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Approved and Submitted by INCOG Economic Development District to US Department of Commerce Economic Development Administration Comprehensive Economic Development Strategy (CEDS) 2008 INCOG-EDD Economic Development Plan TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................... i METHODOLOGY FOR INTEGRATING STATE AND REGIONAL ECONOMIC PRIORITIES ........ iii I. REGIONAL ECONOMIC DEVELOPMENT BACKGROUND: ANALYSIS OF PROBLEMS AND OPPORTUNITIES ................................................................ I-1 A. General Description of the Region ............................................................................................. I-1 B. Economic Profile and Forecast .................................................................................................. I-7 C. Targeted Industry Clusters ........................................................................................................ I-8 D. Regional Infrastructure .............................................................................................................. I-8 E. Geographic and Environmental Issues ...................................................................................... I-9 F. Analysis of Economic Development Problems and Opportunities ............................................ I-10 II. KEY CEDS GOALS AND OBJECTIVES .................................................................................. II-1 III. COMMUNITY AND PRIVATE SECTOR PARTICIPATION .................................................... III-1 IV. STRATEGIC PROJECTS, PROGRAMS AND ACTIVITIES .................................................. IV-1 V. ACTION PLAN ......................................................................................................................... V-1 A. Regional Vitality ........................................................................................................................ V-1 B. Regional Infrastructure Investments ......................................................................................... V-2 C. Workforce Development and Talent Attraction ......................................................................... V-3 D. Quality Jobs .............................................................................................................................. V-4 E. Targeted Industry Clusters ........................................................................................................ V-6 F. Innovation Economy ................................................................................................................. V-7 VI. APPROACH/PERFORMANCE MEASURES ......................................................................... VI-1 VII. ORGANIZATION AND MANAGEMENT .............................................................................. VII-1 A. District’s Organization ............................................................................................................. VII-1 B. Board of Directors ................................................................................................................... VII-1 C. New CEDS Strategy Committee ............................................................................................. VII-2 D. Program/Project Coordination ................................................................................................ VII-4 E. Participating CEDS Member Governments ............................................................................. VII-6 APPENDICES Appendix 1. Creek County Letter of Concurrence ......................................................................... A-1 Appendix 2. Oklahoma Department of Commerce Letter of Concurrence .................................... A-2 Appendix 3. Agreement Creating the INCOG Economic Development District (INCOG-EDD) .... A-3 Appendix 4. INCOG-EDD Bylaws ................................................................................................ A-4 Appendix 5. INCOG-EDD Regional Map ...................................................................................... A-5 EXECUTIVE SUMMARY Comprehensive Economic Development Strategy (CEDS) for Tulsa, Creek and Osage Counties in the INCOG Region INCOG is submitting this Comprehensive Economic Development Strategy (CEDS) in an effort to establish a regional economic development framework for three counties in the INCOG area, Tulsa, Creek and Osage. The CEDS serves as a current description of regional economic and workforce development activity and status, so as to appropriately identify opportunities to use local, state and federal funds to meet current and emerging regional economic growth needs. In 2006, INCOG submitted an initial CEDS document to the EDA Austin Regional Office and requested designation as an Economic Development District but later withdrew that request in order to more fully comply with new requirements for Planning Organizations and CEDS documentation. Creek County was also added to the list of counties requesting designation as a new Economic Development District. The new, three county, INCOG Economic Development District (INCOG EDD) has been created in compliance with the laws and regulations of the U.S. Department of Commerce, Economic Development Administration and organized under the Interlocal Cooperation Act (Title 74-Oklahoma Statutes) to promote economic development in Creek, Osage and Tulsa counties in northeast Oklahoma. The Interlocal Agreement creating the INCOG EDD established an EDD Board which understands that the district's economic development process involves all concerned parties in the district. The INCOG EDD Board of Directors is principally composed of public officials and includes minorities, business people, and representatives of community-based organizations from the region. A CEDS Strategy Committee was also formed as a permanent committee of the EDD Board and the CEDS Strategy Committee has adopted a program/project coordination process in which local governments, authorities and/or agencies will initiate the development and implementation of EDA-funded projects, with the INCOG staff (EDD District) serving as facilitator. Job creation and new investment will be the primary aim of these projects and activities. Owing to the diversity of the region, which ranges from highly urbanized to rural areas, there will be a broad range of projects for which EDA support is appropriate, including: • Technical assistance grants to support EDA fundable feasibility or engineering studies; and • Infrastructure grants to support projects that have a direct impact on job creation. In general, an EDA-funded project will characteristically address a significant Regional need or enhance the Region’s competitive advantage, represent the best use of limited resources, have positive economic, environmental and social impacts, and it will be located in or impact an eligible redevelopment area. i This CEDS Update was developed during the third and fourth quarters of 2007 by the INCOG Economic Development staff under the direction of the INCOG EDD Board and the CEDS Strategy Committee. Principal components represented in this CEDS document include: • Regional Economic Development Background with an Analysis of Problems and Opportunities • CEDS Goals and Objectives • Community and Private Sector Participation • Strategic Projects • Action Plan • Approach/ performance Measures • Organization and Management After preliminary work was completed by the CEDS Strategy Committee, the INCOG EDD Board of Directors adopted the CEDS report on the 14th day of February, 2008 and authorized it’s submittal to the EDA Regional Office in Austin, Texas. ii METHODOLOGY FOR INTEGRATING STATE AND REGIONAL ECONOMIC PRIORITIES The following state/local strategic planning efforts and initiatives were analyzed for the development of the INCOG EDD Comprehensive Economic Development Strategy (CEDS) 1. Strategic Plan, Governor's Council for Workforce and Economic Development 2. Workforce Tulsa’s Strategic Plan, Workforce Tulsa 3. Labor Market Assessment of Northeast Oklahoma, Wadley Donovan Group, Inc., September 10, 2002 4. Tulsa Area Labor Force Study, September 2007, Oklahoma Department of Commerce 5. Vision 2025, September, 2003, Tulsa County 6. Regional Economic Development Leadership Summit, December 2003, Tulsa Metro Chamber 7. Tulsa’s Future, Tulsa Metro Chamber 8. City of Tulsa Economic Development Strategic Plan, February 2006, City of Tulsa 9. Step up Tulsa! Fall 2006, Tulsa Community Foundation 10. Destination 2030 Long Range Transportation Plan, INCOG 11. 2008-2011 Transportation Improvement Program, INCOG 12. ODOT 8-Year Construction Work Plan, ODOT The INCOG EDD Board and staff annually reviews state and local planning initiatives for consistency with the region’s Comprehensive Economic Development Strategy in the areas of economic and social development. Integration with State Programs and Regional/Local Planning Initiatives The role of INCOG as an Economic Development District (EDD) is to provide assistance to local governments and economic development agencies in securing Economic Development Administration (EDA) funding. The INCOG staff will work to ensure that viable economic development projects are identified for funding for EDA and also look to other potential funding agencies and programs. It is recognized that other economic development agencies and staffs within local government have extensive experience and well trained staff who secure funding packages for viable projects. The INCOG EDD Board and staff will work closely with these agencies and local governments to ensure effective coordination. Integration with State Planning The INCOG EDD Board and staff are involved in many efforts which coordinate regional issues within the state of Oklahoma or within the region. These include: the Oklahoma Association of Regional Councils (OARC) which meets monthly; the Indian Nations Council of Governments (INCOG) which meets monthly; and with strategic planning initiatives such as Step Up Tulsa. The INCOG EDD Board and staff seek to form a stronger relationship with Workforce Tulsa and Workforce Oklahoma; with the region’s iii iv comprehensive higher education institutions; with the region’s community colleges and technical schools; and with skills development initiatives with the K-12 education system. Transportation is one of the key regional issues with the INCOG EDD. Development of a balanced system of existing road network and developing future transportation corridors for movement of goods and people requires ongoing coordination with the Oklahoma Department of Transportation (ODOT, the INCOG Transportation Planning staff and with local governments. SECTION I: REGIONAL ECONOMIC DEVELOPMENT BACKGROUND: ANALYSIS OF PROBLEMS AND OPPORTUNITIES A. General Description and History of the Region The CEDS project area encompasses Tulsa, Creek, and Osage Counties in the State of Oklahoma. The area reflects urban, suburban and rural characteristics and contains numerous cities/towns of varying size and economic/social diversity. The three counties are at the heart of a larger economic region represented by the designated Tulsa Metropolitan Statistical Area (historically five counties and most recently designated in 2003 by the Office of Management and Budget (OMB) as seven counties). Beyond the MSA, Tulsa has a labor draw that comes primarily from 10 counties that contain a population of over one million residents. The area is also home to three major American Indian Tribes including the Osage, the Cherokee and the Muscogee Creek Nations. With an area of 587 square miles, Tulsa County is largely urbanized and has 10 cities/towns within its borders: Bixby, Broken Arrow, Collinsville, Glenpool, Jenks, Owasso, Sand Springs, Skiatook, Sperry and Tulsa. To the south and west of Tulsa County is Creek County which encompasses 970 square miles of primarily rural land. The largest community within Creek County is the City of Sapulpa which also includes land area within Tulsa County. Other communities that can be found in Creek County are Bristow, Depew, Drumright, Kellyville, Kiefer, Lawrence Creek, Mannford, Mounds, Oilton, Shamrock, Slick and Stroud. Osage County has a huge, basically rural, geographic area of 2,304 square miles with a relatively small population centered in smaller cities and towns represented by Avant, Barnsdall, Burbank, Fairfax, Foraker, Grainola, Hominy, Pawhuska, Shidler and Wynona. The number of persons per square mile is 19.7. The City of Sand Springs, the Town of Skiatook and the City of Tulsa all include land area in both Tulsa and Osage Counties. Osage County is home to the historic Osage Indian Reservation. The setting is high plains, rolling hills, rich farm and cattle lands and the Nations largest preserve of Tall Grass Prairie. Demographic Trend Comparison Report Creek County Osage County Tulsa County Percent Change from 2006 to 2011: Population 1.9% 1.40% 1.20% Household 1.8% 1.20% -0.60% Median Age 1.2% 3.00% 1.80% Owner Occupied Housing 1.4% 0.90% -1.10% Renter Occupied Housing 3.0% 2.50% 0.30% I-1 Percent Change from 1990 to 2000: Population 10.6% 6.70% 11.90% Household 12.5% 8.00% 12.00% Median Age 7.9% 9.50% 5.30% Owner Occupied Housing 13.1% 10.80% 14.00% Renter Occupied Housing 10.5% -2.20% 9.00% 2006 Demographics: Total Population 69,320 45,410 570,953 Total Households 25,509 16,652 230,123 Female Population 35,244 22,292 290,626 % Female 50.8% 49.1% 50.9% Male Population 34,076 23,118 280,327 % Male 49.2% 50.9% 49.1% Age Age 0 - 4 6.2% 5.00% 7.90% Age 5 - 14 13.3% 12.40% 13.90% Age 15 - 19 7.3% 7.40% 6.70% Age 20 - 24 7.3% 7.60% 6.80% Age 25 - 34 11.6% 11.50% 13.60% Age 35 - 44 13.1% 13.20% 14.10% Age 45 - 54 14.7% 16.00% 14.40% Age 55 - 64 12.0% 12.60% 10.50% Age 65 - 74 8.2% 8.00% 6.30% Age 75 - 84 4.8% 4.60% 4.30% Age 85 + 1.6% 1.70% 1.60% Median Age 38.6 40.1 35.8 Housing Units Total Housing Units 29,300 19,798 259,215 Owner Occupied Housing Units 67.7% 67.60% 54.50% Renter Occupied Housing Units 19.4% 16.50% 34.30% Vacant Housing Units 12.9% 15.90% 11.20% Race and Ethnicity American Indian, Eskimo, Aleut Population 8.9% 14.10% 5.20% Asian 0.3% 0.30% 1.90% Black Population 2.5% 10.00% 10.10% Hawaiian or Pacific Islander Population 0.0% 0.00% 0.10% Multi-Race Population 6.5% 8.50% 5.60% Other Population 0.8% 0.80% 3.30% White Population 81.0% 66.30% 73.90% I-2 Hispanic Ethnicity 2.4% 2.30% 8.90% Not of Hispanic Ethnicity 97.6% 97.70% 91.10% Household Income $ 0 - $ 14,999 18.42% 17.58% 14.10% $ 15,000 - $24,999 13.82% 13.84% 12.83% $ 25,000 - $34,999 14.5% 13.59% 13.06% $ 35,000 - $49,999 17.68% 17.56% 16.19% $ 50,000 - $74,999 19.21% 18.40% 18.87% $ 75,000 - $99,999 8.89% 9.81% 10.67% $100,000 - $124,999 3.83% 4.89% 6.09% $125,000 - $149,999 1.32% 2.00% 2.91% $150,000 - $200,000 0.91% 1.30% 2.27% $200,000 to $249,999 0.27% 0.33% 0.81% $250,000 + 1.15% 0.69% 2.19% Average Household Income $47,064 $49,224 $57,496 Median Household Income $37,166 $38,867 $43,481 Per Capita Income $17,804 $18,690 $23,780 Creek County Osage County Tulsa County 2011 Demographics: Total Population 70,671 46,040 577,976 Total Households 25,961 16,857 228,498 Female Population 35,837 22,457 291,498 % Female 50.7% 48.8% 50.4% Male Population 34,834 23,583 286,478 % Male 49.3% 51.2% 49.6% Age Age 0 - 4 6.3% 4.80% 7.90% Age 5 - 14 12.3% 10.80% 14.30% Age 15 - 19 6.9% 6.70% 6.50% Age 20 - 24 7.2% 7.40% 6.40% Age 25 - 34 13.0% 13.70% 12.90% Age 35 - 44 11.3% 11.10% 13.10% Age 45 - 54 14.1% 15.20% 13.90% Age 55 - 64 12.9% 14.20% 11.90% Age 65 - 74 8.8% 9.10% 6.80% Age 75 - 84 5.4% 5.20% 4.30% Age 85 + 1.9% 2.00% 1.90% Median Age 39.1 41.3 36.4 I-3 Housing Units Trend Total Housing Units 30,374 20,594 270,963 Owner Occupied Housing Units 66.2% 65.6% 51.6% Renter Occupied Housing Units 19.2% 16.3% 32.9% Vacant Housing Units 14.5% 18.2% 15.6% Race and Ethnicity American Indian, Eskimo, Aleut Population 8.8% 13.9% 5.2% Asian 0.4% 0.4% 2.1% Black Population 2.4% 9.3% 9.4% Hawaiian or Pacific Islander Population 0.0% 0.1% 0.1% Multi-Race Population 7.1% 9.5% 6.1% Other Population 1.4% 1.4% 4.2% White Population 79.9% 65.6% 72.9% Hispanic Ethnicity 2.4% 2.3% 8.9% Not of Hispanic Ethnicity 97.6% 97.7% 91.1% Household Income $ 0 - $ 14,999 17.19% 16.36% 12.91% $ 15,000 to $ 24,999 13.38% 13.06% 11.78% $ 25,000 to $ 34,999 13.92% 13.42% 12.78% $ 35,000 to $49,999 17.21% 15.60% 14.68% $ 50,000 to $74,999 18.61% 18.48% 18.53% $ 75,000 to $ 99,999 10.09% 11.18% 11.87% $100,000 to $124,999 4.77% 5.86% 6.78% $125,000 to $149,999 1.97% 2.85% 3.96% $150,000 to $199,999 1.29% 1.96% 3.15% $200,000 to $249,999 0.35% 0.46% 1.06% $250,000+ 1.21% 0.76% 2.50% Average Household Income $50,379 $52,921 $63,745 Median Household Income $39,967 $42,313 $47,862 Per Capita Income $18,974 $20,061 $25,851 Creek County Osage County Tulsa County 2000 Census Demographics: Total Population 67,367 44,437 563,299 Total Households 25,289 16,617 226,892 Female Population 34,373 21,986 290,069 I-4 % Female 51.0% 49.50% 51.50% Male Population 32,994 22,451 273,230 % Male 48.9% 50.50% 48.50% Age Age 0 - 4 6.8% 6.20% 7.40% Age 5 - 14 15.6% 15.20% 14.60% Age 15 - 19 7.8% 7.60% 7.20% Age 20 - 24 5.1% 5.00% 7.10% Age 25 - 34 12.0% 11.10% 14.70% Age 35 - 44 15.3% 16.40% 15.70% Age 45 - 54 14.1% 14.90% 13.40% Age 55 - 64 10.4% 10.60% 8.10% Age 65 - 74 7.2% 7.50% 6.20% Age 75 - 84 4.2% 4.10% 4.20% Age 85 + 1.4% 1.40% 1.40% Median Age 36.9 38.2 34.4 Housing Units Trend Total Housing Units 27,986 18,826 243,953 Owner Occupied Housing Units 70.5% 71.20% 57.50% Renter Occupied Housing Units 19.9% 17.10% 35.60% Vacant Housing Units 9.6% 11.70% 7.00% Race and Ethnicity American Indian, Eskimo, Aleut 9.1% 14.40% 5.20% Asian, and Hawaiian or other Pacific Islander 0.3% 0.30% 1.70% Black 2.6% 10.80% 10.90% White 82.3% 67.00% 75.00% Other 0.6% 0.60% 2.80% Hispanic Ethnicity 1.9% 2.10% 6.00% Not of Hispanic Ethnicity 98.1% 97.90% 94.00% Household Income $ 0 - $9,999 12.0% 11.40% 9.20% $ 10,000 - $14,999 8.6% 8.30% 7.20% $ 15,000 - $24,999 14.9% 15.80% 14.90% $ 25,000 - $34,999 16.9% 15.00% 14.40% $ 35,000 - $49,999 18.0% 18.50% 17.20% $ 50,000 - $74,999 17.6% 17.30% 18.30% $ 75,000 - $99,999 7.1% 7.80% 9.00% $100,000 - $124,999 2.2% 3.10% 4.20% $125,000 - $149,999 0.8% 1.30% 1.90% $150,000 - $199,999 0.8% 0.60% 1.70% $200,000 or More 0.9% 0.80% 2.00% I-5 Average Household Income $42,407 $44,603 $51,754 Median Household Income $33,168 $34,617 $38,391 Per Capita Income $16,191 $16,679 $20,846 Creek County Osage County Tulsa County 1990 Demographics: Total Population 60,915 41,645 503,346 Total Households 22,470 15,384 202,536 Female Population 31,306 20,936 260,938 % Female 51.2% 50.30% 51.80% Male Population 29,609 20,709 242,408 % Male 48.6% 49.70% 48.20% Age: Total Population 60,915 41,645 503,346 Age 0 - 4 7.3% 7.00% 7.70% Age 5 - 14 15.9% 16.10% 14.50% Age 15 - 19 7.7% 7.20% 6.70% Age 20 - 24 5.8% 5.10% 7.30% Age 25 - 34 14.6% 14.90% 18.10% Age 35 - 44 15.0% 15.30% 15.70% Age 45 - 54 11.6% 11.40% 10.10% Age 55 - 64 9.1% 9.40% 8.40% Age 65 - 74 7.2% 7.90% 6.80% Age 75 - 84 4.4% 4.50% 3.60% Age 85 + 1.4% 1.30% 1.20% Median Age 34.2 34.9 32.7 Housing Units Trend Total Housing Units 25,143 18,197 227,833 Owner Occupied Housing Units 69.4% 66.50% 54.00% Renter Occupied Housing Units 20.0% 18.10% 34.90% Vacant Housing Units 10.6% 15.50% 11.10% Race and Ethnicity American Indian, Eskimo, Aleut 8.42% 14.80% 5.10% Asian 0.23% 0.20% 1.20% Black 3.15% 10.10% 9.90% White 87.9% 74.40% 83.00% Other 0.34% 0.50% 0.90% Hispanic Ethnicity 1.08% 1.60% 2.40% Not of Hispanic Ethnicity 98.9% 98.40% 97.60% I-6 Household Income Less than $5,000 8.42% 8.57% 6.43% $5,000 to $9,999 12.24% 12.69% 9.79% $10,000 to $14,999 10.67% 10.64% 9.86% $15,000 to $24,999 20.89% 18.49% 19.51% $25,000 to $34,999 18.59% 18.15% 16.44% $35,000 to $49,999 15.45% 15.24% 16.91% $50,000 to $74,999 9.93% 11.95% 13.18% $75,000 to $99,999 2.61% 3.20% 3.89% $100,000 to $149,999 0.79% 0.60% 2.31% $150,000 or More 0.40% 0.44% 1.65% Average Household Income $28,567 $28,910 $36,167 Median Household Income $23,795 $24,781 $27,241 Per Capita Income $10,608 $11,020 $14,672 Current year data is for the year 2005, 5 year projected data is for the year 2010. More About Our Data. Demographic data © 2005 by Experian/Applied Geographic Solutions. Traffic Count data © 2005 by GDT. All rights reserved. © 2006. DemographicsNow.com is brought to you by SRC, LLC. SRC, DemographicsNow.com and the SRC and DemographicsNow.com logos are trademarks of SRC, LLC. All rights reserved. Privacy Statement | License Agreement Several factors contribute to INCOG’s CEDS area economic status. These factors include the location and diversity of population groupings within the area; human resources and employment trends; land use patterns; the location and utilization and/or protection of natural resources; the production levels of key industry groups, existing infrastructure inventory and capacity; transportation facilities; and financial resources. These factors and many others have been examined by the professional staff of INCOG along with the Tulsa Metro Chamber in several reports and publications. Most of this information is maintained and updated as part of ongoing program activities. This built in continuity of research and analysis provides a clear picture of the area's economy as well as implications for the future. B. Historical Economic Perspective of Tulsa Area According to the Tulsa Preservation Commission Website the area surrounding Tulsa, once known as Indian Territory, was originally established to accommodate the relocation of tribes such as the