearland's competitive assets to secure new investments.
General consensus from respondents was that Pearland's regulatory policies and processes were not
deterrents to job creation from current or prospective employers.
1.2 Build a competitive portfolio of "shovel -ready" Pearland development sites.
• In August 2013, the PEDC initiated a study to evaluate a potential new development site; this process is
ongoing.
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Mid -Course Implementation Assessment
• Significant work was also done to improve the infrastructure in the Lower Kirby area, including
implementation of a regional detention facility. In fact, most input participants noted that Lower Kirby
continues to be the city's most viable destination for new employers
• A number of respondents felt that the proposed Ivy District from Beijing -based Modern Green
Development just west of SH 288 and south of Beltway 8 represents a dynamic opportunity for more
mixed use, Class -A office, lifestyle, and destination retail development.
1.3 Enhance efforts to attract key segments of the health care sector to Pearland.
• PEDC completed new print ads to highlight recent healthcare related projects in the community and is
looking at publications in which to purchase advertising for 2015 and beyond
• PEDC has sponsored and/or attended several events targeting the healthcare/life sciences sector,
including the Texas Life Sciences CEO summit, various BioHouston events and the Greater Houston
Partnership's State of the Medical Center.
• Numerous public input participants continue to emphasize Pearland's proximity to Texas Medical
Center (TMC) as perhaps its top economic development opportunity. Some suggested that Pearland
could be an attractive "back office" location for TMC entities looking for a lower-priced option to
Houston for medical IT and other sectors including research and medical manufacturing.
• Healthcare leaders responded positively to the potential for creating some type of sector committee
focused on healthcare issues and opportunities in Pearland.
1.4 Enhance efforts to attract key segments of the energy sector to Pearland.
• PEDC has completed new print ads to highlight recent energy related projects in the community and is
looking at publications in which to purchase advertising in 2015.
• PEDC has sponsored and/or attended several events targeting the energy sector including the
Petrochemical & Maritime Outlook Conference.
• Input participants were not overly concerned that the slowdown in Houston's energy sector will
strongly affect Pearland, as the majority of oil and gas employment is in Houston's I-10 corridor and
The Woodlands.
1.5 Conduct an assessment of Pearland's strategic opportunities related to Port of Freeport and
Panama Canal expansion.
• This assessment is scheduled for the second half of Pearland 20/20 implementation. However,
numerous public input respondents were still bullish on Pearland's opportunities related to the
Freeport expansion, especially as it relates to warehouse and distribution projects.
• One respondent said that, in addition to focusing north on Houston/Harris County, Pearland should try
to enhance its position as the "front door to Brazoria County."
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1.6 Build recruitment networks through attendance at high-value industry meetings and
conferences.
PEDC staff has attended industry conferences along with site selector and developer events such as
TEDC and Team Texas meetings.
PEDC staff also attended a GHP site selector familiarization tour in Houston in October 2014.
PEDC has secured sponsorships for upcoming events, such as the ULI 2015 Spring Meeting.
Input respondents feel that investments in external marketing continue to be high-value opportunities
for the PEDC.
1.7 Ensure Pearland's retail sector remains vibrant.
PEDC is working with developers on a grocery -anchored retail center at Barry Rose and Pearland
Parkway and a Costco on Business Center Drive.
PEDC staff met with CBL Properties in Dallas regarding the leasing of the Pearland Town Center.
• PEDC is also exploring the issuance of an RFP for a retail trade analysis of Pearland.
Corridor -focused revitalization and development along SH 35, FM 518/Broadway, and SH 288 will also
serve to enhance opportunities for retail development.
• Of concern to certain public and private stakeholders, the city of Pearland's restrictions on liquor sales,
which prevent restaurants and other establishments from selling alcohol unless 51 percent of their
revenue comes from food, were said to be an impediment to attracting and developing live
performance venues, high-end bars, and other establishments that could make the city more
competitive for young professionals.
1.8 Conduct an incentives review to optimize Pearland's tools to stimulate business investment.
• This review is slated for the second half of Pearland 20/20 implementation.
As noted previously, while challenges related to permitting come up often in discussions with
employers through Pearland's existing business program, the consensus belief of most private -sector
leaders is that the city's system is effective but simply has a large volume of pending requests.
1.9 Optimize a program to retain and expand existing Pearland employers.
• BizConnect, a partnership between the PEDC and Chamber of Commerce, conducts multiple tours and
retention visits. PEDC has recently updated its Agreement with the Chamber.
Stakeholders noted that BizConnect visits have largely been effective, with Chamber staff and
volunteers formalizing a process to advance employer concerns to applicable representatives in city
government. Principal issues reported by local businesses include the time required to secure building
permits, challenges related to transportation, as well as particular requests for certain restaurants and
other lifestyle amenities.
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Mid -Course Implementation Assessment
2.0 IMPLEMENT MULTIPLE, HIGH -IMPACT MOBILITY PROJECTS
As with any rapidly growing community, Pearland must confront concerns expressed by citizens over traffic
congestion and mobility in the city. The commuting data previously referenced in this report shows
Pearland trailing peer communities in data related to time spent traveling to work. The National Citizen
Survey report conducted for Pearland in 2015 also showed that several characteristics related to Pearland's
mobility were ranked lower by residents when compared to the national benchmark. Despite these trends,
Pearland has made notable progress on specific roadway improvement projects that collectively will help
to ease mobility concerns in Pearland. The city recently received over $80 million in federal/state funds for
various road expansion projects, with many of these having advanced to the design or construction phase.
