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Strategic Workforce Advocacy Team (swat)

 
Strategic Workforce Advocacy Team 
(SWAT) 
As presented by 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
History of Strategic Workforce Advocacy Team 
 
Three local chamber member industries met with Chamber representatives, City officials, 
and the Pearland Economic Development Corporation to discuss issues impeding 
expansion projects. SWAT, Strategic Workforce Advocacy Team, an Ad Hoc team, was 
created to formulate a strategy to combat future communication breakdowns in 
expansion projects.  
 
SWAT undertakes issues of inconsistencies, interpretations, and timing which ultimately 
costs all of us dollars. SWAT “listens” to issues from business and industry and “acts” to 
create better processes and procedures to minimize undesirable events from recurring.  
 
SWAT Members include members from the City of Pearland, Pearland Economic 
Development Corporation, and three Chamber businesses. This proactive group was 
able to open new avenues of communication and find alternative ways to approach 
most issues. Collaborative efforts by the City, the Economic Development Corporation 
and the Chamber have allowed business to move forward in Pearland. 
 
Meetings 
 
The SWAT meets quarterly on a regular basis and immediately if necessary to move on a 
“crisis” situation. 
 
Presentations 
 
SWAT members have made presentations (See City Presentation tab) to the City Council 
with excellent results. As a result of the teamwork between the entities involved 
progress has been made to amend the Unified Development Code to correct 
inconsistencies. For a list of codes amended see UDC Change tab. 
 
Member and Community Education 
 
SWAT has been presented to the membership in several forms. Short educational pieces 
have been inserted into the newsletter (See Newsletter tab), the resource guide (See 
Resource Guide tab) and an area magazine donated space for information (See 
Magazine tab). Calls received at the Chamber with issues regarding business expansion 
in Pearland are directed to the President who in turn calls on the team members to 
guide the agitated business through the process with the City. 
 
 
Page 1
 
 
 
 
 
 
 
Presentation to City 
Page 2
Pearland Chamber of Commerce
Page 3
City of Pearland’s Core Beliefs
The City of Pearland is the innovative leader for 
delivery of quality service.
Responsive
Trust Builders
Results Oriented
Accountable
Page 4
Chamber’s Mission Statement
As the voice of business, create and promote an 
environment for trade and commerce through 
strategic partnerships and advocacy to enhance 
the economic growth for members and 
community. 
Page 5
BUSINESS ADVOCATE
The Pearland Chamber of Commerce, the voice 
of business and the largest pro‐business 
advocacy organization in the Pearland area.
Page 6
Chamber’s Core Beliefs
To exceed the service expectations of members
To achieve profit goals
To provide stability and growth for employees
To build goodwill and better friendships with 
members, volunteers and strategic partners
To create vision for trade and commerce
To advocate for the advancement of robust 
commerce
Page 7
What is SWAT?
A partnership between City Staff and Chamber 
delegates providing a safe communication avenue for 
businesses to be heard without fearing repercussions.  
Experienced business people assisting businesses with 
retention and expansion needs
A liaison for business
SWAT works to revise UDC code 
requirements to become business
friendly guide lines 
Page 8
What it Takes to Run a Business
Time is money
Time impacts employees of business and industry
One interpretation can effect employees pay checks
For small business, money is tight and extra costs 
affect the owner and employees
Miscommunication, no communication and timing 
issues costs money
Both parties must respect
each other’s processes
Page 9
TIME = MONEY 
COMMUNICATION = MONEY
Delay of processing costs $$$$$$’s 
Delays create lost revenues and production
Speed to market and windows of opportunity are  
lost with costly delays. 
Each additional issue that pops up after initial pre‐
development creates more cost to business
Bad or unfair press can prevent new businesses 
from coming to Pearland.
Unfair treatment or the lack of response can cause 
businesses to give up and LEAVE.
Page 10
Suggestions For 
Pre‐Development Check List
Think of the pre‐development process as if it was your business
Invite SWAT members to mentor other businesses 
Request the applicant to give staff and overview and type of 
business, number of employees, etc.
Familiarize staff or make a personal visit to the property for 
existing businesses
Are the decision makers at the table
City Department Heads
Business Owner
Scope of project:
Retail – New/Existing
Industrial – New/Existing
Communicate the difference. . . Residential, Retail, or 
Industrial
Page 11
Observations
Send pre‐development notes on a timely basis 
Be consistent with interpretations from one 
inspector to another whether outsourced or not.
RETURN PHONE CALLS IN 24 HOURS or less
Better explanation of a Plat versus a Survey or other 
requirements that are difficult for a layman to 
understand 
Empower staff to make common sense decisions 
regarding “grey” areas instead of deferring to 
department heads, P&Z, or ZBA where possible 
Page 12
Observations Continued
The need exists for a UDC code specific to       
industrial and manufacturing
Exercise Internal and External 
Communication
Obtain software to manage the permitting 
process with transparent controls
Practice transparency, follow a program that 
allows businesses to check the status of their 
permit number to determine where it is in the 
system.
Page 13
 