Creeks, Seminoles, Cherokees, Quapaws, Senecas, and Shawnees. These Native American tribes moved into the region after the passage of the Indian Removal Act (1830), when they were forced to surrender their lands east of the Mississippi to the Federal Government in exchange for land in Indian Territory. Each of the larger tribes was given extensive land holdings, individual governments were formed, and tribal members began new lives as farmers, trappers, and ranchers. In 1882, the St. Louis and San Francisco Railroad extended its line to Tulsa to serve the cattle business, the city’s first industry. Ranchers and settlers, including Indians and whites, living within a one-hundred mile radius had been using Tulsa as a central trading point since the end of the Civil War. A stock yard, with I-7 cattle-loading pens and chutes, was built near the tracks, and cattle were driven from the Chickasaw Nation and Seminole country to Tulsa for shipment. Other early urban industries also grew with Tulsa and the surrounding region. Zinc and lead mines were located all around Tulsa. Coal mining operations, which reached a peak in the 1920s and continued until 1955, were concentrated in the area around Dawson. The Dawson coal seam, running from the Arkansas River northeast to the Bird Creek valley, was mined extensively. Both strip mining and shaft mining techniques were employed to exploit the seam. Tulsa changed from a cow-town to a boomtown with the discovery of oil in 1901 at Red Fork, a small community southwest of Tulsa. In 1904, Tulsans constructed a bridge across the river, allowing oil field workers, supplies, food and equipment to cross the river, reaffirming Tulsa’s position as the center of the oil field. In 1905, the Glenn Pool oil field was discovered. This strike created such a large supply of crude oil that it forced the development storage tanks for the excess oil and gas and, later, pipe lines. It also laid the foundation for Tulsa to become a leader in many businesses related to oil and gas, in addition to being the physical center of the growing petroleum industry. Eventually, Glenn Pool established Oklahoma as one of the leading petroleum producing regions in the United States. Many early oil companies chose Tulsa for their home base. When a second surge of oil discoveries occurred between 1915 and 1930, the city was well-established as the “Oil Capital of the Nation.” The regional economy was only slightly affected by World War I, and the 1920s were a period of extensive growth. By the early 1920s, aviation had become an important part of the city’s economy. In 1919, the Curtis-Southwest Airplane Company was formed and, in August of that same year, they flew the nation’s first commercial interstate air freight shipment. By 1928, a municipal airport had been built and the Spartan Aircraft Company had been established. Despite the economic crash of 1929, Tulsa continued to hold the title of “Oil Capital of the World.” By the late 1930s industries including agricultural processing, textiles, and glass production had located in the Tulsa area region. Oil, however, continued to be the number one industry, with forty-four oil companies and 614 oil company offices located in Tulsa. When World War II broke out, the regional oil industries, which had been in decline since the early 1930s, were converted to defense purposes. Aviation and the adaptability of oil-related industries to war industries made Tulsa the perfect location for defense plants. Many of the plants, tooled for fabrication of close-tolerance oil equipment, easily adapted to war materials production. Items such as propeller spinners, bombsight parts, winches used on landing crafts, bulldozers and trucks, 80 mm gun barrels, and all types of ammunition and weapons were manufactured in the city. After the war, many of these same plants converted to peace time industries. These included a trailer home manufacturer and a factory to rebuild surplus military vehicles for construction and petroleum applications. The construction industry continued to boom after World War II. Redevelopment of the Tulsa region began in the early 1950s. The growth of Tulsa to the south led to the construction of the Fifty-First Street Bridge, dedicated in 1953. Infill and redevelopment, particularly in the downtown, continued throughout the 1960s. A number of early downtown commercial buildings were I-8 demolished to make way for modern high-rises. However, as the downtown was being redeveloped, retail establishments began to move to outlying areas where new residential neighborhoods were springing up. During the 1970s, attempts were made to address the relocation of retail stores to the new malls in south Tulsa through such developments as the Main Mall, a pedestrian system in the core of downtown. This development spurred the interest in renovation and reuse of older buildings, and the trend continued through the 1980s. Threads of its Native American heritage and oil boom days are still visible in the city’s historic fabric. C. Economic Profile and Forecast/Workforce Investment A primary mission of the Tulsa Metro Chamber is to market the advantages of the Tulsa area locally, nationally and internationally. To accomplish this mission the professional staff of the Economic Development Division researches and maintains an extensive amount of economic data sets that the CEDS process utilized in the development of the Goals, Objectives, and Initiatives contained in the CEDS Action Plan. These data sets include, for example: gross product, wage and salary employment, industry mix employment, unemployment, labor force, population, per capita income, average weekly earnings in manufacturing, retail sales, real estate, bankruptcies, banking and travel industry. Key links to the data can be found in the Economic Development Division of the Chamber. Key documents in this section include the Manufacturing Cluster White Paper; the Workforce Tulsa site; the Tulsa Economic Forecast; the Economic Outlook Conference and the Economic Profile & Forecast. Economic Development Target Areas have been identified for Creek, Osage and Tulsa Counties utilizing economic distress levels as defined by the Interim Final Rule for EDA (13 CFR Chapter 3). These areas are identified as having (a) An unemployment rate that is, for the most recent twenty-four (24) month period for which data is available, at least one (1) percent greater than the national average unemployment rate; or (b) Per capita income that is, for the most recent period for which data is available, eighty (80) percent or less of the national average per capita income. D. Targeted Industry Clusters A key component of the CEDS planning process was to identify targeted industry clusters within the Tulsa area. The Regional Economic Development Leadership Summit process developed in 2004 by the Tulsa Metro Chamber designated a separate task force that was charged with the initial examination targeted industry clusters. That task force developed a Report from the Task Force on the Selection of Target Clusters. The objectives of the Cluster Targets Task Force were to: a) Determine the optimum number of clusters to obtain regional economic goals; b) Focus on identified clusters with in-depth research; c) Prioritize clusters and suggest some regional goals/objectives related to the findings and d) Provide a sample action plan for each of the 4 Quadrants: market penetration, product development, market development and diversification (Ansoff model applied to ED). The recommendations and findings of that report were further developed and refined as part of the Tulsa’s Future 5-Year Implementation Program. An industry cluster is considered to be a group of businesses and industries closely linked by common markets, experienced and skilled labor pools, supplier chains, customized business support services, similar technologies and other factors, like research, knowledge and innovation that can give these businesses advantages over more isolated competitors. The current list of distinctive targeted industry clusters includes: I-9 1. Education & Knowledge Creation 2. Healthcare & Bioscience 3. Aerospace, Transportation & Logistics 4. Information Technology & Telecommunications 5. Finance & Business Services 6. Advance Manufacturing and Services 7. Hospitality, Tourism & Entertainment E. Regional Infrastructure The overall condition of public infrastructure for local governments in the INCOG region, including those in Creek, Osage and Tulsa Counties, could be considered adequate. While many local governments have tried to maintain or upgrade their infrastructure, local budget constraints have forced some local governments to defer needed improvements and react primarily to emergency situations. A significant amount of Capital Improvements Planning has occurred in virtually all of the local governments in the past five years. As a result systematic, long term capital improvements planning and budgeting is taking place and conditions are improving. The adequacy of municipal water and sewer capacity is different for each local government. Most local governments have adequate municipal water services (distribution capacity, water levels, quality, etc.). The Tulsa Metropolitan Utility Authority has emerged in the past several decades as a regional water supply system provider in the Tulsa County area. Some local governments such as Tulsa and Broken Arrow are in the process of increasing their municipal sewer service capacity. Other local governments in the INCOG region are at, or close to, their sewer service capacity, which, if not increased, could hinder future development. The limitations imposed by this public infrastructure affect economic growth as it limits the types of businesses that could locate in these local governments. Overall, the transportation infrastructure in the Tulsa MSA is good. INCOG has been designated by the Governor of Oklahoma as the Metropolitan Planning Organization (MPO) for the Tulsa region in accordance with federal law. As the MPO, INCOG, in cooperation with the Oklahoma Department of Transportation (ODOT) and Metropolitan Tulsa Transit Authority (MTTA), is responsible for the development of regional transportation plans and in June of 2005 adopted the latest regional transportation plan entitled Destination 2030. This long range transportation plan contains a roadway element as well as public transportation, bicycle-pedestrian and freight movement elements. The Tulsa Airport Authority oversees operations at the Tulsa International Airport which serves national and international travelers while the R.L. Jones, Jr. Airport (Riverside) meets the general aviation needs of the region. Detailed information concerning airport information can be found at the Tulsa Airport Authority web site. Several other airports including the William R. Pogue Municipal offer general aviation services. More statewide aviation information may be obtained at the Oklahoma Aeronautics Commission. Lack of developed industrial park space still remains an issue in the CEDS area. Many industrial parks in the area are either full or close to capacity. Three major park locations in the INCOG region that have a moderate amount of available space include the Cherokee Industrial Park, the Tulsa International Airport and the Tulsa Port of Catoosa. New industrial park expansions are located near the Tulsa International Airport adjacent to US Highway 169 and the North Tulsa Airpark. Mega sites have been identified in east I-10 Tulsa County and in adjacent areas of Wagoner and Mayes County. Additional industrial sites exceeding 100 acres in size have tentatively been identified in east Creek County, in south Tulsa County and in Broken Arrow. The high cost of land in part of the immediate Tulsa metropolitan area is making it increasingly difficult to develop an industrial park site of any size. In addition, several local governments simply do not have enough industrial land to develop a park. The lack of industrial park space may hamper future economic growth in the CEDS area depending upon the Tulsa regions evolving role in the new economy. F. Geographic and Environmental Issues The physical geography of much of the CEDS area is dominated by the presence of the Arkansas River, which runs through the western and southern parts of Tulsa County and serves as the western boundary for much of Osage County, two counties comprising a part of the CEDS region. A significant part of western Osage County is a series of endless prairie vistas dominated by large ranches and the Tallgrass Prairie Preserve. The eastern half of the Osage County and most of Creek County feature rolling hills topped off with groves of blackjack, post oak and hickory trees. In the area of environmental quality INCOG has developed the Arkansas River Study, which offers a vision for improving the quality of life in the region, providing and protecting a more diverse and improved ecosystem and environment along the corridor and stimulating economic development in appropriate areas that will generate entertainment, enjoyment, excitement and economic resources. This study offers a guide to community enrichment through identifying the “highest and best” use of the River Corridor and creating a meaningful connection between the Riverfront and the surrounding communities. The U.S. Army Corps of Engineers maintains several lakes within the CEDS area: Birch Lake, Lake Hulah, Heyburn Lake, Kaw Lake, Keystone Lake and Lake Skiatook. INCOG has also taken the lead in developing plans and strategies to deal with ground level ozone within Tulsa’s Transportation Management Area. Ground-level ozone is harmful air pollution that threatens our health, quality of life, and the economic prosperity of the Tulsa area. The Ozone Alert! Program, Tulsa Area Rideshare and the Tulsa Area Clean Cities Program, developed by INCOG, have received national recognition for the development of new and innovative strategies. G. Analysis of Economic Development Problems and Opportunities In October of 2002 the Workforce Investment Board and the Tulsa Metro Chamber received a report prepared by the Wadley-Donovan Group, Inc. identified as the Labor Market Survey which involved a labor market assessment of 10 counties in northeast Oklahoma. Tulsa, Creek and Osage Counties were included as part of this study. The Study contained an in-depth analysis of economic development issues confronting the Tulsa regional area. That analysis and its recommendations are still appropriate for use today. A brief synopsis of the key assets, challenges and recommendations contained within the Survey are included as follows: 1. Regional Assets The region has a number of assets that would make it an attractive location for office, high technology, manufacturing and distribution facilities. These attributes are not widely known outside of Oklahoma, making the region an undiscovered opportunity for employers. The region’s assets include: I-11 • A well educated, growing population. The percentage of residents with 12-15 years of education exceeds the national average. • The region’s employment base within the business sectors is balanced, indicating a base for on-going economic diversification and growth across the business spectrum. It also indicates the flexibility necessary to meet changing economic conditions exists. • Even though the region has a relatively low unemployment rate, employers in the region report satisfactory to good experiences recruiting quality employees across a broad spectrum of clerical/ administration, computer related, management, manufacturing and distribution occupations. Professional and managerial talent can be recruited to the area with satisfactory results. • Employer ratings of fundamental computer and software skills of job applicants are among the highest in the nation. This attribute complements the workforce’s high productivity and work ethic. • Contributing to this favorable labor recruiting is a large number of students enrolled in and graduating from the region’s post-secondary educational institutions. • The region also has a potential hidden and significant, labor supply. This supply consists of residents not currently employed who want to enter the workforce and employed residents who would like to enhance their job skills. There are also a relatively high percentage of households with annual incomes below $35,000, which indicates a potential supply of second income earners and residents seeking to expand their earnings through job and career enhancement. • Many of the job skills of the hidden labor force match the demand of area office employers. • The region’s overall wages and salaries are below the national average. • Customized and general training programs are offered through the region’s post-secondary institutions and technical centers. • The region has a highly rated quality of life. • The region has a number of major employers across all industry sectors including American Airlines, Cendant/Avis, Williams Companies, Williams Communications, Boeing North America, EDS, Nordam Group, Southwestern Bell, and Blue Cross & Blue Shield. • Oklahoma is a pro-business, right-to-work state. 2. Regional Challenges Like most regions, there are challenges that the region will have to address. The key challenges faced by the region include: • While the region’s population growth forecast is above the state average, it is below the national average. The region also has a slightly older population than the nation, although it matches the state average. • The region’s workforce is under-represented in key “higher-end” white-collar occupations versus the national average (i.e., executives, professionals and sales professionals). • The area has a relatively low unemployment rate, which may deter interest from site selectors. • Several skilled manufacturing, experienced technicians, experienced construction trades, and some engineering positions are very difficult to recruit from the local market. • Transportation needs limit the employment options of a significant percentage of the region’s non-employed who want to work. Disabilities are a factor for almost 20% of the area’s non-employed residents who want to work. Interviews, meanwhile, suggest childcare needs deter many residents from entering the workforce. • The occupations in greatest demand are experienced customer service representatives and management/ professionals. The availability, however, of management and professional candidates is only modest. • Recruiting or transferring some managers and professional candidates to the area is difficult because of job shortages for trailing spouses. I-12 • Wages and salaries are low in many business sectors and in education, keeping some residents and graduates from area colleges out of the workforce, and not offering an incentive to keep area college students. 3. Conclusions Overall conclusions are based on the region’s blend of assets and challenges. • Despite a relatively low unemployment rate, employers across the board can find skilled administrative/clerical, semi-skilled and unskilled manufacturing, call center representatives; computer services support personnel, computer programmers, and computer networking personnel. However, there is borderline availability or a shortage of engineers, experienced maintenance personnel, skilled machine trades, systems analysts, and technicians (production, telecom, and call center). Meanwhile, there is a significant base of underemployed and non-employed residents with skills that are disguised by a relatively low unemployment rate. • The region presents employers with a superb operating environment that includes labor costs that are well below the national average, a diversified and well educated labor force with strong computer skills, an attractive quality of life, and access to an academic community that graduates 4,700 students a year with bachelors and masters degrees. • The region’s economy is balanced, offering a foundation for future diversified growth. • The region’s growth needs to be directed in all sectors of the economy, but focus is needed in the technology intensive side of these businesses, including application software development, business administrative services, business administration, engineering, manufacturing, financial and insurance services, advanced manufacturing, and medical services. Higher end administrative and financial (shared services), operations centers would be excellent targets, building off the region’s customer service and administrative services labor base. Regional customer service representatives have office skills that could form an excellent base for more advanced office operations. • Post-secondary school programs would be needed to coordinate with the technical and office operational needs. A greater technology focus is needed at the region’s institutions. • There is a strong desire by regional residents to upgrade themselves to meet the challenge of technology growth. There is a very strong base of these residents. • Much of the regional resident’s desired training could be achieved through seamless cooperative agreements among the area's technology centers, community colleges and universities offering two-year Associates Degree Programs, along with stand-alone programs offered via the technology centers (certificate and non-certificate) and through adult continuing education (credit and non-credit). These programs must be developed through advisory committees consisting of the area's leading employers. • The region’s universities are needed to lead the region’s advancement and growth. In particular, a greater focus on business administration, research and technology directed courses (e.g., the natural sciences, medicine, information technology, engineering, multimedia and mathematics), and greater university technology transfer is needed through undergraduate and graduate courses. More courses in engineering (electrical and software in particular) are needed. Also, more courses and programs in information technology are needed to meet the challenge of regional industry. Growth would be enhanced if one or more of the region’s universities transformed into a major research facility. Much of the nation’s future technology growth will be in metropolitan areas with recognized research institutions. A greater emphasis is needed on enrolling students in and graduating students from training programs in advanced manufacturing skills including machine trades and manufacturing technology. • The area’s long-term growth and emergence as a center of excellence is threatened by the slow growth of the state. I-13 • Tulsa’s emergence as a stronger regional medical center is possible because of the area’s existing medical and educational base. • Employers need to access new recruiting methodologies, and employ higher wages/salaries and emerging human resource practices to attract and retain needed talent, including flexible working hours to meet students scheduling needs and the needs of other area residents, the ability to take partial vacation days, job sharing, floating holidays, expanded use of training on company time, employee recognition programs, etc. Shared employer based transportation programs are also needed. 