There might also be a disconnect between stakeholder perceptions of the city's response to traffic
congestion and the actual efforts being made by Pearland officials to build more capacity. The fact is that
Pearland has prioritized investments in transportation infrastructure for years and has designed and
completed multiple high -impact projects, but the complicated, years -long process for seeing a project
from inception to construction is such that year-to-year progress is often hard to communicate or discern.
2.1 Continue planning, design, and construction of priority road and highway projects.
• Reconstruction of SH 35 has been completed.
• Construction has started on the Pearland Parkway extension project and the Bailey Road project is
scheduled for bid in late 2015
• Max Road and Fite Road are currently under design.
• The City has been meeting with TxDOT and Brazoria County to discuss the widening of the FM 518
overpass to eight lanes as part of the managed lane project.
• TxDOT has begun to design the reconstruction of FM 518/Broadway between SH 35 and SH 288.
• Additional funded future projects include McHard Road and Smith Ranch Road. A full list of
transportation infrastructure priorities for the second half of Pearland 20/20 implementation will be
noted in the Strategic Recommendations report.
• City officials have expressed frustration that the public is not fully aware of all the activity taking place
to enhance road and highway infrastructure. Elected officials have also reiterated that investing in new
capacity to improve local mobility is their number one strategic priority.
2.2 Advocate for the timely design and construction of the SH 288 park-and-ride facility in
Pearland.
• Though the regional transit authority approved an authorization to purchase land for a Brazoria Park
and Ride, Pearland officials felt that the city was bearing an undue fiscal burden for the project
compared to the benefit to be accrued by other regional communities and failed to approve the local
match for the land purchase. The property is currently being marketed for sale to all interested bidders.
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Md -Course Implementation Assessment
• While most local leaders feel the potential window to locate a park-and-ride facility in Pearland has
now closed, others hope that the issue remains active, citing the tremendous potential benefit to
Pearland due to the large presence of TMC workers in the city.
2.3 Continue efforts to secure long-term mass transit options for Pearland.
• Analysis of mass transit opportunities is slated for implementation in the second half of the Pearland
20/20 cycle.
• Public input respondents were lukewarm to the possibilities of funding intra -city mass transit in
Pearland, but many feel that the potential extension of light rail from Houston down to Lower Kirby
would be a boon for the city and create opportunities for mixed-use and transit -oriented development
in the district.
2.4 Support the construction of toll lanes on State Highway 288 between U.S. Highway 59 in
Harris County and State Highway 6 in Brazoria County.
• The construction of toll lanes on SH 288 from US 59 in Harris County to CR 58 in Brazoria County
continues to move forward. A construction contract has been conditionally awarded to the Blueridge
Transportation Group.
• Design of the $100 million Brazoria County phase is 95 percent complete with a T&R Investment Grade
Study being finalized. Local officials feel confident that the project will advance to construction in a
timely manner and provide great benefit to Pearland's residents and economy.
• The 10.3 mile, $800 million Harris County segment is also moving forward, with construction estimated
to begin in the first quarter of 2016 and the toll lanes opening to traffic by early 2019.
2.5 Work with the Houston -Galveston Area Council (HGAC) on regional transportation
solutions.
• The city of Pearland has secured funds for multiple regional transportation projects. Hughes Ranch
Road (CR403), Mykawa Road, and the SH288 northbound feeder projects will all be submitted to HGAC
for federal and state funding through the Transportation Improvement Plan (TIP) process.
• The city, Pearland Chamber and PEDC all supported Proposition 1, a voter -approved measure that
authorizes additional Texas transportation funding to be used for new construction and preservation
of the state highway system.
2.6 Better inform local residents about east -west mobility options in Pearland.
• This initiative is tentatively slated for implementation in the second half of the Pearland 20/20
implementation cycle. However, many stakeholders have questioned the continuing need for the
initiative and feel that Pearland drivers are becoming more aware of east -west mobility options as
construction progresses on principal east -west thoroughfares.
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3.0 OPTIMIZE THE DEVELOPMENT POTENTIAL OF PEARLAND'S
PRINCIPAL COMMERCIAL CORRIDORS
The Pearland 20/20 strategic planning process revealed that there is great potential for development along
Pearland's principal commercial corridors; this key strategy area has gained traction as work has been
completed on major corridor plans and key opportunities have been identified. The redevelopment
strategy that was developed for SH 35, Pearland's oldest major corridor, is an example of a tangible
accomplishment that was led by PEDC. The redevelopment strategy involves a number of phased projects
that will aim to transform this critical entry point into the city into a visually appealing corridor that invites
private investment.
Public input participants continue to demonstrate optimism regarding the potential for corridor
revitalization to not only identify and promote high-value commercial and industrial development sites, but
also explore opportunities for more urban, mixed-use project types.
3.1 Create a FM 518/Broadway master development plan.
• A contract was awarded for the creation of a master plan and work continues on its development.
• Lessons learned from the SH 35 plan have compelled the PEDC and consultants to focus on high-
priority segments of the corridor for initial planning rather than the full span originally conceived for
the project.
• Already, the consultant has begun to determine options to incorporate development opportunities for
the Old Townsite into SH 35 corridor planning.