 
 
 
 
 
 
Unified Development Code 
Changes 
Page 14
Changes Made to the Unified Development Code

Exterior standards for facades located on local streets

Clarification of expansions related to the triggers

Accessory building – amendment to figures

M-1 and M-2 regulations – modify general requirements regarding transparency,
landscaping, outdoor storage

Platting for commercial/Industrial

Authority of Planning & Zoning to vary requirements of chapter 3

Clarification regarding CUPs

Extension of time for Cluster Development

ZBA’s authority to vary requirements

Posting for special exceptions

Flags for advertising business logo

Allow alternative fences in lieu of masonry fence for detention in front yard

Add BP 288 to facade table

Size of accessory building




*All page numbers refer to page in the Unified Development Code
Page 15
 
 
 
 
 
 
 
Information Sheet 
Page 16
Strategic Workforce Advocacy Team
A partnership between City Staff and Chamber
delegates providing a safe communication avenue
for businesses to be heard.
Mission: Assisting Pearland business with re-
tention and expansion acting as the voice of
business and the largest pro-business advocacy
organization in the Pearland area
Resource: Experienced business people assist-
ing businesses with retention and expansion and a
liaison for business
Information: www.pearlandchamber.com
Three local chamber member
S
Team Members
industries met with Chamber
representatives, City officials, City of Pearland
WAT
and the Pearland Economic Mike Hodge
Development Corporation to Lata Krishnarao
discuss issues impeding their
expansion
projects.
SWAT, 281-652-1635
Strategic Workforce Advocacy
Team, an Ad Hoc team, was Frontier Forklifts and Service Co.
created to formulate a strategy
to combat future communica-
Russ Wilkins

tion breakdowns in expansion 281-482-4500
projects. SWAT undertakes issues
of inconsistencies, interpretations, Gartner Coatings
and timing which ultimately cost’s
all of us dollars. SWAT “listens” to George Gartner

issues from business and industry
Gartner Coatings
281-997-3500
and “act” to create better processes
George Gartner
and procedures to minimize unde-
sirable events from re-occurring.
Keller Williams-Commercial Division
Gary Bucek


SWAT -
SWAT Members from the City of 281-670-1841
A group of individuals Pearland, from Pearland Economic
Development Corporation, and
Russ Wilkins, Frontier Forklifts; Pearland Chamber of Commerce
working together
George Gartner, III; Gartner Coatings; Carol R. Artz, CEO/President
to make business in Brad Somers, Dynamic Lighting were
able to open new avenues of com-
281-485-3634
Pearland better...
munication and alternatives to get
results on most issues. Collabora-
ShawCor Pipe Protection
tive efforts by the City on road and
utility upgrade progress in unison Travis Whitehurst
with a Chamber business mem-
281-485-8321
bers’ expansion project will allow
Pearland business to expand.
Page 17

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