4. Recommendations Based on the region’s assets, challenges and resulting conclusions, the region can take steps to capitalize on its strengths and address its weaknesses. The following recommendations should be considered: 1. The region should emphasize economic development in all business sectors, including greater diversification within the manufacturing sector. This effort needs to be through business attraction, business expansion and entrepreneurial development programs. Business attraction marketing should highlight that Tulsa is an excellent location for business that offers a more profitable operating environment than other metro areas offering Tulsa’s amenities – quality labor with a pro-business environment. 2. Expanded marketing is urged to attract more mid-sized to large “high-end” (i.e., 250 to 1,000 employees) administrative and financial support centers within the insurance, financial services, business services, healthcare, and communications business sectors. Depending upon the nature of the operation, manufacturing distribution facilities of this scale should also be targeted. 3. Technology intensive professional operations including engineering, software development, and diversified technology intensive operations are recommended as another focus of the region’s business recruiting and development efforts. 4. The University of Tulsa, OU-Tulsa, or OSU-Tulsa are urged to consider development into a premier research institution emphasizing the sciences or engineering. As a minimum, expansion of the engineering program is urged to include more programs and graduate studies. An expansion of business programs is also urged. 5. An immediate expansion of evening undergraduate and graduate business programs at local universities is recommended. Courses in computer software, programming, network administration, insurance and finance basics should be included. 6. Efforts should be taken to expand Internet and distance learning courses throughout the region, including high schools and private homes. Adult basic skills programs should be considered for presentation on regional cable networks. 7. The region’s technology centers are urged to continue their business and technology focused training. Similarly, technical and occupational programs at TCC should be expanded. Educational programs on career opportunities particularly in the skilled trades and technical fields need to begin as early in the educational process as possible, such as fifth or sixth grade. A marketing program should be developed that is aimed at middle and high school students and their parents that stress the benefits of manufacturing and technical, non-four year college careers. The technology centers or Tulsa Community College should develop a counseling program for the area public schools and provide contracted outsourcing services to the school districts. 8. Within the region, manufacturing and office support co-op and internship programs with local educators and businesses should be expanded and emphasized, including summer programs. An expansion of existing manufacturing apprenticeship programs at regional companies is also urged. 9. Many of the region’s employers rely on more traditional human resource policies. A program to help companies identify and implement new, updated human resource practices that will help with recruiting and I-14 I-15 retention efforts should be developed. Methods include developing alternative work arrangements such as job sharing, telecommuting, flextime, special training programs for the disabled and alternative transportation systems such as vanpooling. Other methods include improved working environments and expanded tuition reimbursement programs. Additional daycare options may also be explored particularly during off shifts. 10. Assistance should be given to employers needing to recruit professionals and managers from outside the community, including quality of life materials, home search services, spousal employment opportunities, and fast track mortgage application and review, and discount hotel rates. 11. It is recommended that the region seek to become a regional medical center, focusing on improving existing services rather than developing new programs. SECTION II: KEY CEDS GOALS AND OBJECTIVES Regional Vitality Goal: Move toward a more formal regional governance structure that encompasses increased planning coordination, shared services and joint public/private involvement. Objective 1: Support initiatives to enhance quality of life through development in the Arkansas River Corridor Objective 2: Identify and promote Regional Transportation Initiatives Regional Infrastructure Investments Goal: Support regional infrastructure investments that enhance economic growth and development opportunities Objective 1: Identify and promote regional physical infrastructure project investments Workforce Development and Talent Attraction Goal: Create a sense of urgency about the importance of workforce development, build initiatives and engage stakeholders Objective 1: Support and promote the Strategic Framework contained in the Workforce Tulsa 2006-2007 Strategic Plan by engaging partners in workforce solutions; facilitating local and regional collaboration; aligning service delivery and the development of achievement measures. Quality Jobs Goal: Assist in the creation of 10,000 primary jobs and 16,000 secondary jobs over a five year period. Primary jobs will have a $45,500 average wage. Objective 1: Retain and grow existing businesses. Objective 2: Recruit new businesses to the Tulsa area. Objective 3: Research Objective 4: Promote Collaborative Public and Private Relationships II-1 Targeted Industry Clusters Goal: Create a Proactive growth and development strategy in each of the Industry Target Clusters. Objective 1: Development of cluster specific economic development strategies: • Aerospace, Transportation and Logistics • Financial and Business Services • Advanced Manufacturing and Technical Services • Information Technology and Telecommunications • Healthcare and Molecular Science • Education and Knowledge Creation • Hospitality, Tourism and Entertainment Innovation Economy Goal: Create a regional culture of innovation by building and promoting needed change and/ or improvements in education, research and development and entrepreneurship Objective 1: Provide opportunities for a variety of land use and resources to attract Corporate Research & Development Tenants; Companies Commercializing Research; Federal Labs; and University Research Components. Objective 2: Support policy and resource development at the Federal, State and Local levels II-2 SECTION III: COMMUNITY AND PRIVATE SECTOR PARTICIPATION Current Community and Private Sector Participation Efforts This CEDS Update was developed during the third and fourth quarters of 2007 by the INCOG ED staff under the direction of the INCOG EDD Board and the CEDS Strategy Committee. The CEDS Strategy Committee, listed in full in Section VII, includes private sector community members at large; regional chamber of commerce representation including minority chambers in the Tulsa area; representatives of labor groups and Workforce Tulsa. Also included are representatives from area industrial authorities, tribal governments and foundations. The CEDS committee was offered a draft copy of the CEDS program/project coordination documents which included strategic projects and was encouraged to critique it prior to adoption. At the request of the INCOG EDD Board, the INCOG ED staff traveled to each of the three counties in the district to seek additional input into the CEDS Update. Numerous meetings were held with private sector representatives; Economic Development professional; Career Tech and Higher Ed staff; local industrial authorities; Town Board and City Council meetings; and County Commission meetings. Many of these meetings were public meetings with posted notice in accordance with State law. The INCOG EDD Board and the CEDS Strategy Committee not only sought the input of the private sector but also will rely on them to help bring the suggested projects to reality. The public sector in the INCOG region works very well with the private sector to help bring economic development to the region. There are currently several projects taking place that involve the public sector working actively with the private sector. Maintaining this relationship will be the key to the success of the district. Initial Community and Private Sector Participation Efforts The initial CEDS was developed jointly by INCOG and the Tulsa Metro Chamber of Commerce in 2006, and utilized the results of several public input initiatives which had focused on economic development issues. A brief synopsis of those initiatives is discussed as follows: In 2003, public and private sector community leaders came together to support and pass an impressive and nationally recognized $860 million investment in public projects known as Vision 2025. Public involvement and participation numbered in the thousands and parts of the Vision’s mission statement shows the linkage between that successful undertaking and the economic development strategies contained within the original CEDS document and the current CEDS Update. • “In partnership with all of the communities in the region, we will present multiple economic activity centers anchored by a strong downtown Tulsa.” • “Our region will exhibit a spirit of cooperation and collaboration among governmental entities and with the private sector that is the envy of the nation.” • We will have a healthy business environment that encourages the development of quality jobs.” III-1 III-2 A Vision 2025 website has been established as a portal for information regarding project status updates and continued involvement in what has become known as the “Vision Process” A more detailed history and current listing of oversight committees involved in different areas is also available on this site. Building on the energies and commitment demonstrated in the Vision 2025 effort, the Tulsa Metro Chamber sponsored a Regional Economic Development Leadership Summit in December 2003. That summit let to the disciplined and effective work of five regional task forces involving 150 leaders from the area. The taskforces focused on several issues including: the Innovation Economy; Lifestyle; Assets, Incentives and Initiatives; Marketing and Industry Cluster Targets, examined the current processes and dynamics involved in each issue, and articulated specific and detailed recommendations. The work and recommendations of the five task forces was reinforced and was brought more closely into a common perspective during the December 2004 Regional Summit. This Summit was widely attended by community leaders from the region, including Tulsa, Creek and Osage Counties. It is the substance of all that work, fashioned into several white paper presentations, digested, summarized that led to the development of the initial CEDS document and also served as the basis for the development of the “Tulsa’s Future” campaign centered within the Metro Tulsa Chamber. SECTION IV: STRATEGIC PROJECTS, PROGRAMS AND ACTIVITIES This section of the CEDS identifies strategic projects, programs, and activities designed to implement the Goals and Objectives of the CEDS. It focuses on both long and short term goals and objectives and on general and more specific actions. It groups actions to be taken and assigns lead organizations responsible for implementation and provides potential funding sources. The Suggested Projects section reaches out into all three counties in the INCOG Economic Development District and includes projects and program initiatives that are not directly reflected in the Goals and Objectives or the Action Plan sections of the CEDS. In addition, vital projects, programs, and activities are also identified along with the strategic finding addressed by each. The vital listing shows those projects, programs and activities which will address the region’s greatest needs or that will best enhance the region’s competitiveness. These vital projects are all directly listed in the Action Plan section of the CEDS. All items included were identified and/or developed through the CEDS planning process, including the most recent update to the CEDS. Potential funding sources include local, state, and federal funds and private sector funds. Local funds include those funds that the local government might provide to implement a project. State funds would be provided through various state agencies including, but not limited to the Oklahoma Department of Transportation, the Oklahoma Turnpike Authority and the Oklahoma Department of Commerce. Federal funds would come from federal agencies such as the Department of Commerce Economic Development Administration, the Federal Aviation Administration, the Department of Labor, and others. Private funds would represent actual costs paid by a business or industry for implementing a project. Foundation funds identified include specific commitments from individual private and community foundations active in the Tulsa area. Below is the listing of strategic projects, programs or activities and each is designed to promote certain outcomes, which include job creation, private investment, a reduction in unemployment or poverty and increase in per capita income, and address the goals and objectives of this CEDS. Suggested Projects: Strategic Project Responsible Potential Funding Program or Activity Partners Source Regional Vitality Comprehensive Planning Initiate Comprehensive Planning Process TMAPC/INCOG/ City of Tulsa/Tulsa for Tulsa Metropolitan Area City of Tulsa/ County/State Tulsa County Appropriation Finalize Comprehensive Plan for INCOG/Osage Osage County/OCIA Osage County County/OCIA/Osage Nation IV-1 Regional Vitality Public Safety Implement upgrade of 911 Equipment INCOG E-911 Board Cell Phone User Fees for participating regional jurisdictions to Phase II Wireless Regional Vitality Health Care Improve Health Care and health care access Step Up Tulsa/OU- OU Tulsa/Private to residents of the region by implementing Tulsa Foundation(s) (Lewin Report) Regional Vitality Regional Transportation Initiatives Passenger Rail Alternatives Analysis INCOG INCOG/FHWA Expansion of Transit Services to MTTA Unknown Suburban Communities Regional Infrastructure Investments Transportation Port Road Extension from SH-11 to Sheridan City of Tulsa City of Tulsa Regional Infrastructure Investments Tourism and Recreation Osage Prairie Trail-Skiatook to Barnsdall/ Osage County/INCOG Osage County/INCOG Birch Lake Completion of Oklahoma Botanical Gardens Oklahoma Botanical Oklahoma Botanical Gardens Gardens Double Deck Arkansas River Pedestrian Bridge River Parks Authority River Parks Authority Regional Infrastructure Investments Industrial Facilities/Research Parks Establish New Research and Technology Park Tulsa Metro Chamber/ Tulsa Metro Chamber/ Public & Private/Higher Ed Public & Private/Higher Ed Continued development of Tulsa International Tulsa International Airport Tulsa International Airport/ Airport Industrial Areas FAA Establish New South Tulsa County Industrial City of Glenpool City of Glenpool/EDA Area within US 75 Corridor Develop New Regional Industrial Park in Sapulpa Creek County/City of Creek County/City of area of Creek County Sapulpa/CCIA Sapulpa/CCIA/EDA IV-2 Expansion of the Cherokee Industrial Park Tulsa Metro Chamber/ Undetermined INCOG Regional Infrastructure Investments Public Infrastructure Berryhill Sewer Tulsa County Undetermined Lower Bird Creek Wastewater Treatment Plant City of Tulsa Undetermined Regional Infrastructure Investments Cultural Facilities Infrastructure for The American Statue and Osage County/Osage Osage County/Osage Oklahoma Centennial Botanical Gardens Nation/City of Tulsa Nation/City of Tulsa John Hope Franklin Center for Reconciliation Greenwood Chamber Greenwood Chamber of Commerce/City of of Commerce/City of Tulsa Tulsa/EDA American Indian Cultural Center & Museum NIMI Private/Vision 2025/EDA Complex Infrastructure for Osage Language Immersion Osage Nation/City of Osage Nation/City of Campus Pawhuska Pawhuska/EDA Workforce Development and Talent Attraction Workforce Tulsa Strategic Framework Implement Workforce Tulsa Strategic Workforce Tulsa Workforce Tulsa/DOL Framework Goals and Objectives Quality Jobs Continued Implementation of Tulsa’s Tulsa Metro Chamber Privately Funded ED Future Five Year Work Program Plan Targeted Industry Clusters Continue to Develop Cluster Specific Tulsa Metro Chamber/ Undetermined Economic Development Strategies for: Workforce Tulsa/Higher a) Aerospace, Transportation, Logistics Ed/Business & Industry b) IT and Telecommunications Alliances/Technology c) Financial and Business Services Centers d) Advanced Manufacturing & Technical Services e) Healthcare and Molecular Science f) Education and Knowledge Creation g) Hospitality, Tourism and Entertainment Innovation Economy Support the Creation of an Innovation Institute Step Up Tulsa/i2E/ Undetermined & Related Research Park in the Tulsa Area Tulsa Metro Chamber IV-3 IV-4 Program, Policy and Resource support for Tulsa Metro Chamber Undetermined basic and applied research and development initiatives at OSU-Tulsa; OU-Tulsa; the University of Tulsa; OSU HSC; OU Medical College; the Tulsa Research Consortium Vital Projects: Strategic Project Responsible Potential Funding Program or Activity Partners Source Regional Vitality – Objective 1 Arkansas River Corridor Fund, design and construct top two priority Tulsa County/Corps EDA/Vision 2025/Corps low water dams identified by Master Plan of Engineers of Engineers (Estimated Cost $60M) - Creek Turnpike Low Water Dam - Sand Springs Main Street Low Water Dam Modifications to existing Zink Lake and Dam Tulsa County/Corps EDA/Vision 2025/Corps facilities to improve safety and related ecosystem of Engineers of Engineers issues (Estimated Cost $15M) Fund, design and construct Trails, Parks and River Parks Authority River Parks Authority/ Public Spaces (Estimated Cost $12M +) Private Foundation(s) Regional Infrastructure – Objective 1 Transportation Gilcrease Parkway-Osage Expressway to I-44 City of Tulsa/ODOT City of Tulsa/ODOT (Estimated Cost – $152-400M) US-169 Preconstruction Activities -I-244 to SH 20 ODOT ODOT (Estimated Cost - $3M) Opening and 4-laning South 81st Street from Creek County/ODOT Creek County/ODOT SH 97 to SH 66 (Estimated Cost $36M) Industrial Facilities/Research Parks Additional hangar space for American Airlines Tulsa Airport Authority Tulsa Airport Authority/ (Estimated Cost – $10.4M) City of Tulsa/State Opportunity Fund V-1 SECTION V: ACTION PLAN The CEDS Action Plan Update for Creek County, Osage County and Tulsa County was adopted by the INCOG EDD Board on February 14, 2008. SECTION I - REGIONAL VITALITY GOAL: Move toward a more formal regional governance structure that encompasses increased planning coordination, shared services and joint public/private involvement. OBJECTIVE 1: Support initiatives to enhance quality of life through development in the Arkansas River Corridor. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Fund, design and construct top two priority low water dams identified by Master Plan (Estimated Cost $60M) - Creek Turnpike Low Water Dam - Sand Springs Main Street Low Water Dam Tulsa County/ Corps of Engineers 2008-2010 Completion of detailed design, EIS and 404 permit process; construction of two low water dams and river lakes with pedestrian bridges. Modifications to existing Zink Lake and Dam facilities to improve safety and related ecosystem issues (Estimated Cost $15M) Tulsa County/ Corps of Engineers 2008-2010 Completion of detailed design, environmental clearance and construction of modifications to Zink Dam to address safety and sediment issues, adding more gates to improve sand passage downstream and fish passage upstream during spawning; implemented plantings and bank improvements. Bank stabilization designed to return the Arkansas River to a more natural condition. City of Tulsa/ Tulsa County/ Corps of Engineers 2008-2010 Completed environmental studies and plans construction of bank stabilization and ecosystem restoration improvements. Fund, design and construct Trails, Parks and Public Spaces (Estimated Cost $12M +) River Parks 2007-2010 Implementation of Trails Master Plan OBJECTIVE 2: Identify and Promote Regional Transportation Initiatives INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Study the feasibility of creating a Regional Transportation Authority INCOG 2007 MOU between affected local governments Passenger Rail Alternatives Analysis INCOG 2008 Corridors have been identified and next step is to secure funding to initiate studies on 3 priority rail corridors Expansion of Transit Services to Suburban Communities MTTA Unknown Regular Suburban Service with dedicated funding V-2 SECTION II - REGIONAL INFRASTRUCTURE INVESTMENTS GOAL: Support regional infrastructure investments that enhance economic growth and development opportunities. OBJECTIVE 1: Identify and promote regional physical infrastructure project investments. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Transportation a) Gilcrease Parkway-Osage Expressway to I-44 (Estimated Cost – $152-400M) City of Tulsa/ ODOT 2008-2012 Construction of parkway b) US-169 Preconstruction Activities -I-244 to SH 20 (Estimated Cost - $3M) ODOT 2008-2010 Design Planning for Expansion of highway and re-construction of interchanges c) I-44 (I-244 to SH-66) ODOT Unknown Design Planning for Expansion of highway and re-construction of interchanges d) Port Road Extension from SH-11 to Sheridan City of Tulsa Unknown Right of Way, Funding and Construction e) Opening and 4-laning South 81st Street from SH 97 to SH 66 (Estimated Cost $36M) Creek County/ ODOT Unknown Funding and Construction f) Northwest Passage Feasibility Study KDOT/ODOT/OTA Unknown Tourism and Recreation a) Osage Prairie Trail-Skiatook to Barnsdall/Birch Lake (Estimated Cost – $6M) Osage County/ INCOG Unknown Funding strategy and trail design b) Oklahoma Botanical Gardens (Estimated Cost – $10M) Oklahoma Botanical Gardens Undetermined Completion of initial construction for Gardens c) Double Deck Arkansas River Pedestrian Bridge (Estimated Cost – $2M) River Parks Industrial Facilities/Research Parks a) Establish New Research and Technology Park Tulsa Metro Chamber/ Public & Private Higher Ed 2008-2012 Innovation Institute 501C(3) Organization has been created b) Additional hangar space for American Airlines (Estimated Cost – $10.4M) Tulsa Industrial Authority 2008 Utilization of State Opportunity Fund as primary construction funding c) Continued development of Tulsa International Airport Industrial Areas Tulsa Int’l Airport 2008-2009 Continued marketing and development of North Development Area (250 acres) d) Establish New South Tulsa County Industrial Area within US 75 Corridor City of Glenpool 2007-2008 Acquisition and initial development of 300-400 acres as a Certified Industrial Park (s) e) Develop New Regional Industrial Park in Sapulpa area of Creek County Creek Co. Industrial Authority/ City of Sapulpa 2007-2008 Acquisition and initial development of 200+ acres as a Certified Industrial Park f) Expansion of the Cherokee Industrial Park Tulsa Metro Chamber/INCOG 2007-2008 Continued marketing, acquisition and/or development of additional industrial area (100- 200acres) V-3 Public Infrastructure a)Berryhill Sewer- (Estimated Cost Undetermined) Tulsa County Unknown b)Lower Bird Creek Wastewater Treatment Plant (Estimated Cost – Undetermined) City of Tulsa Unknown Cultural Facilities a)Infrastructure for The American Statue and Oklahoma Centennial Botanical Gardens (Estimated Cost – 44.7M) Osage County/ Osage Nation/ City of Tulsa 2008-2009 Construction of infrastructure to serve area b) John Hope Franklin Center for Reconciliation (Estimated Cost $3M) Greenwood Chamber of Commerce/ City of Tulsa 2008-2009 Construction of Reconciliation Park and related facilities c) American Indian Cultural Center & Museum Complex (Estimated Cost – $19M) National Indian Monument and Institute Unknown Construction of new complex d) Infrastructure for Osage Language Immersion Campus (Estimated Cost – $1.5M) Osage Nation 2008-2009 Construction of infrastructure SECTION III – WORKFORCE DEVELOPMENT AND TALENT ATTRACTION GOAL: Create a sense of urgency about the importance of workforce development, build initiatives and engage stakeholders. OBJECTIVE 1: Support and promote the strategic framework contained in the Workforce Tulsa 2006-2007 Strategic Plan by engaging partners in workforce solutions; facilitating local and regional collaboration; aligning service delivery and the development of achievement measures. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Emphasizing targeted clusters, Workforce Tulsa will take a leadership role engaging the workforce system to fully support local and regional economic development and continually engage the business community and increase awareness of Workforce Tulsa’s programs and services. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Implement performance excellence into Workforce Tulsa’s career centers; exceed mandates, requirements and expectations of each customer segment. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Ensure the availability and efficient use of resources for accomplishing Workforce Tulsa’s economic mission. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Help people achieve success and keep them in Workforce Tulsa’s local economic region. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions V-4 SECTION IV – QUALITY JOBS GOAL: Assist in the creation of 10,000 primary jobs and 16,000 secondary jobs over a five year period. Primary jobs will have a $45,500 average wage. OBJECTIVE 1: Retain and grow existing businesses INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Expand company visitations with existing companies to identify expansion and or retention opportunities. Tulsa Metro Chamber 2006-2010 239 visits were made to local companies and assistance was provided to 19 local expansions. Expand network of existing contacts focusing on the following clusters: Aerospace, Advanced Manufacturing, Technology and Business Services and Energy Tulsa’s Future 2007 City/Chamber systematic business call and visitation program plan or MOU100 Calls Initiate an external headquarters visitation program utilizing local business executives’ assistance. Tulsa Metro Chamber 2006-2010 In 2006 4 out of state headquarters were visited including Trinity Structural Towers, Sunoco, Dover Corporation and Gemstar TV Guide Assist companies to expand, or retain, their presence in the Tulsa Metro area by working with appropriate state and local government agencies. Tulsa Metro Chamber Ongoing In 2006 12 area companies were assisted in an effort to seek local and state governmental assistance to expand their presence in the Region OBJECTIVE 2: Recruit new businesses to the Tulsa area INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Develop and launch a marketing/public relations campaign to promote the region’s business advantages, including national media placement efforts. Tulsa Metro Chamber/ Tech Business Development 2006-2008 Develop and implement a new “brand” program for Tulsa area Partner with the Oklahoma Department of Commerce and Tulsa Area Partnership in national and international business recruitment activities. Tulsa’s Future Ongoing Meet monthly with Tulsa Area Partnership members and quarterly with industrial/commercial real estate contacts. Conduct 10 – 12 national and international recruitment missions, targeting: 1. National headquarters of key regional employers 2. Site location consultants 3. Targeted corporate executives 4. Targeted cluster companies and supporting industries V-5 OBJECTIVE 3: Research INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Incorporate relevant, information-rich data into the Tulsa Metro Chamber website with emphasis on tracking Tulsa’s cluster target industries and meeting national site selection firms’ expectations Tulsa’s Future 2006-2010 Tulsa Metro Chamber of Commerce will develop performance measures Gather MSA-level data to be used in economic development marketing materials for comparison purposes among other metro areas and Request For Information responses Tulsa Metro Chamber Research and Information Ongoing Tulsa Metro Chamber of Commerce will develop performance measures Spearhead the effort to update portions of the Wadley-Donovan 2002 Labor Market Study for the 10-county area around Tulsa that will support ED expansion and recruitment efforts. Tulsa Metro Chamber Research and Information 2007-2010 Tulsa Metro Chamber of Commerce will develop performance measures OBJECTIVE 4: Promote Collaborative Public and Private Relationships INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Assist in building regional assets and resources that support the growth and health of the Innovation Economy and knowledge based jobs; focusing on Higher Education, Research and Development (public and private) and Entrepreneurship Tulsa’s Future 2006-2010 Convene Tulsa Research Consortium on a quarterly basis Build and strengthen local relationships with other regional economic development organizations/institutions that provide support and resources toward improving regional amenities and growing quality jobs Tulsa Metro Chamber/ Community Development and Workforce Attraction/ Career Tech Ongoing Strengthen and maintain relations with ODOC, OCAST the State Regents and the State Chamber ONI and Career Tech organization represented by Tulsa Technology Center, Central Tech and Tri- County Technology Center V-6 SECTION V – TARGETED INDUSTRY CLUSTERS GOAL: Create a proactive growth and development strategy in each of the Industry Target Clusters OBJECTIVE 1: Development of cluster specific economic development strategies INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Identify Champion, select members and convene cluster taskforces to identify and plan solutions to critical issues and opportunities in each cluster: All: Tulsa Metro Chamber/ Tulsa’s Future/ Workforce Tulsa/ Higher Ed/ Business and Industry Alliances/ Tulsa Technology/ Central Tech/ Tri-county Technology Center 2006-2009 a) Aerospace, Transportation, Logistics a) A proposal to develop the Tulsa Aerospace and Technology Park was submitted to the Oklahoma Opportunity Fund b) IT and Telecommunications b) All Groups – In 2006 151 calls were made to existing businesses in the targeted sectors. 71 companies, without current expansion plans, were assisted by providing resources or information. c) Financial and Business Services d) Advanced Manufacturing and Technical Services e) Healthcare and Molecular Science f) Education and Knowledge Creation and g) Hospitality, Tourism and Entertainment Develop and implement cluster specific strategies to grow quality employment and investment opportunities in the identified clusters V-7 SECTION VI – INNOVATION ECONOMY GOAL: Create a regional culture of innovation by building and promoting needed change and or improvements in education, research and development and entrepreneurship OBJECTIVE 1: Provide opportunities for a variety of land use and resources to attract Corporate Research & Development Tenants; Companies Commercializing Research; Federal Labs; and University Research Components. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Establish an Innovation Institute and related Research Park Initiative by: All: Step Up Tulsa i2E Tulsa Metro Chamber 2007-2009 Business Plan and Master Plan drafts complete a) Creating a Business Plan; b) Adopting a focused mission; Final Business Plan complete c) Creating a Master Plan for the Park; Secure funding for expert Master Plan partner d) Securing real estate opportunities; Secure project funding strategy e) Creating Marketing and Sales Plans; and f) Exploring the establishment of a Federal Research Facility in Tulsa related to regional strengths in federal establishments, private and university research, employment concentration and talent critical mass. OBJECTIVE 2: Support policy and resource development at the Federal, State and Local levels INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Program, Policy and Resource support for basic and applied research and development initiatives at OSU-Tulsa; OU-Tulsa; the University of Tulsa; OSU HSC; OU Medical College; the Tulsa Research Consortium Tulsa Metro Chamber 2008-2010 TMCC and CEDS Strategy Committee will develop performance measures Increase and/or maintain federal grant resources in support of ED/CD efforts INCOG Ongoing Submit minimum of 30 grant applications to private and public entities annually SECTION VI: APPROACH/PERFORMANCE MEASURES The Updated INCOG EDD Action Plan outlines project approach and performance measures from which progress can be measured in the areas of: • Number of jobs retained • Number of jobs created • The amount of private sector investment • The amount of federal, state and local investment in the region • Tracking project milestones/status and reporting to INCOG EDD Board and EDA VI-1 VII: Organization and Management A. District's Organization The INCOG Economic Development District (INCOG EDD) has been created in compliance with the laws and regulations of the U.S. Department of Commerce, Economic Development Administration and organized under the Interlocal Cooperation Act (Title 74-Oklahoma Statutes) to promote economic development in Creek, Osage and Tulsa counties in northeast Oklahoma. The INCOG EDD has been created as the EDA regional planning organization with the primary task of formulating and implementing a Comprehensive Economic Development Strategy (CEDS) for the INCOG Economic Development District. A copy of the Interlocal Agreement creating the INCOG EDD is available in the Appendix to this CEDS document. B. Board of Directors As the INCOG EDD Board understands that the district's economic development process involves all concerned parties in the district, the INCOG EDD Board of Directors is principally composed of public officials and includes minorities, business people, and representatives of community-based organizations from the region. The membership of the Board is listed as follows: REPRESENTING FIRST NAME LAST NAME ENTITY INCOG EXEC COMMITTEE/PUBLIC OFFICIAL RANDI MILLER TULSA COUNTY INCOG EXEC COMMITEE/PRIVATE SECTOR/WORKFORCE KATHY TAYLOR CITY OF TULSA INCOG EXEC COMMITTEE/PUBLIC OFFICIAL RICHARD CARTER CITY OF BROKEN ARROW INCOG EXEC COMMITTEE/PUBLIC OFFICIAL SCOTT HILTON OSAGE COUNTY INCOG EXEC COMMITTEE/PUBLIC OFFICIAL MIKE NUNNELEY CREEK CO MUNICIPALITIES CHAMBER OF COMMERCE/PRIVATE SECTOR MIKE NEAL TULSA CHAMBER ECONOMIC DEVELOPMENT PROFESSIONAL/PRIVATE SECTOR TED FISHER CREEK COUNTY ECONOMIC DEVELOPMENT PROFESSIONAL/PRIVATE SECTOR JIMMY SEAGO OSAGE COUNTY CHAMBER OF COMMERCE/PRIVATE SECTOR GARY AKIN OWASSO CHAMBER Upon approval of the Interlocal Agreement an initial organizational meeting of the INCOG EDD Board of Directors was held in which bylaws were adopted for the new organization. After preliminary work was completed by the CEDS Strategy Committee ,the INCOG EDD Board of Directors adopted the CEDS report on February 14 of 2008 and authorized it’s submittal to the EDA Regional Office in Austin, Texas. VII-1 C. New CEDS Strategy Committee In response to the new 35% private sector participation required by the Interim Final Rule issued for EDA, the INCOG EDD Agreement created a separate CEDS strategy Committee which reports to the INCOG EDD Board. This new CEDS Strategy Committee serves as a permanent standing committee of the Board and is responsible for monitoring the performance of the INCOG EDD staff, evaluates the implementation of the CEDS document and oversees any modifications or updates that occur in the future. Membership of the new CEDS Committee is listed as follows: REPRESENTING FIRST NAME LAST NAME ENTITY COMMUNITY AT-LARGE ROB CORETZ OMNI AIR INTERNATIONAL COMMUNITY AT-LARGE DICK WILLIAMSON TD WILLIAMSON COMMUNITY AT-LARGE WES MITCHELL ELECTRONIC DATA SYSTEMS TULSA COUNTY REPRESENTATIVE TERRY SIMONSEN TULSA COUNTY CREEK COUNTY REPRESENTATIVE TED FISHER CREEK COUNTY OSAGE COUNTY REPRESENTATIVE JIMMY SEAGO OSAGE COUNTY TULSA METRO CHAMBER PRESIDENT MIKE NEAL TULSA CHAMBER TULSA METRO CHAMBER JIM NEAL ONE OK TULSA METRO CHAMBER WADE EDMONDSON SUMMIT BANK TULSA METRO CHAMBER DARREL GOSNELL CHAMBER STAFF POST-SECONDARY EDUCATION DR. GARY TRENNEPOHL OSU-TULSA POST-SECONDARY EDUCATION DR. GERARD CLANCY OU-TULSA POST-SECONDARY EDUCATION DR. STEVE STEIB UNIVERSITY OF TULSA POST-SECONDARY EDUCATION TOM MCKEON TULSA COMMUNITY COLLEGE POST-SECONDARY EDUCATION DR. GENE CALLAHAN TULSA TECHNOLOGY CENTER MINORITY CHAMBERS/INTEREST ANIL KAUL INDO-AMERICAN CHAMBER OF COMMERCE OF OKLAHOMA MINORITY CHAMBERS/INTEREST REUBEN GRANT GREENWOOD CHAMBER MINORITY CHAMBERS/INTEREST FRANCISCO TREVINO HISPANIC CHAMBER OF COMMERCE TRIBAL – CREEK A.D. ELLIS CREEK NATION TRIBAL – CHEROKEE DAVID STEWART CHEROKEE NATION TRIBAL – OSAGE DAVID CONRAD OSAGE NATION CITY OF TULSA – ECONOMIC DEV MIKE BUNNEY CITY OF TULSA VII-2 VII-3 REPRESENTING FIRST NAME LAST NAME ENTITY FOUNDATIONS TIM PAUL FUNDERS ROUNDTABLE WORKFORCE LAURA LUNDQUIST NORDAM LABOR KEVIN CROSSER TRANSPORT WORKERS UNION (AMERICAN AIRLINES) LABOR PAUL LITTLE BUILDING TRADES COUNCIL INDUSTRIAL AUTHORITIES GREG PUGMIRE CREEK CO IND AUTH INDUSTRIAL AUTHORITIES CANDY THOMAS PRIVATE SECTOR ECONOMIC DEVELOPMENT CONSULTANT INDUSTRIAL AUTHORITIES MICKEY THOMPSON BROKEN ARROW TRANSPORTATION JEFF MULDER TULSA AIRPORT AUTHORITY BIXBY MICKY WEBB CITY OF BIXBY BROKEN ARROW JAMES TWOMBLY CITY OF BROKEN ARROW COLLINSVILLE PAM POLK CITY OF COLLINSVILLE GLENPOOL ED TINKER CITY OF GLENPOOL JENKS MIKE TINKER CITY OF JENKS OWASSO RODNEY RAY CITY OF OWASSO SAND SPRINGS TERRY WALTERS CITY OF SAND SPRINGS SKIATOOK MARTIN TUCKER TOWN OF SKIATOOK BRISTOW LINDA TATE CITY OF BRISTOW DRUMRIGHT GLORIA CURRY CITY OF DRUMRIGHT SAPULPA TOM DeARMAN CITY OF SAPULPA HOMINY TEX BAYOUTH CITY OF HOMINY MANNFORD MIKE NUNNELY CREEK CO MUNICIPALITIES PAWHUSKA PAUL McALEXANDER CITY OF PAWHUSKA The INCOG EDD Board of Directors selected and appointed the initial CEDS Strategy Committee members. The CEDS Strategy Committee has been given the responsibility for developing and approving economic development plans and policies including changes and amendments to the CEDS, and prospective Public Works projects. Upon approval by the CEDS Committee, plans and policies will be forwarded to sponsoring local governments for information and review and to the INCOG EDD Board of Directors for endorsement of such plans and policies. D. Program/Project Coordination The CEDS Strategy Committee has adopted a program/project coordination process in which local governments, authorities and/or agencies will initiate the development and implementation of EDA-funded projects, with the INCOG staff (EDD District) serving as facilitator. Job creation and new investment will be the primary aim of these projects and activities. Owing to the diversity of the region, which ranges from highly urbanized to rural areas, there will be a broad range of projects for which EDA support is appropriate, including 1) Technical assistance grants to support EDA fundable feasibility or engineering studies: and 2) Infrastructure grants to support projects that have a direct impact on job creation. In general, an EDA-funded project will characteristically address a significant Regional need or enhances the Region’s competitive advantage; it will represent the best use of limited resources; it will have positive economic, environmental and social impacts; and, it will be located in or impact an eligible redevelopment area. Specific selection criteria are identified as follows: Project Selection Criteria The Proposed Project Meets a Defined Regional Need a. The proposed project need (or needs) is well documented and specific to an identified regional need (or needs). b. The proposed project is appropriate and proportional to the identified need or needs it is designed to address. c. The proposed project is consistent with local municipal and regional planning priorities. d. The proposed project is in scale with the level of urgency associated with the identified need (or needs). e. The proposed project is consistent with other public funding sources currently being used or “applied for” to address the same need (or needs). The Proposed Project Will Enhance Long-Term Development of the Regional Economy a. The proposed project encourages innovation and long-term regional competitiveness (e.g. encourages a common vision among firms, universities and workforce development for cluster development and facilitation). b. The proposed project upgrades regional business infrastructure. c. The proposed project helps communities in the region to plan and implement economic adjustment strategies in response to sudden and severe economic dislocations (e.g. large layoffs, plant closings, trade adjustment impacts, etc.). VII-4 d. The proposed project supports technology-led economic development (e.g. creates and support technology transfer, blend the important role of higher education in regional development). e. Advance community social entrepreneurship in re-development efforts in areas of chronic economic distress. The Proposed Project Has a High Probability for Success a. The proposed project is realistic with a high probability of success (e.g. time frame). b. The proposed project is ready to begin within six months to one year of the full EDA application’s approval. c. The proposed project has a detailed cost estimate that is realistic and reasonable. d. The proposed project reflects a strong and broad consensus with sufficient buy-in for successful implementation. e. The proposed project offers a strong likelihood of a high return on the taxpayers’ investment (e.g. sustainable, creates-retains jobs, provides assistance to low- and moderate-income households, etc.). The Proposed Project is Fundable (Consistent with the EDA’s Funding Priorities) a. The proposed project is market-based, and will maximize private sector investment that otherwise would not have occurred without the EDA’s investment. b. The proposed project encourages regional collaboration-coordination. c. The proposed project will result in an environment where higher-skill, higher-wage job opportunities are created. d. The proposed project is pro-active in nature and scope. e. The proposed project is long-term, and attempts to anticipate economic changes through diversification of the regional economy. EDA Grant Consistency Evaluation Process The INCOG CEDS Committee will serve as the review body to determine consistency of potential EDA grant projects with the CEDS. The grant consistency evaluation process is described as follows: 1. Request that the EDA Regional Office in Austin direct all applicants, if necessary, to contact INCOG ED staff during proposal development. VII-5 VII-6 2. The INCOG ED staff will assist the applicant in developing the project proposal with direct input in regard to eligibility and conformance with EDA Regulations. 