3.2 Leverage recent road improvements to create a SH 35 redevelopment plan.
• Through its consultant, PEDC has completed the background and market analyses phases for the SH
35 Redevelopment Strategy and has held several steering committee meetings with representatives of
the corridor.
• Implementation of the Strategy will focus on leveraging recommendations to create opportunities for
economic diversification along the SH 35 corridor, commercial, retail, and industrial uses were
determined to be more viable than residential in terms of the roadways highest -and -best uses.
3.3 Realize efforts to establish a management district for SH 288.
• In 2013, a management district for SH 288 (PMMD2) was established to improve the appearance of the
corridor. A Board of Directors has been empaneled and on November 5, 2013, a maintenance and
operations tax of $0.10 per $100 in valuation was approved by voters in the District. The Board
adopted the 288 Master Plan at its June 4, 2014 meeting.
• Funding for the maintenance of the corridor and long-term improvements will be the primary
responsibility of the District via its taxing authority. PEDC and the City will be working with BCTRA on
the engineering and design of the long-term improvements that the District will ultimately maintain.
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• Opportunities to enhance the aesthetics of the SH 288 corridor are among the earliest "victories"
anticipated by local officials, with resources now available for this purpose. Many input participants feel
that the SH 288 management district holds great potential to be transformative for west Pearland.
3.4 Link OId Townsite revitalization to FM 518/Broadway and SH 35 redevelopment process.
• This component of Pearland 20/20 is largely being addressed through integration with the SH 35
redevelopment planning effort. With multiple master plans for the Old Townsite already completed,
officials feel that additional investment focused exclusively on the district is not appropriate.
• The majority of public and private leaders interviewed for the Pearland 20/20 update process feel that
a significant focus on Old Townsite redevelopment is not warranted. They feel that the assets of the
district - other than the former ACC building - are not dynamic enough to attract private dollars and
public investment is not feasible.
• With private development increasingly focused in west Pearland, stakeholders feel that a private
market simply does not exist for major investments in the Old Townsite, including any expenditures of
city money without a significant private partner. A handful of input respondents said that developing
the Old Townsite as a suburban downtown simply "isn't us," and is out of character with Pearland's
past, present, and future.
3.5 Evaluate the feasibility of establishing a Tax Increment Reinvestment Zone (TIRZ) for the
OId Townsite and key sections of the SH 35 and FM 518/Broadway corridors.
• Activation of this component has been slated for the second half of Pearland 20/20 implementation.
However (see 3.4), officials have noted that they do not feel that creation of an incentive tool to
stimulate Old Townsite investment is warranted at this time.
4.0 MAKE PEARLAND A MORE COMPETITIVE RECREATION AND
CULTURAL DESTINATION FOR RESIDENTS AND VISITORS
Pearland continues to evolve into a community that seeks to develop its own identity within and beyond
the Houston metro area. An important component of this growth process to many stakeholders involves
highlighting the quality of place amenities that make Pearland distinctive and making continuous
improvements to these amenities. Since the implementation of Pearland 20/20, local entities have sought
to secure investments in recreational and cultural assets that could enhance the attraction of visitors and
residents to the city. The newly formed Pearland Alliance for Arts and Culture and parks foundation are
examples of public and private leaders coming together in an attempt to improve the city's capacity in
these areas. While opinions vary among private sector leaders, elected officials in Pearland are largely
united in the belief that any arts and cultural enhancements will need to be driven by private sector
investment and not the expenditure of public monies.
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4.1 Ensure capital investment in funded park, recreation, and trail capacity continues as
scheduled.
• Construction on the Hickory Slough and Shadow Creek Ranch sports complexes are nearing
completion.
• The Centennial to Independence trail is currently under design.
• Firms have been selected to begin design of the Shadow Creek Ranch and Green Tee Terrace trail
projects. In addition, the City is requesting 2017 TIP funds for Clear Creek trail, which would run from
north of Riverstone Ranch to the UHCL-Pearland campus.
4.2 Identify strategies to accelerate implementation of Pearland's master plans for Parks and
Recreation and Trails.
• This action is slated to be addressed in the second phase of Pearland 20/20 implementation. However,
a Master Plan developed by the city's Parks and Recreation department is currently being finalized and
will be incorporated into the identification and advancement of Pearland 20/20 priorities in this
category.
• City officials are especially focused on completing projects funded by voters in 2007 before future
efforts are identified and advanced.
4.3 Pursue the potential development of a parks foundation in Pearland.
• The development of a parks foundation was pursued and accomplished in the first phase of Pearland
20/20 implementation.
• The Forever Parks Foundation has officially met, adopted by-laws and is currently working on an
agreement to present to the City Council to establish the relationship between the Foundation and the
City. They are also working on branding efforts, have reserved a website for future development, and
are discussing their first fundraiser and potential projects to support.
4.4 Develop a sports marketing program to attract youth and adult athletic tournaments to
Pearland.
• This action is slated to be addressed in the second phase of Pearland 20/20 implementation.
• A concern from officials in the tourism and hospitality industry is the need for additional hotel beds to
accommodate any increase in local sports tournaments. The development of more hotel and motel
product, however, was said to be contingent on additional issues such as the presence of an events or
conference center in Pearland.
4.5 Create, program, and staff a unified arts organization in Pearland.
• The development of an arts organization was pursued and accomplished in the first phase of Pearland
20/20 implementation. The organization follows in the footsteps of previous attempts to create a
formal association representing the arts in Pearland, many of which have been spearheaded by the
city's mayor, Tom Reid.
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• The Pearland Alliance for Arts and Culture has received its official "tax exempt" status by the IRS,
completed the development of its mission, vision, and strategy, developed a logo, launched the
PAA&C website, opened the PAA&C office, and expanded the Board of Directors for the organization
to five Directors, and expanded the Advisory Committee to 17 local artists. While volunteer staff was
temporarily employed, the Alliance is currently without full-time, dedicated administration. Many in the
community feel that the Alliance's impact will not be optimized until it is fully staffed.
• Arts advocates in Pearland had previously attempted to secure public money for the development of a
local arts strategy but were rejected by City Council. Most public officials interviewed by Market Street
for this Mid -Term Update process expressed cynicism that arts funding was a worthwhile public
investment, especially with so many pressing infrastructure and services needs and the proximity of
cultural amenities in the city of Houston. Officials said that arts capacity in Pearland will likely only be
enhanced through private and/or philanthropic donations.
5.0 DEVELOP A COMPREHENSIVE COMMUNITY BEAUTIFICATION
STRATEGY
A key concern of certain stakeholders in the Pearland 20/20 development process, the aesthetics of the city
emerged as a strategic priority. There has been notable movement on implementation of these activities,
including the all-important identification and commitment of resources to facilitate aesthetic
improvements and gateway enhancement. Even so, some in the community are still skeptical that
investments in community beautification are warranted, will have a real impact on local economic growth,
or are the purview of the PEDC. Others, however, note that investments in improving the look of Pearland
and better identifying its principal gateways will also foster greater awareness and attachment of
Pearlanders to their city, especially those residents who may not be aware they actually live within the city
boundaries.
5.1 Establish a city -led task force to coordinate elements of a beautification strategy.
• Recently, two major beautification efforts have been completed: the 288 Master Plan and Gateway
features. PEDC, Keep Pearland Beautiful (KPB), and the City continue working on plans to implement an
entry feature and landscaping on Cullen Road.
• PEDC has also coordinated efforts to implement landscaping on Pearland Parkway and Dixie Farm
Road.
• PEDC hopes to develop a comprehensive beatification strategy that outlines current priorities and
institutes a unified approach and standard for all future beautification efforts in Pearland.
5.2 Develop a funding and maintenance protocol for Pearland's landscaped roads and
corridors.
• The City and PEDC worked with Clark Condon and Associates to develop new specifications and
strategies for the maintenance of city rights-of-way and facilities. The public rights-of-way contract
awarded in Spring 2014 is based on these new standard specifications.
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• PEDC has also completed a list of recommended species that will serve as an amendment to the UDC.
• PEDC plans to continue working closely with KPB - which receives beautification grants from TxDOT -
to leverage funding on priority landscaping projects.
5.3 Develop iconic and visually appealing gateways to Pearland.
• The Gateway focus group completed a City Gateway plan in Summer 2014. The plan includes an
evaluation of existing conditions, results of multiple workshops, final design concept for an entryway
monument, recommended locations and cost estimates.
• PEDC hopes to begin construction of the first new gateway location on Cullen Road in the spring of
2015.
• PEDC has also entered into the design phase for gateway features on Pearland Parkway and Dixie Farm
Road.
5.4 Expand participation in city-wide clean-up efforts and events.
• This action is slated to be addressed in the second phase of Pearland 20/20 implementation.
5.5 Optimize the siting and replacement of power poles/lines in Pearland.
• The City and PEDC have had multiple meetings with Centerpoint to discuss this issue.
5.6 Continue evaluating the feasibility of establishing a city demolition program for distressed
properties.
• The City has established a SNAP (Safe Neighborhoods Around Pearland) team that evaluates
distressed properties.
6.0 IMPLEMENT PLANS TO DEVELOP THE LOWER KIRBY URBAN CENTER
AS PEARLAND'S MOST INTENSIVE MIXED-USE EMPLOYMENT,
RESIDENTIAL, AND ENTERTAINMENT DISTRICT
Much of the positive economic development momentum that Pearland has enjoyed since the
implementation of Pearland 20/20 can be tied to the Lower Kirby Urban Center (LKUC) and the investments
that have been made in this geographically important district. Tool -Flo Manufacturing and Mitsubishi
Heavy Industries Compressor Corporation are among the companies that have recently made significant
investments in the Lower Kirby area. These projects were made possible in part by public infrastructure
improvements that were made in the LKUC, which will also play an important role in driving future private
investment. The LKUC also represents a prime location for Pearland to develop walkable, mixed-use
developments that will be especially critical in supporting growth in the region's young professional
workforce. Some also see Lower Kirby as the most logical destination for some type of mass transit linkage
to greater Houston, either via light rail or some other mode.
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6.1 Implement the recommendations of the Lower Kirby Urban Center Master Plan and
Implementation Strategy.
• Key elements of regional detention in Lower Kirby were focused on utilizing the existing TxDOT
drainage ditch and the city's existing pond. In 2014, the city, the Lower Kirby management district, and
Brazoria County Drainage District No. 4 approved multiple agreements to implement regional
detention including a master drainage plan, interlocal agreements, and financing agreements.
• The preliminary engineering and phase I improvement design is underway.
• PEDC is still working with TxDOT to utilize their drainage ditch. MHI was the first developer to purchase
regional detention.