3. The INCOG ED staff will provide project information to the CEDS Committee and attempt to clarify/rectify any questions/concerns with the applicant and forward results to the CEDS Committee. 4. The applicant, with the assistance of the INCOG ED staff, will prepare and submit a pre-application to the EDA Austin Regional Office. 5. A meeting will be arranged between the applicant, the INCOG ED staff and EDA regional representatives to review initial proposal and determine is a full application is warranted. 6. The INCOG ED staff will request that EDA provide notification to the applicant and to the INCOG ED staff if a determination has been made to invite a full application. 7. The INCOG ED staff will forward the notification to the CEDS committee and request comments or questions coordinate responses and, if necessary, facilitate a CEDS committee meeting. 8. The INCOG ED staff will prepare a consistency/inconsistency determination letter and forward to applicant and EDA. It is anticipated that, from time to time, project proposals will be submitted to address local or regional needs not identified in the CEDS. In these instances, the CEDS committee will determine whether the project is generally consistent with the overall goals of the CEDS and whether the CEDS should be revised to address the needs identified. The CEDS committee would make any such recommendations to the INCOG EDD Board. E. Participating CEDS Member Governments The participating CEDS Member Governments represented in this CEDS are Tulsa, Creek and Osage Counties in the Tulsa MSA. The Economic Target Area Maps included as part of this report highlight those areas in Tulsa, Creek and Osage Counties that qualify under economic distress criteria as identified by the EDA Interim Final Rule. !(20 £¤ 75 !(99 £¤60 !(18 £¤ 75 £¤169 !(16 £¤64 !(33 !(48 !(16 §¨¦44 !(51 ¦§¨44 £¤412 !(11 !(51 Tulsa Osage Creek I N C O G E c o n omi c D e v e l o pme n t D i s t r i c t Map Document: (U:\arcgis\arcgis2008\eda stuff\3 county map per capita income.mxd) 2/7/2008 -- 11:51:54 AM INCOG Economic Development District in Relation to the State of Oklahoma Map Prepared by INCOG February 2008 Source: 2000 Census Data This map is provided as a public resource for general information only. Although every effort has been made to produce the most current, correct and clearly expressed data possible, all geographic information has limitations due to scale, resolution, date and interpretation of the original source materials. Legend Area of Interest Highways Census Tracts Per Capita Income <= 80% of National Level Per Capita Income > 80% of National Level County Boundaries Å
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Okla State Agency |
INCOG (Indian Nations Council of Governments), Oklahoma |
Okla Agency Code | 'INC' |
Title | INCOG-EDD economic development plan : comprehensive economic development strategy (CEDS) |
Authors |
Indian Nations Council of Governments. United States. Economic Development Administration. |
Publisher | Indian Nations Council of Governments |
Publication Date | 2008 |
Publication type |
Planning Document |
Subject |
Tulsa Region (Okla.)--Economic policy. Regional planning--Oklahoma--Tulsa Region. |
Purpose | INCOG is submitting this Comprehensive Economic Development Strategy (CEDS) in an effort to establish a regional economic development framework for three counties in the INCOG area, Tulsa, Creek and Osage. The CEDS serves as a current description of regional economic and workforce development activity and status, so as to appropriately identify opportunities to use local, state and federal funds to meet current and emerging regional economic growth needs.; The CEDS project area encompasses Tulsa, Creek, and Osage Counties in the State of Oklahoma. |
Notes | approved and submitted by INCOG Economic Development District to US Department of Commerce, Economic Development Administration |
OkDocs Class# | I800.3 E19d 2008 |
Digital Format | PDF, Adobe Reader required |
ODL electronic copy | Downloaded from agency website: |
Rights and Permissions | This Oklahoma state government publication is provided for educational purposes under U.S. copyright law. Other usage requires permission of copyright holders. |
Language | English |
Full text | Approved and Submitted by INCOG Economic Development District to US Department of Commerce Economic Development Administration Comprehensive Economic Development Strategy (CEDS) 2008 INCOG-EDD Economic Development Plan TABLE OF CONTENTS EXECUTIVE SUMMARY ................................................................................................................... i METHODOLOGY FOR INTEGRATING STATE AND REGIONAL ECONOMIC PRIORITIES ........ iii I. REGIONAL ECONOMIC DEVELOPMENT BACKGROUND: ANALYSIS OF PROBLEMS AND OPPORTUNITIES ................................................................ I-1 A. General Description of the Region ............................................................................................. I-1 B. Economic Profile and Forecast .................................................................................................. I-7 C. Targeted Industry Clusters ........................................................................................................ I-8 D. Regional Infrastructure .............................................................................................................. I-8 E. Geographic and Environmental Issues ...................................................................................... I-9 F. Analysis of Economic Development Problems and Opportunities ............................................ I-10 II. KEY CEDS GOALS AND OBJECTIVES .................................................................................. II-1 III. COMMUNITY AND PRIVATE SECTOR PARTICIPATION .................................................... III-1 IV. STRATEGIC PROJECTS, PROGRAMS AND ACTIVITIES .................................................. IV-1 V. ACTION PLAN ......................................................................................................................... V-1 A. Regional Vitality ........................................................................................................................ V-1 B. Regional Infrastructure Investments ......................................................................................... V-2 C. Workforce Development and Talent Attraction ......................................................................... V-3 D. Quality Jobs .............................................................................................................................. V-4 E. Targeted Industry Clusters ........................................................................................................ V-6 F. Innovation Economy ................................................................................................................. V-7 VI. APPROACH/PERFORMANCE MEASURES ......................................................................... VI-1 VII. ORGANIZATION AND MANAGEMENT .............................................................................. VII-1 A. District’s Organization ............................................................................................................. VII-1 B. Board of Directors ................................................................................................................... VII-1 C. New CEDS Strategy Committee ............................................................................................. VII-2 D. Program/Project Coordination ................................................................................................ VII-4 E. Participating CEDS Member Governments ............................................................................. VII-6 APPENDICES Appendix 1. Creek County Letter of Concurrence ......................................................................... A-1 Appendix 2. Oklahoma Department of Commerce Letter of Concurrence .................................... A-2 Appendix 3. Agreement Creating the INCOG Economic Development District (INCOG-EDD) .... A-3 Appendix 4. INCOG-EDD Bylaws ................................................................................................ A-4 Appendix 5. INCOG-EDD Regional Map ...................................................................................... A-5 EXECUTIVE SUMMARY Comprehensive Economic Development Strategy (CEDS) for Tulsa, Creek and Osage Counties in the INCOG Region INCOG is submitting this Comprehensive Economic Development Strategy (CEDS) in an effort to establish a regional economic development framework for three counties in the INCOG area, Tulsa, Creek and Osage. The CEDS serves as a current description of regional economic and workforce development activity and status, so as to appropriately identify opportunities to use local, state and federal funds to meet current and emerging regional economic growth needs. In 2006, INCOG submitted an initial CEDS document to the EDA Austin Regional Office and requested designation as an Economic Development District but later withdrew that request in order to more fully comply with new requirements for Planning Organizations and CEDS documentation. Creek County was also added to the list of counties requesting designation as a new Economic Development District. The new, three county, INCOG Economic Development District (INCOG EDD) has been created in compliance with the laws and regulations of the U.S. Department of Commerce, Economic Development Administration and organized under the Interlocal Cooperation Act (Title 74-Oklahoma Statutes) to promote economic development in Creek, Osage and Tulsa counties in northeast Oklahoma. The Interlocal Agreement creating the INCOG EDD established an EDD Board which understands that the district's economic development process involves all concerned parties in the district. The INCOG EDD Board of Directors is principally composed of public officials and includes minorities, business people, and representatives of community-based organizations from the region. A CEDS Strategy Committee was also formed as a permanent committee of the EDD Board and the CEDS Strategy Committee has adopted a program/project coordination process in which local governments, authorities and/or agencies will initiate the development and implementation of EDA-funded projects, with the INCOG staff (EDD District) serving as facilitator. Job creation and new investment will be the primary aim of these projects and activities. Owing to the diversity of the region, which ranges from highly urbanized to rural areas, there will be a broad range of projects for which EDA support is appropriate, including: • Technical assistance grants to support EDA fundable feasibility or engineering studies; and • Infrastructure grants to support projects that have a direct impact on job creation. In general, an EDA-funded project will characteristically address a significant Regional need or enhance the Region’s competitive advantage, represent the best use of limited resources, have positive economic, environmental and social impacts, and it will be located in or impact an eligible redevelopment area. i This CEDS Update was developed during the third and fourth quarters of 2007 by the INCOG Economic Development staff under the direction of the INCOG EDD Board and the CEDS Strategy Committee. Principal components represented in this CEDS document include: • Regional Economic Development Background with an Analysis of Problems and Opportunities • CEDS Goals and Objectives • Community and Private Sector Participation • Strategic Projects • Action Plan • Approach/ performance Measures • Organization and Management After preliminary work was completed by the CEDS Strategy Committee, the INCOG EDD Board of Directors adopted the CEDS report on the 14th day of February, 2008 and authorized it’s submittal to the EDA Regional Office in Austin, Texas. ii METHODOLOGY FOR INTEGRATING STATE AND REGIONAL ECONOMIC PRIORITIES The following state/local strategic planning efforts and initiatives were analyzed for the development of the INCOG EDD Comprehensive Economic Development Strategy (CEDS) 1. Strategic Plan, Governor's Council for Workforce and Economic Development 2. Workforce Tulsa’s Strategic Plan, Workforce Tulsa 3. Labor Market Assessment of Northeast Oklahoma, Wadley Donovan Group, Inc., September 10, 2002 4. Tulsa Area Labor Force Study, September 2007, Oklahoma Department of Commerce 5. Vision 2025, September, 2003, Tulsa County 6. Regional Economic Development Leadership Summit, December 2003, Tulsa Metro Chamber 7. Tulsa’s Future, Tulsa Metro Chamber 8. City of Tulsa Economic Development Strategic Plan, February 2006, City of Tulsa 9. Step up Tulsa! Fall 2006, Tulsa Community Foundation 10. Destination 2030 Long Range Transportation Plan, INCOG 11. 2008-2011 Transportation Improvement Program, INCOG 12. ODOT 8-Year Construction Work Plan, ODOT The INCOG EDD Board and staff annually reviews state and local planning initiatives for consistency with the region’s Comprehensive Economic Development Strategy in the areas of economic and social development. Integration with State Programs and Regional/Local Planning Initiatives The role of INCOG as an Economic Development District (EDD) is to provide assistance to local governments and economic development agencies in securing Economic Development Administration (EDA) funding. The INCOG staff will work to ensure that viable economic development projects are identified for funding for EDA and also look to other potential funding agencies and programs. It is recognized that other economic development agencies and staffs within local government have extensive experience and well trained staff who secure funding packages for viable projects. The INCOG EDD Board and staff will work closely with these agencies and local governments to ensure effective coordination. Integration with State Planning The INCOG EDD Board and staff are involved in many efforts which coordinate regional issues within the state of Oklahoma or within the region. These include: the Oklahoma Association of Regional Councils (OARC) which meets monthly; the Indian Nations Council of Governments (INCOG) which meets monthly; and with strategic planning initiatives such as Step Up Tulsa. The INCOG EDD Board and staff seek to form a stronger relationship with Workforce Tulsa and Workforce Oklahoma; with the region’s iii iv comprehensive higher education institutions; with the region’s community colleges and technical schools; and with skills development initiatives with the K-12 education system. Transportation is one of the key regional issues with the INCOG EDD. Development of a balanced system of existing road network and developing future transportation corridors for movement of goods and people requires ongoing coordination with the Oklahoma Department of Transportation (ODOT, the INCOG Transportation Planning staff and with local governments. SECTION I: REGIONAL ECONOMIC DEVELOPMENT BACKGROUND: ANALYSIS OF PROBLEMS AND OPPORTUNITIES A. General Description and History of the Region The CEDS project area encompasses Tulsa, Creek, and Osage Counties in the State of Oklahoma. The area reflects urban, suburban and rural characteristics and contains numerous cities/towns of varying size and economic/social diversity. The three counties are at the heart of a larger economic region represented by the designated Tulsa Metropolitan Statistical Area (historically five counties and most recently designated in 2003 by the Office of Management and Budget (OMB) as seven counties). Beyond the MSA, Tulsa has a labor draw that comes primarily from 10 counties that contain a population of over one million residents. The area is also home to three major American Indian Tribes including the Osage, the Cherokee and the Muscogee Creek Nations. With an area of 587 square miles, Tulsa County is largely urbanized and has 10 cities/towns within its borders: Bixby, Broken Arrow, Collinsville, Glenpool, Jenks, Owasso, Sand Springs, Skiatook, Sperry and Tulsa. To the south and west of Tulsa County is Creek County which encompasses 970 square miles of primarily rural land. The largest community within Creek County is the City of Sapulpa which also includes land area within Tulsa County. Other communities that can be found in Creek County are Bristow, Depew, Drumright, Kellyville, Kiefer, Lawrence Creek, Mannford, Mounds, Oilton, Shamrock, Slick and Stroud. Osage County has a huge, basically rural, geographic area of 2,304 square miles with a relatively small population centered in smaller cities and towns represented by Avant, Barnsdall, Burbank, Fairfax, Foraker, Grainola, Hominy, Pawhuska, Shidler and Wynona. The number of persons per square mile is 19.7. The City of Sand Springs, the Town of Skiatook and the City of Tulsa all include land area in both Tulsa and Osage Counties. Osage County is home to the historic Osage Indian Reservation. The setting is high plains, rolling hills, rich farm and cattle lands and the Nations largest preserve of Tall Grass Prairie. Demographic Trend Comparison Report Creek County Osage County Tulsa County Percent Change from 2006 to 2011: Population 1.9% 1.40% 1.20% Household 1.8% 1.20% -0.60% Median Age 1.2% 3.00% 1.80% Owner Occupied Housing 1.4% 0.90% -1.10% Renter Occupied Housing 3.0% 2.50% 0.30% I-1 Percent Change from 1990 to 2000: Population 10.6% 6.70% 11.90% Household 12.5% 8.00% 12.00% Median Age 7.9% 9.50% 5.30% Owner Occupied Housing 13.1% 10.80% 14.00% Renter Occupied Housing 10.5% -2.20% 9.00% 2006 Demographics: Total Population 69,320 45,410 570,953 Total Households 25,509 16,652 230,123 Female Population 35,244 22,292 290,626 % Female 50.8% 49.1% 50.9% Male Population 34,076 23,118 280,327 % Male 49.2% 50.9% 49.1% Age Age 0 - 4 6.2% 5.00% 7.90% Age 5 - 14 13.3% 12.40% 13.90% Age 15 - 19 7.3% 7.40% 6.70% Age 20 - 24 7.3% 7.60% 6.80% Age 25 - 34 11.6% 11.50% 13.60% Age 35 - 44 13.1% 13.20% 14.10% Age 45 - 54 14.7% 16.00% 14.40% Age 55 - 64 12.0% 12.60% 10.50% Age 65 - 74 8.2% 8.00% 6.30% Age 75 - 84 4.8% 4.60% 4.30% Age 85 + 1.6% 1.70% 1.60% Median Age 38.6 40.1 35.8 Housing Units Total Housing Units 29,300 19,798 259,215 Owner Occupied Housing Units 67.7% 67.60% 54.50% Renter Occupied Housing Units 19.4% 16.50% 34.30% Vacant Housing Units 12.9% 15.90% 11.20% Race and Ethnicity American Indian, Eskimo, Aleut Population 8.9% 14.10% 5.20% Asian 0.3% 0.30% 1.90% Black Population 2.5% 10.00% 10.10% Hawaiian or Pacific Islander Population 0.0% 0.00% 0.10% Multi-Race Population 6.5% 8.50% 5.60% Other Population 0.8% 0.80% 3.30% White Population 81.0% 66.30% 73.90% I-2 Hispanic Ethnicity 2.4% 2.30% 8.90% Not of Hispanic Ethnicity 97.6% 97.70% 91.10% Household Income $ 0 - $ 14,999 18.42% 17.58% 14.10% $ 15,000 - $24,999 13.82% 13.84% 12.83% $ 25,000 - $34,999 14.5% 13.59% 13.06% $ 35,000 - $49,999 17.68% 17.56% 16.19% $ 50,000 - $74,999 19.21% 18.40% 18.87% $ 75,000 - $99,999 8.89% 9.81% 10.67% $100,000 - $124,999 3.83% 4.89% 6.09% $125,000 - $149,999 1.32% 2.00% 2.91% $150,000 - $200,000 0.91% 1.30% 2.27% $200,000 to $249,999 0.27% 0.33% 0.81% $250,000 + 1.15% 0.69% 2.19% Average Household Income $47,064 $49,224 $57,496 Median Household Income $37,166 $38,867 $43,481 Per Capita Income $17,804 $18,690 $23,780 Creek County Osage County Tulsa County 2011 Demographics: Total Population 70,671 46,040 577,976 Total Households 25,961 16,857 228,498 Female Population 35,837 22,457 291,498 % Female 50.7% 48.8% 50.4% Male Population 34,834 23,583 286,478 % Male 49.3% 51.2% 49.6% Age Age 0 - 4 6.3% 4.80% 7.90% Age 5 - 14 12.3% 10.80% 14.30% Age 15 - 19 6.9% 6.70% 6.50% Age 20 - 24 7.2% 7.40% 6.40% Age 25 - 34 13.0% 13.70% 12.90% Age 35 - 44 11.3% 11.10% 13.10% Age 45 - 54 14.1% 15.20% 13.90% Age 55 - 64 12.9% 14.20% 11.90% Age 65 - 74 8.8% 9.10% 6.80% Age 75 - 84 5.4% 5.20% 4.30% Age 85 + 1.9% 2.00% 1.90% Median Age 39.1 41.3 36.4 I-3 Housing Units Trend Total Housing Units 30,374 20,594 270,963 Owner Occupied Housing Units 66.2% 65.6% 51.6% Renter Occupied Housing Units 19.2% 16.3% 32.9% Vacant Housing Units 14.5% 18.2% 15.6% Race and Ethnicity American Indian, Eskimo, Aleut Population 8.8% 13.9% 5.2% Asian 0.4% 0.4% 2.1% Black Population 2.4% 9.3% 