• The city, PEDC, and Lower Kirby management district are working on the reconstruction of Hooper
Road and extension of underground electricity on Kirby Drive.
6.2 Aggressively market the LKUC through all relevant channels.
• Marketing strategies for LKUC will be pursued in the second phase of Pearland 20/20 implementation.
6.3 Formalize and maintain a consistent identity for the LKUC.
• Branding and signage strategies for LKUC will be pursued in the second phase of Pearland 20/20
implementation.
6.4 Encourage the development of quality of life amenities in the LKUC.
• This action will be pursued in the second phase of Pearland 20/20 implementation.
7.0 CONSTRUCT A MULTI -USE EVENTS CENTER IN PEARLAND.
Without a Targe enough facility to even hold the graduation of its principal high school, Pearland has long
explored the potential to develop some type of event facility to accommodate not only public events but
also attract events such as concerts, theater, trade shows, conferences and association meetings, and other
activities. Despite investments in analysis of potential event center funding and construction, no action has
yet been taken to officially advance this initiative. Most stakeholders Market Street spoke to for this Mid -
Course Update process were in favor of some type of event/conference facility being developed in
Pearland. For some, the construction of this facility is key to the future growth of Pearland's tourism sector
and is also a lynchpin for expansion of the city's arts and cultural capacity. The principal differences of
opinion on event center development concern how to fund its design and construction. City officials largely
believe a center should be privately developed, while some in the business community feel that significant
public investments are warranted considering the potential benefit of such a center to Pearland's future
vitality.
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7.1 Build consensus for the development of the events center.
7.2 Create a master development plan for the events center.
7.3 Pursue funding, construction, and programming of the multi -use events center.
All components of Strategy 7.0 are slated to be pursued during the second half of Pearland 20/20
implementation.
• Elected officials interviewed by Market Street were nearly universally in agreement that an events or
conference center would have benefit for the city of Pearland, but should be funded primarily by the
private sector.
• The majority of business people participating in public input believed that the importance of an events
center was such that the city of Pearland should bear a larger funding burden for the facility than
preferred by elected leaders.
8.0 ADVANCE LOCAL EDUCATION AND WORKFORCE DEVELOPMENT
PIPELINES IN PEARLAND.
The quality of the Pearland community's workforce is a key determining factor that contributes to the
community's overall economic competitiveness. While Pearland boasts competitive independent school
districts and a growing higher education presence through UHCL's Pearland campus, it will be imperative in
coming years to integrate these educational assets and develop a seamless education and training pipeline
that can satisfy the community's labor needs for years to come. Notable progress has already been made in
developing Pearland's workforce development capabilities since the implementation of Pearland 20/20.
The newly opened Tumer College and Career High School is a distinctive asset that provides high school
students the option of earning college credits or training for employment in their career field of choice. The
construction of Turner has also allowed Alvin Community College to provide a physical presence in
Pearland despite the fact that most of the city is not in its taxing district.
On the whole, however, efforts to enhance education and training in Pearland have occurred outside the
context of Pearland 20/20. Existing meetings between education and training administrators as well as
volunteers on the Pearland Chamber's education committee have largely advanced independently of work
being done to implement the 20/20 strategy.
8.1 Develop a strategic plan to better support and coordinate education and workforce training
in Pearland.
• Pursuit of this action item is slated for the second half of Pearland 20/20 implementation.
8.2 Foster and manage partnerships to formalize career pathways in Pearland-area schools.
• Pursuit of this action item is slated for the second half of Pearland 20/20 implementation.
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Business leaders and representatives from the education and training communities cited the
development of Turner College and Career High School as the signature achievement related to
career -focused education in Pearland and one that can be further leveraged. This is especially true with
the addition of an Alvin Community College presence at Turner.
• Private sector and education leaders also expressed support for the creation of some type of business -
training council that would provide a formal, regularly scheduled opportunity for the discussion of
career training and skills development needs in Pearland.
8.3 Support the development of new and expanded educational facilities in Pearland.
• Construction has started on the new Shadow Creek High School, with the campus scheduled to open
in Fall 2016.
• UHCL will be requesting funding in the 2015 legislative session for a 60,000 square foot Health
Sciences building at the UHCL Pearland campus.
9.0 DEVELOP AN INTERNAL MARKETING CAMPAIGN TO INCREASE
AWARENESS AND PROMOTION OF PEARLAND AND ITS ASSETS.
The Pearland 20/20 strategic planning process revealed that there are certain divisions among citizens in
Pearland - often based on residency in the eastern or western parts of the city - that contribute to a belief
that the greater Pearland community lacks a common identity. Pearland's elected officials and department
staff also struggle to engage residents in a meaningful way and often feel like they are governing in a
vacuum. Whether or not the improved engagement of Pearland citizens in their community should be the
focus of tangible investment and programmatic capacity is open for debate among local leaders. Many feel
that all viable strategies to enhance connectivity between residents and their city have been exhausted with
little meaningful impact. Others feel that the nature of Pearland's growth and geography do not lend
themselves to building lasting identity or attachment with the city, especially in west Pearland where
children attend Alvin ISD schools.
However, as the looming need to potentially increase taxes and the possibility of another bond election to
finance multiple infrastructure projects become more likely, some city officials worry that building support
for these initiatives will be difficult using existing outreach tools. Thus, the need for an internal marketing
campaign remains viable for many respondents participating in Mid -Course Update public input.