9.4% Hawaiian or Pacific Islander Population 0.0% 0.1% 0.1% Multi-Race Population 7.1% 9.5% 6.1% Other Population 1.4% 1.4% 4.2% White Population 79.9% 65.6% 72.9% Hispanic Ethnicity 2.4% 2.3% 8.9% Not of Hispanic Ethnicity 97.6% 97.7% 91.1% Household Income $ 0 - $ 14,999 17.19% 16.36% 12.91% $ 15,000 to $ 24,999 13.38% 13.06% 11.78% $ 25,000 to $ 34,999 13.92% 13.42% 12.78% $ 35,000 to $49,999 17.21% 15.60% 14.68% $ 50,000 to $74,999 18.61% 18.48% 18.53% $ 75,000 to $ 99,999 10.09% 11.18% 11.87% $100,000 to $124,999 4.77% 5.86% 6.78% $125,000 to $149,999 1.97% 2.85% 3.96% $150,000 to $199,999 1.29% 1.96% 3.15% $200,000 to $249,999 0.35% 0.46% 1.06% $250,000+ 1.21% 0.76% 2.50% Average Household Income $50,379 $52,921 $63,745 Median Household Income $39,967 $42,313 $47,862 Per Capita Income $18,974 $20,061 $25,851 Creek County Osage County Tulsa County 2000 Census Demographics: Total Population 67,367 44,437 563,299 Total Households 25,289 16,617 226,892 Female Population 34,373 21,986 290,069 I-4 % Female 51.0% 49.50% 51.50% Male Population 32,994 22,451 273,230 % Male 48.9% 50.50% 48.50% Age Age 0 - 4 6.8% 6.20% 7.40% Age 5 - 14 15.6% 15.20% 14.60% Age 15 - 19 7.8% 7.60% 7.20% Age 20 - 24 5.1% 5.00% 7.10% Age 25 - 34 12.0% 11.10% 14.70% Age 35 - 44 15.3% 16.40% 15.70% Age 45 - 54 14.1% 14.90% 13.40% Age 55 - 64 10.4% 10.60% 8.10% Age 65 - 74 7.2% 7.50% 6.20% Age 75 - 84 4.2% 4.10% 4.20% Age 85 + 1.4% 1.40% 1.40% Median Age 36.9 38.2 34.4 Housing Units Trend Total Housing Units 27,986 18,826 243,953 Owner Occupied Housing Units 70.5% 71.20% 57.50% Renter Occupied Housing Units 19.9% 17.10% 35.60% Vacant Housing Units 9.6% 11.70% 7.00% Race and Ethnicity American Indian, Eskimo, Aleut 9.1% 14.40% 5.20% Asian, and Hawaiian or other Pacific Islander 0.3% 0.30% 1.70% Black 2.6% 10.80% 10.90% White 82.3% 67.00% 75.00% Other 0.6% 0.60% 2.80% Hispanic Ethnicity 1.9% 2.10% 6.00% Not of Hispanic Ethnicity 98.1% 97.90% 94.00% Household Income $ 0 - $9,999 12.0% 11.40% 9.20% $ 10,000 - $14,999 8.6% 8.30% 7.20% $ 15,000 - $24,999 14.9% 15.80% 14.90% $ 25,000 - $34,999 16.9% 15.00% 14.40% $ 35,000 - $49,999 18.0% 18.50% 17.20% $ 50,000 - $74,999 17.6% 17.30% 18.30% $ 75,000 - $99,999 7.1% 7.80% 9.00% $100,000 - $124,999 2.2% 3.10% 4.20% $125,000 - $149,999 0.8% 1.30% 1.90% $150,000 - $199,999 0.8% 0.60% 1.70% $200,000 or More 0.9% 0.80% 2.00% I-5 Average Household Income $42,407 $44,603 $51,754 Median Household Income $33,168 $34,617 $38,391 Per Capita Income $16,191 $16,679 $20,846 Creek County Osage County Tulsa County 1990 Demographics: Total Population 60,915 41,645 503,346 Total Households 22,470 15,384 202,536 Female Population 31,306 20,936 260,938 % Female 51.2% 50.30% 51.80% Male Population 29,609 20,709 242,408 % Male 48.6% 49.70% 48.20% Age: Total Population 60,915 41,645 503,346 Age 0 - 4 7.3% 7.00% 7.70% Age 5 - 14 15.9% 16.10% 14.50% Age 15 - 19 7.7% 7.20% 6.70% Age 20 - 24 5.8% 5.10% 7.30% Age 25 - 34 14.6% 14.90% 18.10% Age 35 - 44 15.0% 15.30% 15.70% Age 45 - 54 11.6% 11.40% 10.10% Age 55 - 64 9.1% 9.40% 8.40% Age 65 - 74 7.2% 7.90% 6.80% Age 75 - 84 4.4% 4.50% 3.60% Age 85 + 1.4% 1.30% 1.20% Median Age 34.2 34.9 32.7 Housing Units Trend Total Housing Units 25,143 18,197 227,833 Owner Occupied Housing Units 69.4% 66.50% 54.00% Renter Occupied Housing Units 20.0% 18.10% 34.90% Vacant Housing Units 10.6% 15.50% 11.10% Race and Ethnicity American Indian, Eskimo, Aleut 8.42% 14.80% 5.10% Asian 0.23% 0.20% 1.20% Black 3.15% 10.10% 9.90% White 87.9% 74.40% 83.00% Other 0.34% 0.50% 0.90% Hispanic Ethnicity 1.08% 1.60% 2.40% Not of Hispanic Ethnicity 98.9% 98.40% 97.60% I-6 Household Income Less than $5,000 8.42% 8.57% 6.43% $5,000 to $9,999 12.24% 12.69% 9.79% $10,000 to $14,999 10.67% 10.64% 9.86% $15,000 to $24,999 20.89% 18.49% 19.51% $25,000 to $34,999 18.59% 18.15% 16.44% $35,000 to $49,999 15.45% 15.24% 16.91% $50,000 to $74,999 9.93% 11.95% 13.18% $75,000 to $99,999 2.61% 3.20% 3.89% $100,000 to $149,999 0.79% 0.60% 2.31% $150,000 or More 0.40% 0.44% 1.65% Average Household Income $28,567 $28,910 $36,167 Median Household Income $23,795 $24,781 $27,241 Per Capita Income $10,608 $11,020 $14,672 Current year data is for the year 2005, 5 year projected data is for the year 2010. More About Our Data. Demographic data © 2005 by Experian/Applied Geographic Solutions. Traffic Count data © 2005 by GDT. All rights reserved. © 2006. DemographicsNow.com is brought to you by SRC, LLC. SRC, DemographicsNow.com and the SRC and DemographicsNow.com logos are trademarks of SRC, LLC. All rights reserved. Privacy Statement | License Agreement Several factors contribute to INCOG’s CEDS area economic status. These factors include the location and diversity of population groupings within the area; human resources and employment trends; land use patterns; the location and utilization and/or protection of natural resources; the production levels of key industry groups, existing infrastructure inventory and capacity; transportation facilities; and financial resources. These factors and many others have been examined by the professional staff of INCOG along with the Tulsa Metro Chamber in several reports and publications. Most of this information is maintained and updated as part of ongoing program activities. This built in continuity of research and analysis provides a clear picture of the area's economy as well as implications for the future. B. Historical Economic Perspective of Tulsa Area According to the Tulsa Preservation Commission Website the area surrounding Tulsa, once known as Indian Territory, was originally established to accommodate the relocation of tribes such as the Creeks, Seminoles, Cherokees, Quapaws, Senecas, and Shawnees. These Native American tribes moved into the region after the passage of the Indian Removal Act (1830), when they were forced to surrender their lands east of the Mississippi to the Federal Government in exchange for land in Indian Territory. Each of the larger tribes was given extensive land holdings, individual governments were formed, and tribal members began new lives as farmers, trappers, and ranchers. In 1882, the St. Louis and San Francisco Railroad extended its line to Tulsa to serve the cattle business, the city’s first industry. Ranchers and settlers, including Indians and whites, living within a one-hundred mile radius had been using Tulsa as a central trading point since the end of the Civil War. A stock yard, with I-7 cattle-loading pens and chutes, was built near the tracks, and cattle were driven from the Chickasaw Nation and Seminole country to Tulsa for shipment. Other early urban industries also grew with Tulsa and the surrounding region. Zinc and lead mines were located all around Tulsa. Coal mining operations, which reached a peak in the 1920s and continued until 1955, were concentrated in the area around Dawson. The Dawson coal seam, running from the Arkansas River northeast to the Bird Creek valley, was mined extensively. Both strip mining and shaft mining techniques were employed to exploit the seam. Tulsa changed from a cow-town to a boomtown with the discovery of oil in 1901 at Red Fork, a small community southwest of Tulsa. In 1904, Tulsans constructed a bridge across the river, allowing oil field workers, supplies, food and equipment to cross the river, reaffirming Tulsa’s position as the center of the oil field. In 1905, the Glenn Pool oil field was discovered. This strike created such a large supply of crude oil that it forced the development storage tanks for the excess oil and gas and, later, pipe lines. It also laid the foundation for Tulsa to become a leader in many businesses related to oil and gas, in addition to being the physical center of the growing petroleum industry. Eventually, Glenn Pool established Oklahoma as one of the leading petroleum producing regions in the United States. Many early oil companies chose Tulsa for their home base. When a second surge of oil discoveries occurred between 1915 and 1930, the city was well-established as the “Oil Capital of the Nation.” The regional economy was only slightly affected by World War I, and the 1920s were a period of extensive growth. By the early 1920s, aviation had become an important part of the city’s economy. In 1919, the Curtis-Southwest Airplane Company was formed and, in August of that same year, they flew the nation’s first commercial interstate air freight shipment. By 1928, a municipal airport had been built and the Spartan Aircraft Company had been established. Despite the economic crash of 1929, Tulsa continued to hold the title of “Oil Capital of the World.” By the late 1930s industries including agricultural processing, textiles, and glass production had located in the Tulsa area region. Oil, however, continued to be the number one industry, with forty-four oil companies and 614 oil company offices located in Tulsa. When World War II broke out, the regional oil industries, which had been in decline since the early 1930s, were converted to defense purposes. Aviation and the adaptability of oil-related industries to war industries made Tulsa the perfect location for defense plants. Many of the plants, tooled for fabrication of close-tolerance oil equipment, easily adapted to war materials production. Items such as propeller spinners, bombsight parts, winches used on landing crafts, bulldozers and trucks, 80 mm gun barrels, and all types of ammunition and weapons were manufactured in the city. After the war, many of these same plants converted to peace time industries. These included a trailer home manufacturer and a factory to rebuild surplus military vehicles for construction and petroleum applications. The construction industry continued to boom after World War II. Redevelopment of the Tulsa region began in the early 1950s. The growth of Tulsa to the south led to the construction of the Fifty-First Street Bridge, dedicated in 1953. Infill and redevelopment, particularly in the downtown, continued throughout the 1960s. A number of early downtown commercial buildings were I-8 demolished to make way for modern high-rises. However, as the downtown was being redeveloped, retail establishments began to move to outlying areas where new residential neighborhoods were springing up. During the 1970s, attempts were made to address the relocation of retail stores to the new malls in south Tulsa through such developments as the Main Mall, a pedestrian system in the core of downtown. This development spurred the interest in renovation and reuse of older buildings, and the trend continued through the 1980s. Threads of its Native American heritage and oil boom days are still visible in the city’s historic fabric. C. Economic Profile and Forecast/Workforce Investment A primary mission of the Tulsa Metro Chamber is to market the advantages of the Tulsa area locally, nationally and internationally. To accomplish this mission the professional staff of the Economic Development Division researches and maintains an extensive amount of economic data sets that the CEDS process utilized in the development of the Goals, Objectives, and Initiatives contained in the CEDS Action Plan. These data sets include, for example: gross product, wage and salary employment, industry mix employment, unemployment, labor force, population, per capita income, average weekly earnings in manufacturing, retail sales, real estate, bankruptcies, banking and travel industry. Key links to the data can be found in the Economic Development Division of the Chamber. Key documents in this section include the Manufacturing Cluster White Paper; the Workforce Tulsa site; the Tulsa Economic Forecast; the Economic Outlook Conference and the Economic Profile & Forecast. Economic Development Target Areas have been identified for Creek, Osage and Tulsa Counties utilizing economic distress levels as defined by the Interim Final Rule for EDA (13 CFR Chapter 3). These areas are identified as having (a) An unemployment rate that is, for the most recent twenty-four (24) month period for which data is available, at least one (1) percent greater than the national average unemployment rate; or (b) Per capita income that is, for the most recent period for which data is available, eighty (80) percent or less of the national average per capita income. D. Targeted Industry Clusters A key component of the CEDS planning process was to identify targeted industry clusters within the Tulsa area. The Regional Economic Development Leadership Summit process developed in 2004 by the Tulsa Metro Chamber designated a separate task force that was charged with the initial examination targeted industry clusters. That task force developed a Report from the Task Force on the Selection of Target Clusters. The objectives of the Cluster Targets Task Force were to: a) Determine the optimum number of clusters to obtain regional economic goals; b) Focus on identified clusters with in-depth research; c) Prioritize clusters and suggest some regional goals/objectives related to the findings and d) Provide a sample action plan for each of the 4 Quadrants: market penetration, product development, market development and diversification (Ansoff model applied to ED). The recommendations and findings of that report were further developed and refined as part of the Tulsa’s Future 5-Year Implementation Program. An industry cluster is considered to be a group of businesses and industries closely linked by common markets, experienced and skilled labor pools, supplier chains, customized business support services, similar technologies and other factors, like research, knowledge and innovation that can give these businesses advantages over more isolated competitors. The current list of distinctive targeted industry clusters includes: I-9 1. Education & Knowledge Creation 2. Healthcare & Bioscience 3. Aerospace, Transportation & Logistics 4. Information Technology & Telecommunications 5. Finance & Business Services 6. Advance Manufacturing and Services 7. Hospitality, Tourism & Entertainment E. Regional Infrastructure The overall condition of public infrastructure for local governments in the INCOG region, including those in Creek, Osage and Tulsa Counties, could be considered adequate. While many local governments have tried to maintain or upgrade their infrastructure, local budget constraints have forced some local governments to defer needed improvements and react primarily to emergency situations. A significant amount of Capital Improvements Planning has occurred in virtually all of the local governments in the past five years. As a result systematic, long term capital improvements planning and budgeting is taking place and conditions are improving. The adequacy of municipal water and sewer capacity is different for each local government. Most local governments have adequate municipal water services (distribution capacity, water levels, quality, etc.). The Tulsa Metropolitan Utility Authority has emerged in the past several decades as a regional water supply system provider in the Tulsa County area. Some local governments such as Tulsa and Broken Arrow are in the process of increasing their municipal sewer service capacity. Other local governments in the INCOG region are at, or close to, their sewer service capacity, which, if not increased, could hinder future development. The limitations imposed by this public infrastructure affect economic growth as it limits the types of businesses that could locate in these local governments. Overall, the transportation infrastructure in the Tulsa MSA is good. INCOG has been designated by the Governor of Oklahoma as the Metropolitan Planning Organization (MPO) for the Tulsa region in accordance with federal law. As the MPO, INCOG, in cooperation with the Oklahoma Department of Transportation (ODOT) and Metropolitan Tulsa Transit Authority (MTTA), is responsible for the development of regional transportation plans and in June of 2005 adopted the latest regional transportation plan entitled Destination 2030. This long range transportation plan contains a roadway element as well as public transportation, bicycle-pedestrian and freight movement elements. The Tulsa Airport Authority oversees operations at the Tulsa International Airport which serves national and international travelers while the R.L. Jones, Jr. Airport (Riverside) meets the general aviation needs of the region. Detailed information concerning airport information can be found at the Tulsa Airport Authority web site. Several other airports including the William R. Pogue Municipal offer general aviation services. More statewide aviation information may be obtained at the Oklahoma Aeronautics Commission. Lack of developed industrial park space still remains an issue in the CEDS area. Many industrial parks in the area are either full or close to capacity. Three major park locations in the INCOG region that have a moderate amount of available space include the Cherokee Industrial Park, the Tulsa International Airport and the Tulsa Port of Catoosa. New industrial park expansions are located near the Tulsa International Airport adjacent to US Highway 169 and the North Tulsa Airpark. Mega sites have been identified in east I-10 Tulsa County and in adjacent areas of Wagoner and Mayes County. Additional industrial sites exceeding 100 acres in size have tentatively been identified in east Creek County, in south Tulsa County and in Broken Arrow. The high cost of land in part of the immediate Tulsa metropolitan area is making it increasingly difficult to develop an industrial park site of any size. In addition, several local governments simply do not have enough industrial land to develop a park. The lack of industrial park space may hamper future economic growth in the CEDS area depending upon the Tulsa regions evolving role in the new economy. F. Geographic and Environmental Issues The physical geography of much of the CEDS area is dominated by the presence of the Arkansas River, which runs through the western and southern parts of Tulsa County and serves as the western boundary for much of Osage County, two counties comprising a part of the CEDS region. A significant part of western Osage County is a series of endless prairie vistas dominated by large ranches and the Tallgrass Prairie Preserve. The eastern half of the Osage County and most of Creek County feature rolling hills topped off with groves of blackjack, post oak and hickory trees. In the area of environmental quality INCOG has developed the Arkansas River Study, which offers a vision for improving the quality of life in the region, providing and protecting a more diverse and improved ecosystem and environment along the corridor and stimulating economic development in appropriate areas that will generate entertainment, enjoyment, excitement and economic resources. This study offers a guide to community enrichment through identifying the “highest and best” use of the River Corridor and creating a meaningful connection between the Riverfront and the surrounding communities. The U.S. Army Corps of Engineers maintains several lakes within the CEDS area: Birch Lake, Lake Hulah, Heyburn Lake, Kaw Lake, Keystone Lake and Lake Skiatook. INCOG has also taken the lead in developing plans and strategies to deal with ground level ozone within Tulsa’s Transportation Management Area. Ground-level ozone is harmful air pollution that threatens our health, quality of life, and the economic prosperity of the Tulsa area. The Ozone Alert! Program, Tulsa Area Rideshare and the Tulsa Area Clean Cities Program, developed by INCOG, have received national recognition for the development of new and innovative strategies. G. Analysis of Economic Development Problems and Opportunities In October of 2002 the Workforce Investment Board and the Tulsa Metro Chamber received a report prepared by the Wadley-Donovan Group, Inc. identified as the Labor Market Survey which involved a labor market assessment of 10 counties in northeast Oklahoma. Tulsa, Creek and Osage Counties were included as part of this study. The Study contained an in-depth analysis of economic development issues confronting the Tulsa regional area. That analysis and its recommendations are still appropriate for use today. A brief synopsis of the key assets, challenges and recommendations contained within the Survey are included as follows: 1. Regional Assets The region has a number of assets that would make it an attractive location for office, high technology, manufacturing and distribution facilities. These attributes are not widely known outside of Oklahoma, making the region an undiscovered opportunity for employers. The region’s assets include: I-11 • A well educated, growing population. The percentage of residents with 12-15 years of education exceeds the national average. • The region’s employment base within the business sectors is balanced, indicating a base for on-going economic diversification and growth across the business spectrum. It also indicates the flexibility necessary to meet changing economic conditions exists. • Even though the region has a relatively low unemployment rate, employers in the region report satisfactory to good experiences recruiting quality employees across a broad spectrum of clerical/ administration, computer related, management, manufacturing and distribution occupations. Professional and managerial talent can be recruited to the area with satisfactory results. • Employer ratings of fundamental computer and software skills of job applicants are among the highest in the nation. This attribute complements the workforce’s high productivity and work ethic. • Contributing to this favorable labor recruiting is a large number of students enrolled in and graduating from the region’s post-secondary educational institutions. • The region also has a potential hidden and significant, labor supply. This supply consists of residents not currently employed who want to enter the workforce and employed residents who would like to enhance their job skills. There are also a relatively high percentage of households with annual incomes below $35,000, which indicates a potential supply of second income earners and residents seeking to expand their earnings through job and career enhancement. • Many of the job skills of the hidden labor force match the demand of area office employers. • The region’s overall wages and salaries are below the national average. • Customized and general training programs are offered through the region’s post-secondary institutions and technical centers. • The region has a highly rated quality of life. • The region has a number of major employers across all industry sectors including American Airlines, Cendant/Avis, Williams Companies, Williams Communications, Boeing North America, EDS, Nordam Group, Southwestern Bell, and Blue Cross & Blue Shield. • Oklahoma is a pro-business, right-to-work state. 2. Regional Challenges Like most regions, there are challenges that the region will have to address. The key challenges faced by the region include: • While the region’s population growth forecast is above the state average, it is below the national average. The region also has a slightly older population than the nation, although it matches the state average. • The region’s workforce is under-represented in key “higher-end” white-collar occupations versus the national average (i.e., executives, professionals and sales professionals). • The area has a relatively low unemployment rate, which may deter interest from site selectors. • Several skilled manufacturing, experienced technicians, experienced construction trades, and some engineering positions are very difficult to recruit from the local market. • Transportation needs limit the employment options of a significant percentage of the region’s non-employed who want to work. Disabilities are a factor for almost 20% of the area’s non-employed residents who want to work. Interviews, meanwhile, suggest childcare needs deter many residents from entering the workforce. • The occupations in greatest demand are experienced customer service representatives and management/ professionals. The availability, however, of management and professional candidates is only modest. • Recruiting or transferring some managers and professional candidates to the area is difficult because of job shortages for trailing spouses. I-12 • Wages and salaries are low in many business sectors and in education, keeping some residents and graduates from area colleges out of the workforce, and not offering an incentive to keep area college students. 3. Conclusions Overall conclusions are based on the region’s blend of assets and challenges. • Despite a relatively low unemployment rate, employers across the board can find skilled administrative/clerical, semi-skilled and unskilled manufacturing, call center representatives; computer services support personnel, computer programmers, and computer networking personnel. However, there is borderline availability or a shortage of engineers, experienced maintenance personnel, skilled machine trades, systems analysts, and technicians (production, telecom, and call center). Meanwhile, there is a significant base of underemployed and non-employed residents with skills that are disguised by a relatively low unemployment rate. • The region presents employers with a superb operating environment that includes labor costs that are well below the national average, a diversified and well educated labor force with strong computer skills, an attractive quality of life, and access to an academic community that graduates 4,700 students a year with bachelors and masters degrees. • The region’s economy is balanced, offering a foundation for future diversified growth. • The region’s growth needs to be directed in all sectors of the economy, but focus is needed in the technology intensive side of these businesses, including application software development, business administrative services, business administration, engineering, manufacturing, financial and insurance services, advanced manufacturing, and medical services. Higher end administrative and financial (shared services), operations centers would be excellent targets, building off the region’s customer service and administrative services labor base. Regional customer service representatives have office skills that could form an excellent base for more advanced office operations. • Post-secondary school programs would be needed to coordinate with the technical and office operational needs. A greater technology focus is needed at the region’s institutions. • There is a strong desire by regional residents to upgrade themselves to meet the challenge of technology growth. There is a very strong base of these residents. • Much of the regional resident’s desired training could be achieved through seamless cooperative agreements among the area's technology centers, community colleges and universities offering two-year Associates Degree Programs, along with stand-alone programs offered via the technology centers (certificate and non-certificate) and through adult continuing education (credit and non-credit). These programs must be developed through advisory committees consisting of the area's leading employers. • The region’s universities are needed to lead the region’s advancement and growth. In particular, a greater focus on business administration, research and technology directed courses (e.g., the natural sciences, medicine, information technology, engineering, multimedia and mathematics), and greater university technology transfer is needed through undergraduate and graduate courses. More courses in engineering (electrical and software in particular) are needed. Also, more courses and programs in information technology are needed to meet the challenge of regional industry. Growth would be enhanced if one or more of the region’s universities transformed into a major research facility. Much of the nation’s future technology growth will be in metropolitan areas with recognized research institutions. A greater emphasis is needed on enrolling students in and graduating students from training programs in advanced manufacturing skills including machine trades and manufacturing technology. • The area’s long-term growth and emergence as a center of excellence is threatened by the slow growth of the state. I-13 • Tulsa’s emergence as a stronger regional medical center is possible because of the area’s existing medical and educational base. • Employers need to access new recruiting methodologies, and employ higher wages/salaries and emerging human resource practices to attract and retain needed talent, including flexible working hours to meet students scheduling needs and the needs of other area residents, the ability to take partial vacation days, job sharing, floating holidays, expanded use of training on company time, employee recognition programs, etc. Shared employer based transportation programs are also needed. 4. Recommendations Based on the region’s assets, challenges and resulting conclusions, the region can take steps to capitalize on its strengths and address its weaknesses. The following recommendations should be considered: 1. The region should emphasize economic development in all business sectors, including greater diversification within the manufacturing sector. This effort needs to be through business attraction, business expansion and entrepreneurial development programs. Business attraction marketing should highlight that Tulsa is an excellent location for business that offers a more profitable operating environment than other metro areas offering Tulsa’s amenities – quality labor with a pro-business environment. 2. Expanded marketing is urged to attract more mid-sized to large “high-end” (i.e., 250 to 1,000 employees) administrative and financial support centers within the insurance, financial services, business services, healthcare, and communications business sectors. Depending upon the nature of the operation, manufacturing distribution facilities of this scale should also be targeted. 3. Technology intensive professional operations including engineering, software development, and diversified technology intensive operations are recommended as another focus of the region’s business recruiting and development efforts. 4. The University of Tulsa, OU-Tulsa, or OSU-Tulsa are urged to consider development into a premier research institution emphasizing the sciences or engineering. As a minimum, expansion of the engineering program is urged to include more programs and graduate studies. An expansion of business programs is also urged. 5. An immediate expansion of evening undergraduate and graduate business programs at local universities is recommended. Courses in computer software, programming, network administration, insurance and finance basics should be included. 6. Efforts should be taken to expand Internet and distance learning courses throughout the region, including high schools and private homes. Adult basic skills programs should be considered for presentation on regional cable networks. 7. The region’s technology centers are urged to continue their business and technology focused training. Similarly, technical and occupational programs at TCC should be expanded. Educational programs on career opportunities particularly in the skilled trades and technical fields need to begin as early in the educational process as possible, such as fifth or sixth grade. A marketing program should be developed that is aimed at middle and high school students and their parents that stress the benefits of manufacturing and technical, non-four year college careers. The technology centers or Tulsa Community College should develop a counseling program for the area public schools and provide contracted outsourcing services to the school districts. 8. Within the region, manufacturing and office support co-op and internship programs with local educators and businesses should be expanded and emphasized, including summer programs. An expansion of existing manufacturing apprenticeship programs at regional companies is also urged. 9. Many of the region’s employers rely on more traditional human resource policies. A program to help companies identify and implement new, updated human resource practices that will help with recruiting and I-14 I-15 retention efforts should be developed. Methods include developing alternative work arrangements such as job sharing, telecommuting, flextime, special training programs for the disabled and alternative transportation systems such as vanpooling. Other methods include improved working environments and expanded tuition reimbursement programs. Additional daycare options may also be explored particularly during off shifts. 10. Assistance should be given to employers needing to recruit professionals and managers from outside the community, including quality of life materials, home search services, spousal employment opportunities, and fast track mortgage application and review, and discount hotel rates. 11. It is recommended that the region seek to become a regional medical center, focusing on improving existing services rather than developing new programs. SECTION II: KEY CEDS GOALS AND OBJECTIVES Regional Vitality Goal: Move toward a more formal regional governance structure that encompasses increased planning coordination, shared services and joint public/private involvement. Objective 1: Support initiatives to enhance quality of life through development in the Arkansas River Corridor Objective 2: Identify and promote Regional Transportation Initiatives Regional Infrastructure Investments Goal: Support regional infrastructure investments that enhance economic growth and development opportunities Objective 1: Identify and promote regional physical infrastructure project investments Workforce Development and Talent Attraction Goal: Create a sense of urgency about the importance of workforce development, build initiatives and engage stakeholders Objective 1: Support and promote the Strategic Framework contained in the Workforce Tulsa 2006-2007 Strategic Plan by engaging partners in workforce solutions; facilitating local and regional collaboration; aligning service delivery and the development of achievement measures. Quality Jobs Goal: Assist in the creation of 10,000 primary jobs and 16,000 secondary jobs over a five year period. Primary jobs will have a $45,500 average wage. Objective 1: Retain and grow existing businesses. Objective 2: Recruit new businesses to the Tulsa area. Objective 3: Research Objective 4: Promote Collaborative Public and Private Relationships II-1 Targeted Industry Clusters Goal: Create a Proactive growth and development strategy in each of the Industry Target Clusters. Objective 1: Development of cluster specific economic development strategies: • Aerospace, Transportation and Logistics • Financial and Business Services • Advanced Manufacturing and Technical Services • Information Technology and Telecommunications • Healthcare and Molecular Science • Education and Knowledge Creation • Hospitality, Tourism and Entertainment Innovation Economy Goal: Create a regional culture of innovation by building and promoting needed change and/ or improvements in education, research and development and entrepreneurship Objective 1: Provide opportunities for a variety of land use and resources to attract Corporate Research & Development Tenants; Companies Commercializing Research; Federal Labs; and University Research Components. Objective 2: Support policy and resource development at the Federal, State and Local levels II-2 SECTION III: COMMUNITY AND PRIVATE SECTOR PARTICIPATION Current Community and Private Sector Participation Efforts This CEDS Update was developed during the third and fourth quarters of 2007 by the INCOG ED staff under the direction of the INCOG EDD Board and the CEDS Strategy Committee. The CEDS Strategy Committee, listed in full in Section VII, includes private sector community members at large; regional chamber of commerce representation including minority chambers in the Tulsa area; representatives of labor groups and Workforce Tulsa. Also included are representatives from area industrial authorities, tribal governments and foundations. The CEDS committee was offered a draft copy of the CEDS program/project coordination documents which included strategic projects and was encouraged to critique it prior to adoption. At the request of the INCOG EDD Board, the INCOG ED staff traveled to each of the three counties in the district to seek additional input into the CEDS Update. Numerous meetings were held with private sector representatives; Economic Development professional; Career Tech and Higher Ed staff; local industrial authorities; Town Board and City Council meetings; and County Commission meetings. Many of these meetings were public meetings with posted notice in accordance with State law. The INCOG EDD Board and the CEDS Strategy Committee not only sought the input of the private sector but also will rely on them to help bring the suggested projects to reality. The public sector in the INCOG region works very well with the private sector to help bring economic development to the region. There are currently several projects taking place that involve the public sector working actively with the private sector. Maintaining this relationship will be the key to the success of the district. Initial Community and Private Sector Participation Efforts The initial CEDS was developed jointly by INCOG and the Tulsa Metro Chamber of Commerce in 2006, and utilized the results of several public input initiatives which had focused on economic development issues. A brief synopsis of those initiatives is discussed as follows: In 2003, public and private sector community leaders came together to support and pass an impressive and nationally recognized $860 million investment in public projects known as Vision 2025. Public involvement and participation numbered in the thousands and parts of the Vision’s mission statement shows the linkage between that successful undertaking and the economic development strategies contained within the original CEDS document and the current CEDS Update. • “In partnership with all of the communities in the region, we will present multiple economic activity centers anchored by a strong downtown Tulsa.” • “Our region will exhibit a spirit of cooperation and collaboration among governmental entities and with the private sector that is the envy of the nation.” • We will have a healthy business environment that encourages the development of quality jobs.” III-1 III-2 A Vision 2025 website has been established as a portal for information regarding project status updates and continued involvement in what has become known as the “Vision Process” A more detailed history and current listing of oversight committees involved in different areas is also available on this site. Building on the energies and commitment demonstrated in the Vision 2025 effort, the Tulsa Metro Chamber sponsored a Regional Economic Development Leadership Summit in December 2003. That summit let to the disciplined and effective work of five regional task forces involving 150 leaders from the area. The taskforces focused on several issues including: the Innovation Economy; Lifestyle; Assets, Incentives and Initiatives; Marketing and Industry Cluster Targets, examined the current processes and dynamics involved in each issue, and articulated specific and detailed recommendations. The work and recommendations of the five task forces was reinforced and was brought more closely into a common perspective during the December 2004 Regional Summit. This Summit was widely attended by community leaders from the region, including Tulsa, Creek and Osage Counties. It is the substance of all that work, fashioned into several white paper presentations, digested, summarized that led to the development of the initial CEDS document and also served as the basis for the development of the “Tulsa’s Future” campaign centered within the Metro Tulsa Chamber. SECTION IV: STRATEGIC PROJECTS, PROGRAMS AND ACTIVITIES This section of the CEDS identifies strategic projects, programs, and activities designed to implement the Goals and Objectives of the CEDS. It focuses on both long and short term goals and objectives and on general and more specific actions. It groups actions to be taken and assigns lead organizations responsible for implementation and provides potential funding sources. The Suggested Projects section reaches out into all three counties in the INCOG Economic Development District and includes projects and program initiatives that are not directly reflected in the Goals and Objectives or the Action Plan sections of the CEDS. In addition, vital projects, programs, and activities are also identified along with the strategic finding addressed by each. The vital listing shows those projects, programs and activities which will address the region’s greatest needs or that will best enhance the region’s competitiveness. These vital projects are all directly listed in the Action Plan section of the CEDS. All items included were identified and/or developed through the CEDS planning process, including the most recent update to the CEDS. Potential funding sources include local, state, and federal funds and private sector funds. Local funds include those funds that the local government might provide to implement a project. State funds would be provided through various state agencies including, but not limited to the Oklahoma Department of Transportation, the Oklahoma Turnpike Authority and the Oklahoma Department of Commerce. Federal funds would come from federal agencies such as the Department of Commerce Economic Development Administration, the Federal Aviation Administration, the Department of Labor, and others. Private funds would represent actual costs paid by a business or industry for implementing a project. Foundation funds identified include specific commitments from individual private and community foundations active in the Tulsa area. Below is the listing of strategic projects, programs or activities and each is designed to promote certain outcomes, which include job creation, private investment, a reduction in unemployment or poverty and increase in per capita income, and address the goals and objectives of this CEDS. Suggested Projects: Strategic Project Responsible Potential Funding Program or Activity Partners Source Regional Vitality Comprehensive Planning Initiate Comprehensive Planning Process TMAPC/INCOG/ City of Tulsa/Tulsa for Tulsa Metropolitan Area City of Tulsa/ County/State Tulsa County Appropriation Finalize Comprehensive Plan for INCOG/Osage Osage County/OCIA Osage County County/OCIA/Osage Nation IV-1 Regional Vitality Public Safety Implement upgrade of 911 Equipment INCOG E-911 Board Cell Phone User Fees for participating regional jurisdictions to Phase II Wireless Regional Vitality Health Care Improve Health Care and health care access Step Up Tulsa/OU- OU Tulsa/Private to residents of the region by implementing Tulsa Foundation(s) (Lewin Report) Regional Vitality Regional Transportation Initiatives Passenger Rail Alternatives Analysis INCOG INCOG/FHWA Expansion of Transit Services to MTTA Unknown Suburban Communities Regional Infrastructure Investments Transportation Port Road Extension from SH-11 to Sheridan City of Tulsa City of Tulsa Regional Infrastructure Investments Tourism and Recreation Osage