9.1 Establish consensus on the parameters of an internal marketing campaign.
9.2 Develop and launch the internal marketing campaign.
9.3 Establish an ongoing communications program to ensure campaign's sustainability.
9.4 Hold an annual public event celebrating Pearland and its progress.
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• All activities related to Strategy 9.0 are slated for pursuit in the second phase of Pearland 20/20
implementation.
• Opinions of public input participants were mixed about the need for and potential of an internal
marketing and engagement plan. While many acknowledged that a lack of resident identification with
Pearland was a detriment to the advancement of certain initiatives and policies, others noted that the
city has been able to grow and progress effectively even without pervasive public engagement.
• Public officials said that effectively engaging Pearland residents in the business of city government has
been and continues to be very difficult despite multiple attempts to leverage new and traditional
technologies to reach a broad base of Pearland stakeholders. Some wondered if improved
engagement of residents was even possible given the city's growth rate, divergent growth patterns
and demographic bases between east and west Pearland, and the fact that some city residents have
children in Alvin community schools.
• Other input respondents said that the PEDC was not the right organization to develop and oversee
internal marketing efforts and should stick to its core competencies of economic development and job
creation.
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CONCLUSION
With over two years of Pearland 20/20 implementation completed, there has been much progress on many
of the key recommendations in the strategy. Economic development, mobility, corridor planning, Lower
Kirby development, and beautification/gateway efforts have been the most prominent implementation
successes and advancements. Implementation of projects related to arts and culture, education and
training, an events center, Old Townsite revitalization, and others are slated for the second half of the
Pearland 20/20 cycle. It is an accepted reality of plan implementation that not all activities can be initiated
and advanced in the first years of strategic activation and Pearland is no exception. The choices made by
the PEDC, its implementation partners, and the Pearland 20/20 Implementation Committee in terms of the
first phase of strategic activation were largely supported by public input stakeholders contributing to the
qualitative feedback for this Implementation Assessment
However, differences of opinion certainly emerged among Pearland stakeholders, especially as they
concern investment in "non-core" infrastructure and amenities contributing to the enhancement of the
city's quality of life and quality of place. Many elected officials and business leaders believe that the need
to continue "catching up" with Pearland's growth through the development of additional transportation
capacity and other infrastructure as well as maintaining high levels of public safety are the city's clear
priorities, especially as finances grow tighter under a high debt load and continued operational needs for
existing facilities and assets. While the prospects of a future tax increase were said to be possible, most
leaders would like to see existing departmental budgets fully optimized before any increases in tax rates
are proposed.
Still others in city government feel that Pearland's development patterns and housing stock itself are not
sustainable. They advocate for a review of the city's development guidelines and other regulations that
have enabled a certain type of housing product to proliferate in Pearland, namely a stock of entry-level and
mid -priced single-family detached houses that do not contribute enough to the tax base to support the
new infrastructure and services needed to accommodate them. Some estimates point to a net loss of tens
of thousands of dollars for every new mid -priced home constructed in Pearland. Increasing minimum lot
sizes for parcels platted for new housing development is one of the ideas floated to address this disparity.
Despite differences in opinion on Pearland's strategic priorities, however, the results of the city's citizen
surveys and the feedback provided for this Mid -Course Update reinforce the positive opinions and
sentiments Pearlanders have for their city and its future.
In addition to leveraging the implementation perspectives identified and noted in this Assessment, the
forthcoming Strategic Recommendations report will incorporate feedback on potential new and adjusted
Pearland strategic priorities as well as any operational changes proposed by key volunteers and
implementation partner staff to make the ongoing activation of Pearland 20/20 as effective as possible.
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APPENDIX: ONLINE SURVEY
An online survey was developed for those individuals who expressed previous involvement with the
implementation of one or more of the Pearland 20/20 strategic goal areas. The survey link was distributed
to a list of local stakeholders determined to have at least some level of awareness of Pearland 20/20
implementation activities. The survey was open for roughly six weeks and elicited 46 responses.
Question 1: Please choose the selection that best describes your affiliation for the Pearland 20/20
process:
• Government sector
■ Education & training sector
Private sector
• Non-profit sector
■ Local citizen
Question 2: Are you familiar with activities that have taken place to implement one or more of the
strategies listed below that were included in the Pearland 20/20 Strategic Plan?
1) Economic Development Marketing 6) Lower Kirby
2) Mobility 7) Multi -Use Event Center
3) Corridors 8) Education/Workforce
4) Recreation & Culture 9) Internal Marketing
5) Beautification
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■ Yes, 1 am familiar with the
implementation of one ore more
of these strategies
■ No, I am not familiar with the
implementation of any of these
strategic areas
Question 3: Please select all the strategies you are familiar with (select all that apply):
Mobilia,
Corridors
Recreation & Culture
Beautification
Lower Kirby
Multi -Use Event Center
Education/Workforce
Internal Marketing
11P- 1111111111 11111
11
13
0
11
14
11
19
19
5 10 15 20 25
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Question 4: What do you consider to be the TOP SUCCESSES of implementation from your
perspective? Please provide comments for the strategies you are most familiar with.
1) Economic Development Marketing.
• Pearland has attracted key employers to the cii
• Building brand awareness for healthcare and sciences companies
• We are attracting more industries to Pearland
• Recruiting companies, particularly healthcare
• Community Impact Newsletter
• Attracting clean high technology employers ireuding medical
• Landing several good employers.
• New business coming to the area
• New companies opening
• Increase to the business tax base
• Wonderful coverage, I would like to see more Dcial media
• Great job in recruiting new businesses to Pear-nd
2) Mobility:
• Magnolia, Bailey Road, Cullen, McHard
• More roads either opening or are being planr_d
• Highway 288 expansion
• SH288, McHard funding
• Expanding McHard and other roadways
• Pearland Parkway, Bailey Road, McHard Road end Smith Ranch
• More east west routes
• 288, 518, opening other roads will help with L-ffic; I would like to see a transit mobility program
3) Corridors:
• Good Progress - 288 plan implementation is -oving along well
• More access to important areas
• Plans for the development of corridors
• Beautification strategy for SH 288
• 288 Corridors and Beautification
• SH 35 and Olde Town Site
• 288 Management District
• Beautification of corridors - I would like to se Old Townsite developed.
• Work on the SH 288 corridor is crucial
4) Recreation & Culture:
• More parks
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• New sports parks being built
• Hickory Slough, Centennial to Independence trail, BMX track, Pearland Alliance for Arts & Culture
• Nice parks
5) Beautification:
• Guidelines being formulated will be beneficial
• Beautifying entrances
• Not done yet but the monuments will be a nice touch
• SH 35 and Cullen Parkway, Pearland Parkway
• Planned new entries into Pearland
• Creation of management district on west side of 288
• Planned entryway monuments and cleanup of 288 corridor
• Continued efforts
• Gateways and entrance beautification
• We must work on the major entry points to Pearland
6) Lower Kirby
• Successful recruitment of businesses
• Attraction of major employers
• Spectrum Road and Kirby Drive Development
• Road widening, upgraded lighting
• More industries looking at the area, working with Pearland EDC
• Several new developments and implementation of the initial phases of the regional detention plan.
• New business
• This continues to be developed - great job
7) Multi -Use Event Center
• No progress evident
• Not on the horizon yet
• Ongoing efforts for this
This would greatly benefit the schools - and needs to continue to be discussed
• We need to take a serious look at this. There will be no more land at some point
8) Education/Workforce
• Turner High School/Remington College/UHCL Pearland
• UHCL and Tumer are huge successes.
• School district growing
• Continue need in area for better trained workforce
• Working together with all partners helps advance the educational outcomes sought
• We will always need a skilled workforce, professional, blue collar etc.
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• Good relationship with Alvin Community College and UHCL
9) Internal Marketing
• Not aware of any progress
Question 5: What were the BIGGEST CHALLENGES of implementation from your perspective? Please
provide comments for the strategies you are most familiar with.
1) Economic Development Marketing:
• Funding
• Attracting businesses that promote entertainment and culture
• Strong competition
2) Mobility:
• Coordination with TX DOT and METRO
• Educating Pearland on the options for travel through Pearland
• Cannot bike through town and businesses are not required to add bike racks
• The city should look into participating in making the existing corridors more efficient with signal
timing improvements, right tum additions at intersections and continued maintenance of
landscaping the inhibits sight distances at intersections.
• Finances and acquiring land
• Working with multiple government jurisdictions
• Working with TxDOT
• Visitors and residents getting around internally throughout Pearland.
• Eminent domain is sometimes needed and can be litigious
• Funding
3) Corridors:
• Still need more east to west roadways
• Highway 35 - leverage resources and revitalize Old Townsite
• Funding
4) Recreation & Culture
• No theatre, nothing to draw someone from Houston
• Dedicated space for arts and culture
• Funding
5) Beautification
• Excited to see what will happen with the 288 efforts
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6) Lower Kirby
• Lack of any interest in mixed use development as envisioned in the Lower Kirby Plan
• Multi -use "urban" projects in suburban markets can be slow to establish density
• Working with TxDOT
7) Multi -Use Event Center
• Coming to consensus on EVERYTHING for the event center
• Finding the funding
• Finances
• Nothing on the horizon
• Still not the growth to support a venue yet. Unless the City goes out for a bond election to support
this it's not profitable at this time
• Funding
• It is a very expensive project - though worthwhile
• Funding
• Land, funds to develop and to manage. We need to collaborate with a developer
8) Education/Workforce
• The education community needs more information on how it can help you
• Communicating to new and existing businesses the educational/workforce opportunities that exist
in Pearland.
• I think that we need to be aware of the multiple school districts in Pearland and not just focus
these efforts on PISD.
• We need to continue to offer unique opportunity for innovative education and training with our
community educators. We need to focus on continued educations program dedicated to
developing top-notch skilled labor force to increase recruitment, development and retention in
our city.
Question 6: Is there anything you think could be improved about the administration, coordination, or
communications of the Pearland 20/20 process?
• The Plan needs to be shared better with citizens, residents, and staff. Need better alignment of
individual department's goals with those of 20/20 plan.
• No
• Put progress of plan in community newsletter
• In a period that happens to be inundated with surveys and master plans, I'm not sure the gravity
of the plan/process is being realized.
• Increase the interaction with local secondary partners
• No, outreach seems appropriate and well -coordinated through multiple channels
• No
• I would try and put more about it in the local paper and the community newsletters.
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• Seems well-managed to me
• No. They do a good job communicating progress.
• I think it's been very well done.
• An annual update of the 20/20 plan via media
• No...Greatjob with the P20/20 process!
Question 7: Is there anything that could be done by the Pearland Economic Development Corporation
or its implementation partners to improve the Pearland 20/20 volunteer experience?
• The volunteers are treated very well. The volunteers need to go back to their agencies/
organizations and share the vision.
• No
• Stronger partnerships with local public agencies to find funding for the proposed/needed
improvements. (Grants, matching funds, etc.)
• Communication outreach with local residents and businesses. I don't think there are many aware
of this program other than the key leaders. I think we need to get a more significant community
involvement and buy in.
• No
• No, PEDC does a great job
• We are moving forward. I would like to see more community awareness and possibly
implementing branding that Pearland is the Mini -Medical Center which gives us a major edge in
increasing our market.
• No. Great job!
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Question 8: Please assess the ongoing validity of the Pearland 20/20 core strategies.
1) Economic Development Marketing 20.0%
2) Mobility
3) Corridors
4) Recreation & Leisure
5) Beautification
6) Lower Kirby _■
11111111116
20.0%
13.0%
27.3%
111111111111111111111111
7) Multi -Use Events Center
8) Education/Workforce
9) Internal Marketing
30.4%
36.4%
11111.1111111.1111t16%
13.6%
13.6%
M=1.111111111111111111111
143%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
■1(not valid) •2 ■3 .4 .5 .6 .7 ■8 •9 ■10(fullyvalid)
Question 9: What do you foresee as the biggest challenge(s) to achieving success with the Pearland
20/20 strategic effort(s)?
• Lack of funding, consensus on prioritization, educating Council, staff, and citizens
• Awareness to both new and existing businesses
• A lot of transient folks that don't intend to stay in Pearland
• Ongoing funding
• Funding
• Quality development in Lower Kirby and mobility and connectivity from east to west side of town
• Long-term commitment of funding for major projects such as events center, alignment between
property owners and public sector for beautification and higher development standards
• Financial issues are the biggest challenges. I think we would like to see all strategies are valid, but
the problem is paying for them.
• Priorities are out of sync. We need to address issues that the citizens want FIRST, and then worry
about others outside our city!
• Funding
• Mobility for all
• Wonder how the multi -use event center will be justified; there is a glut of well-established
competition in the region. Also, does Pearland have the bandwidth to attack and manage 9
priorities?
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Mid -Course Implementation Assessment
• Funding
• City and PEDC efforts to ensure the plan does not just sit on a shelf
• Personnel, time and funds
• Too rapid growing pains. Consensus on Council to pathway forward.
Question 10: What do you think are Pearland's top strategic priorities for the coming 2-3 years?
• Quality of life issues - reinvestment in older areas and infrastructure maintenance. Maintaining the
competitive edge by responding to the needs of current residents and attracting quality
development.
• Mobility and multi -use events center
• As always, anything relating to transportation. Possibly the attraction of more recreational/nightlife
type venues.
• Mobility, Lower Kirby, Education, Recreation/Leisure. Attracting new business with large employee
bases.
• Embracing the new development, new people, and new businesses and realizing a new ever-
changing identity and reality of a growing City is a challenge.
• Increasing east/west corridors and size of 518 to improve traffic flow; ensuring that the addition of
multiple apartments won't increase the amount of crime
• Mobility; attraction; infrastructure
• Mobility and education
• Mobility and connectivity, quality in all commercial (existing and future) and development of a
well-rounded quality community (business, leisure and recreational)
• 1. Identify a major biotech employer to retain talent driving to TMC daily. 2. Establish a formal bio-
tech brand to capture that market. 3. Position Pearland as a high-value cost advantage to markets
like Sugarland and The Woodlands
• Mobility
• Defining industries that are best fit for Pearland's continued growth
• East -west corridors and parks/recreation/arts/greenspace/trails and connectivity. Again all for us
first, then others will come.
• We need to attract business by showing we have the infrastructure to support the headquarters
for large corporations. We need an events center and the traffic congestion on the west side of
town must be dealt with.
• Econ Dev, mobility/traffic.
• 1. Getting TxDOT to move forward with the widening of FM518 between SH288 and Cullen. 2.
Higher quality/value residential that has sustainable value. 3. Revenues inadequate to meet all
needs.
• Attracting tax paying businesses; beautifying the town to engender pride and attraction; creating
mobility avenues to handle traffic.
• Mobility / infrastructure maintenance / public safety
• Corridors, Lower Kirby, mobility, beautification
• Mobility and business recruitment
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20.,
Mid -Course Implementation Assessment
Question 11: Do you have any final comments about the Pearland 20/20 process?
• The process was a great one, good involvement from stake holders.
• I thought the education/workforce committee had a great discussion about the capabilities of our
educational system within Pearland.
• I think we are all putting forth a great effort to achieve these goals!
• Good use of community feedback.
• Do NOT waste our sales tax funds on things that were approved many years back. Are we going to
change and revamp things every time we get a new BOD or ED? That is a waste of our funds!
Focus on what WE need, NOT what others want! The 20/20 vision has been done before and those
thoughts are the same now, so why did we waste funds to do it again? 1 am begging you to do the
things we NEED as PEARLAND CITIZENS FIRST and then address others outside our community.
• I think the multi -use event center should be a higher priority.
• Pearland is a wonderful community, and well-run community that still has a small town closeness.
Whatever we do, please preserve that.
• Well done so far!
• Keep up the great work! I am looking forward to the continual growth and progress of Pearland.
• No...Greatjob!
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