Prairie Trail-Skiatook to Barnsdall/ Osage County/INCOG Osage County/INCOG Birch Lake Completion of Oklahoma Botanical Gardens Oklahoma Botanical Oklahoma Botanical Gardens Gardens Double Deck Arkansas River Pedestrian Bridge River Parks Authority River Parks Authority Regional Infrastructure Investments Industrial Facilities/Research Parks Establish New Research and Technology Park Tulsa Metro Chamber/ Tulsa Metro Chamber/ Public & Private/Higher Ed Public & Private/Higher Ed Continued development of Tulsa International Tulsa International Airport Tulsa International Airport/ Airport Industrial Areas FAA Establish New South Tulsa County Industrial City of Glenpool City of Glenpool/EDA Area within US 75 Corridor Develop New Regional Industrial Park in Sapulpa Creek County/City of Creek County/City of area of Creek County Sapulpa/CCIA Sapulpa/CCIA/EDA IV-2 Expansion of the Cherokee Industrial Park Tulsa Metro Chamber/ Undetermined INCOG Regional Infrastructure Investments Public Infrastructure Berryhill Sewer Tulsa County Undetermined Lower Bird Creek Wastewater Treatment Plant City of Tulsa Undetermined Regional Infrastructure Investments Cultural Facilities Infrastructure for The American Statue and Osage County/Osage Osage County/Osage Oklahoma Centennial Botanical Gardens Nation/City of Tulsa Nation/City of Tulsa John Hope Franklin Center for Reconciliation Greenwood Chamber Greenwood Chamber of Commerce/City of of Commerce/City of Tulsa Tulsa/EDA American Indian Cultural Center & Museum NIMI Private/Vision 2025/EDA Complex Infrastructure for Osage Language Immersion Osage Nation/City of Osage Nation/City of Campus Pawhuska Pawhuska/EDA Workforce Development and Talent Attraction Workforce Tulsa Strategic Framework Implement Workforce Tulsa Strategic Workforce Tulsa Workforce Tulsa/DOL Framework Goals and Objectives Quality Jobs Continued Implementation of Tulsa’s Tulsa Metro Chamber Privately Funded ED Future Five Year Work Program Plan Targeted Industry Clusters Continue to Develop Cluster Specific Tulsa Metro Chamber/ Undetermined Economic Development Strategies for: Workforce Tulsa/Higher a) Aerospace, Transportation, Logistics Ed/Business & Industry b) IT and Telecommunications Alliances/Technology c) Financial and Business Services Centers d) Advanced Manufacturing & Technical Services e) Healthcare and Molecular Science f) Education and Knowledge Creation g) Hospitality, Tourism and Entertainment Innovation Economy Support the Creation of an Innovation Institute Step Up Tulsa/i2E/ Undetermined & Related Research Park in the Tulsa Area Tulsa Metro Chamber IV-3 IV-4 Program, Policy and Resource support for Tulsa Metro Chamber Undetermined basic and applied research and development initiatives at OSU-Tulsa; OU-Tulsa; the University of Tulsa; OSU HSC; OU Medical College; the Tulsa Research Consortium Vital Projects: Strategic Project Responsible Potential Funding Program or Activity Partners Source Regional Vitality – Objective 1 Arkansas River Corridor Fund, design and construct top two priority Tulsa County/Corps EDA/Vision 2025/Corps low water dams identified by Master Plan of Engineers of Engineers (Estimated Cost $60M) - Creek Turnpike Low Water Dam - Sand Springs Main Street Low Water Dam Modifications to existing Zink Lake and Dam Tulsa County/Corps EDA/Vision 2025/Corps facilities to improve safety and related ecosystem of Engineers of Engineers issues (Estimated Cost $15M) Fund, design and construct Trails, Parks and River Parks Authority River Parks Authority/ Public Spaces (Estimated Cost $12M +) Private Foundation(s) Regional Infrastructure – Objective 1 Transportation Gilcrease Parkway-Osage Expressway to I-44 City of Tulsa/ODOT City of Tulsa/ODOT (Estimated Cost – $152-400M) US-169 Preconstruction Activities -I-244 to SH 20 ODOT ODOT (Estimated Cost - $3M) Opening and 4-laning South 81st Street from Creek County/ODOT Creek County/ODOT SH 97 to SH 66 (Estimated Cost $36M) Industrial Facilities/Research Parks Additional hangar space for American Airlines Tulsa Airport Authority Tulsa Airport Authority/ (Estimated Cost – $10.4M) City of Tulsa/State Opportunity Fund V-1 SECTION V: ACTION PLAN The CEDS Action Plan Update for Creek County, Osage County and Tulsa County was adopted by the INCOG EDD Board on February 14, 2008. SECTION I - REGIONAL VITALITY GOAL: Move toward a more formal regional governance structure that encompasses increased planning coordination, shared services and joint public/private involvement. OBJECTIVE 1: Support initiatives to enhance quality of life through development in the Arkansas River Corridor. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Fund, design and construct top two priority low water dams identified by Master Plan (Estimated Cost $60M) - Creek Turnpike Low Water Dam - Sand Springs Main Street Low Water Dam Tulsa County/ Corps of Engineers 2008-2010 Completion of detailed design, EIS and 404 permit process; construction of two low water dams and river lakes with pedestrian bridges. Modifications to existing Zink Lake and Dam facilities to improve safety and related ecosystem issues (Estimated Cost $15M) Tulsa County/ Corps of Engineers 2008-2010 Completion of detailed design, environmental clearance and construction of modifications to Zink Dam to address safety and sediment issues, adding more gates to improve sand passage downstream and fish passage upstream during spawning; implemented plantings and bank improvements. Bank stabilization designed to return the Arkansas River to a more natural condition. City of Tulsa/ Tulsa County/ Corps of Engineers 2008-2010 Completed environmental studies and plans construction of bank stabilization and ecosystem restoration improvements. Fund, design and construct Trails, Parks and Public Spaces (Estimated Cost $12M +) River Parks 2007-2010 Implementation of Trails Master Plan OBJECTIVE 2: Identify and Promote Regional Transportation Initiatives INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Study the feasibility of creating a Regional Transportation Authority INCOG 2007 MOU between affected local governments Passenger Rail Alternatives Analysis INCOG 2008 Corridors have been identified and next step is to secure funding to initiate studies on 3 priority rail corridors Expansion of Transit Services to Suburban Communities MTTA Unknown Regular Suburban Service with dedicated funding V-2 SECTION II - REGIONAL INFRASTRUCTURE INVESTMENTS GOAL: Support regional infrastructure investments that enhance economic growth and development opportunities. OBJECTIVE 1: Identify and promote regional physical infrastructure project investments. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Transportation a) Gilcrease Parkway-Osage Expressway to I-44 (Estimated Cost – $152-400M) City of Tulsa/ ODOT 2008-2012 Construction of parkway b) US-169 Preconstruction Activities -I-244 to SH 20 (Estimated Cost - $3M) ODOT 2008-2010 Design Planning for Expansion of highway and re-construction of interchanges c) I-44 (I-244 to SH-66) ODOT Unknown Design Planning for Expansion of highway and re-construction of interchanges d) Port Road Extension from SH-11 to Sheridan City of Tulsa Unknown Right of Way, Funding and Construction e) Opening and 4-laning South 81st Street from SH 97 to SH 66 (Estimated Cost $36M) Creek County/ ODOT Unknown Funding and Construction f) Northwest Passage Feasibility Study KDOT/ODOT/OTA Unknown Tourism and Recreation a) Osage Prairie Trail-Skiatook to Barnsdall/Birch Lake (Estimated Cost – $6M) Osage County/ INCOG Unknown Funding strategy and trail design b) Oklahoma Botanical Gardens (Estimated Cost – $10M) Oklahoma Botanical Gardens Undetermined Completion of initial construction for Gardens c) Double Deck Arkansas River Pedestrian Bridge (Estimated Cost – $2M) River Parks Industrial Facilities/Research Parks a) Establish New Research and Technology Park Tulsa Metro Chamber/ Public & Private Higher Ed 2008-2012 Innovation Institute 501C(3) Organization has been created b) Additional hangar space for American Airlines (Estimated Cost – $10.4M) Tulsa Industrial Authority 2008 Utilization of State Opportunity Fund as primary construction funding c) Continued development of Tulsa International Airport Industrial Areas Tulsa Int’l Airport 2008-2009 Continued marketing and development of North Development Area (250 acres) d) Establish New South Tulsa County Industrial Area within US 75 Corridor City of Glenpool 2007-2008 Acquisition and initial development of 300-400 acres as a Certified Industrial Park (s) e) Develop New Regional Industrial Park in Sapulpa area of Creek County Creek Co. Industrial Authority/ City of Sapulpa 2007-2008 Acquisition and initial development of 200+ acres as a Certified Industrial Park f) Expansion of the Cherokee Industrial Park Tulsa Metro Chamber/INCOG 2007-2008 Continued marketing, acquisition and/or development of additional industrial area (100- 200acres) V-3 Public Infrastructure a)Berryhill Sewer- (Estimated Cost Undetermined) Tulsa County Unknown b)Lower Bird Creek Wastewater Treatment Plant (Estimated Cost – Undetermined) City of Tulsa Unknown Cultural Facilities a)Infrastructure for The American Statue and Oklahoma Centennial Botanical Gardens (Estimated Cost – 44.7M) Osage County/ Osage Nation/ City of Tulsa 2008-2009 Construction of infrastructure to serve area b) John Hope Franklin Center for Reconciliation (Estimated Cost $3M) Greenwood Chamber of Commerce/ City of Tulsa 2008-2009 Construction of Reconciliation Park and related facilities c) American Indian Cultural Center & Museum Complex (Estimated Cost – $19M) National Indian Monument and Institute Unknown Construction of new complex d) Infrastructure for Osage Language Immersion Campus (Estimated Cost – $1.5M) Osage Nation 2008-2009 Construction of infrastructure SECTION III – WORKFORCE DEVELOPMENT AND TALENT ATTRACTION GOAL: Create a sense of urgency about the importance of workforce development, build initiatives and engage stakeholders. OBJECTIVE 1: Support and promote the strategic framework contained in the Workforce Tulsa 2006-2007 Strategic Plan by engaging partners in workforce solutions; facilitating local and regional collaboration; aligning service delivery and the development of achievement measures. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Emphasizing targeted clusters, Workforce Tulsa will take a leadership role engaging the workforce system to fully support local and regional economic development and continually engage the business community and increase awareness of Workforce Tulsa’s programs and services. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Implement performance excellence into Workforce Tulsa’s career centers; exceed mandates, requirements and expectations of each customer segment. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Ensure the availability and efficient use of resources for accomplishing Workforce Tulsa’s economic mission. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions Help people achieve success and keep them in Workforce Tulsa’s local economic region. Workforce Tulsa 2008-2009 Implement Key Strategy Tactical Actions V-4 SECTION IV – QUALITY JOBS GOAL: Assist in the creation of 10,000 primary jobs and 16,000 secondary jobs over a five year period. Primary jobs will have a $45,500 average wage. OBJECTIVE 1: Retain and grow existing businesses INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Expand company visitations with existing companies to identify expansion and or retention opportunities. Tulsa Metro Chamber 2006-2010 239 visits were made to local companies and assistance was provided to 19 local expansions. Expand network of existing contacts focusing on the following clusters: Aerospace, Advanced Manufacturing, Technology and Business Services and Energy Tulsa’s Future 2007 City/Chamber systematic business call and visitation program plan or MOU100 Calls Initiate an external headquarters visitation program utilizing local business executives’ assistance. Tulsa Metro Chamber 2006-2010 In 2006 4 out of state headquarters were visited including Trinity Structural Towers, Sunoco, Dover Corporation and Gemstar TV Guide Assist companies to expand, or retain, their presence in the Tulsa Metro area by working with appropriate state and local government agencies. Tulsa Metro Chamber Ongoing In 2006 12 area companies were assisted in an effort to seek local and state governmental assistance to expand their presence in the Region OBJECTIVE 2: Recruit new businesses to the Tulsa area INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Develop and launch a marketing/public relations campaign to promote the region’s business advantages, including national media placement efforts. Tulsa Metro Chamber/ Tech Business Development 2006-2008 Develop and implement a new “brand” program for Tulsa area Partner with the Oklahoma Department of Commerce and Tulsa Area Partnership in national and international business recruitment activities. Tulsa’s Future Ongoing Meet monthly with Tulsa Area Partnership members and quarterly with industrial/commercial real estate contacts. Conduct 10 – 12 national and international recruitment missions, targeting: 1. National headquarters of key regional employers 2. Site location consultants 3. Targeted corporate executives 4. Targeted cluster companies and supporting industries V-5 OBJECTIVE 3: Research INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Incorporate relevant, information-rich data into the Tulsa Metro Chamber website with emphasis on tracking Tulsa’s cluster target industries and meeting national site selection firms’ expectations Tulsa’s Future 2006-2010 Tulsa Metro Chamber of Commerce will develop performance measures Gather MSA-level data to be used in economic development marketing materials for comparison purposes among other metro areas and Request For Information responses Tulsa Metro Chamber Research and Information Ongoing Tulsa Metro Chamber of Commerce will develop performance measures Spearhead the effort to update portions of the Wadley-Donovan 2002 Labor Market Study for the 10-county area around Tulsa that will support ED expansion and recruitment efforts. Tulsa Metro Chamber Research and Information 2007-2010 Tulsa Metro Chamber of Commerce will develop performance measures OBJECTIVE 4: Promote Collaborative Public and Private Relationships INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Assist in building regional assets and resources that support the growth and health of the Innovation Economy and knowledge based jobs; focusing on Higher Education, Research and Development (public and private) and Entrepreneurship Tulsa’s Future 2006-2010 Convene Tulsa Research Consortium on a quarterly basis Build and strengthen local relationships with other regional economic development organizations/institutions that provide support and resources toward improving regional amenities and growing quality jobs Tulsa Metro Chamber/ Community Development and Workforce Attraction/ Career Tech Ongoing Strengthen and maintain relations with ODOC, OCAST the State Regents and the State Chamber ONI and Career Tech organization represented by Tulsa Technology Center, Central Tech and Tri- County Technology Center V-6 SECTION V – TARGETED INDUSTRY CLUSTERS GOAL: Create a proactive growth and development strategy in each of the Industry Target Clusters OBJECTIVE 1: Development of cluster specific economic development strategies INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Identify Champion, select members and convene cluster taskforces to identify and plan solutions to critical issues and opportunities in each cluster: All: Tulsa Metro Chamber/ Tulsa’s Future/ Workforce Tulsa/ Higher Ed/ Business and Industry Alliances/ Tulsa Technology/ Central Tech/ Tri-county Technology Center 2006-2009 a) Aerospace, Transportation, Logistics a) A proposal to develop the Tulsa Aerospace and Technology Park was submitted to the Oklahoma Opportunity Fund b) IT and Telecommunications b) All Groups – In 2006 151 calls were made to existing businesses in the targeted sectors. 71 companies, without current expansion plans, were assisted by providing resources or information. c) Financial and Business Services d) Advanced Manufacturing and Technical Services e) Healthcare and Molecular Science f) Education and Knowledge Creation and g) Hospitality, Tourism and Entertainment Develop and implement cluster specific strategies to grow quality employment and investment opportunities in the identified clusters V-7 SECTION VI – INNOVATION ECONOMY GOAL: Create a regional culture of innovation by building and promoting needed change and or improvements in education, research and development and entrepreneurship OBJECTIVE 1: Provide opportunities for a variety of land use and resources to attract Corporate Research & Development Tenants; Companies Commercializing Research; Federal Labs; and University Research Components. INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Establish an Innovation Institute and related Research Park Initiative by: All: Step Up Tulsa i2E Tulsa Metro Chamber 2007-2009 Business Plan and Master Plan drafts complete a) Creating a Business Plan; b) Adopting a focused mission; Final Business Plan complete c) Creating a Master Plan for the Park; Secure funding for expert Master Plan partner d) Securing real estate opportunities; Secure project funding strategy e) Creating Marketing and Sales Plans; and f) Exploring the establishment of a Federal Research Facility in Tulsa related to regional strengths in federal establishments, private and university research, employment concentration and talent critical mass. OBJECTIVE 2: Support policy and resource development at the Federal, State and Local levels INITIATIVES LEAD TIME FRAME APPROACH/PERFORMANCE MEASURE(S) Program, Policy and Resource support for basic and applied research and development initiatives at OSU-Tulsa; OU-Tulsa; the University of Tulsa; OSU HSC; OU Medical College; the Tulsa Research Consortium Tulsa Metro Chamber 2008-2010 TMCC and CEDS Strategy Committee will develop performance measures Increase and/or maintain federal grant resources in support of ED/CD efforts INCOG Ongoing Submit minimum of 30 grant applications to private and public entities annually SECTION VI: APPROACH/PERFORMANCE MEASURES The Updated INCOG EDD Action Plan outlines project approach and performance measures from which progress can be measured in the areas of: • Number of jobs retained • Number of jobs created • The amount of private sector investment • The amount of federal, state and local investment in the region • Tracking project milestones/status and reporting to INCOG EDD Board and EDA VI-1 VII: Organization and Management A. District's Organization The INCOG Economic Development District (INCOG EDD) has been created in compliance with the laws and regulations of the U.S. Department of Commerce, Economic Development Administration and organized under the Interlocal Cooperation Act (Title 74-Oklahoma Statutes) to promote economic development in Creek, Osage and Tulsa counties in northeast Oklahoma. The INCOG EDD has been created as the EDA regional planning organization with the primary task of formulating and implementing a Comprehensive Economic Development Strategy (CEDS) for the INCOG Economic Development District. A copy of the Interlocal Agreement creating the INCOG EDD is available in the Appendix to this CEDS document. B. Board of Directors As the INCOG EDD Board understands that the district's economic development process involves all concerned parties in the district, the INCOG EDD Board of Directors is principally composed of public officials and includes minorities, business people, and representatives of community-based organizations from the region. The membership of the Board is listed as follows: REPRESENTING FIRST NAME LAST NAME ENTITY INCOG EXEC COMMITTEE/PUBLIC OFFICIAL RANDI MILLER TULSA COUNTY INCOG EXEC COMMITEE/PRIVATE SECTOR/WORKFORCE KATHY TAYLOR CITY OF TULSA INCOG EXEC COMMITTEE/PUBLIC OFFICIAL RICHARD CARTER CITY OF BROKEN ARROW INCOG EXEC COMMITTEE/PUBLIC OFFICIAL SCOTT HILTON OSAGE COUNTY INCOG EXEC COMMITTEE/PUBLIC OFFICIAL MIKE NUNNELEY CREEK CO MUNICIPALITIES CHAMBER OF COMMERCE/PRIVATE SECTOR MIKE NEAL TULSA CHAMBER ECONOMIC DEVELOPMENT PROFESSIONAL/PRIVATE SECTOR TED FISHER CREEK COUNTY ECONOMIC DEVELOPMENT PROFESSIONAL/PRIVATE SECTOR JIMMY SEAGO OSAGE COUNTY CHAMBER OF COMMERCE/PRIVATE SECTOR GARY AKIN OWASSO CHAMBER Upon approval of the Interlocal Agreement an initial organizational meeting of the INCOG EDD Board of Directors was held in which bylaws were adopted for the new organization. After preliminary work was completed by the CEDS Strategy Committee ,the INCOG EDD Board of Directors adopted the CEDS report on February 14 of 2008 and authorized it’s submittal to the EDA Regional Office in Austin, Texas. VII-1 C. New CEDS Strategy Committee In response to the new 35% private sector participation required by the Interim Final Rule issued for EDA, the INCOG EDD Agreement created a separate CEDS strategy Committee which reports to the INCOG EDD Board. This new CEDS Strategy Committee serves as a permanent standing committee of the Board and is responsible for monitoring the performance of the INCOG EDD staff, evaluates the implementation of the CEDS document and oversees any modifications or updates that occur in the future. Membership of the new CEDS Committee is listed as follows: REPRESENTING FIRST NAME LAST NAME ENTITY COMMUNITY AT-LARGE ROB CORETZ OMNI AIR INTERNATIONAL COMMUNITY AT-LARGE DICK WILLIAMSON TD WILLIAMSON COMMUNITY AT-LARGE WES MITCHELL ELECTRONIC DATA SYSTEMS TULSA COUNTY REPRESENTATIVE TERRY SIMONSEN TULSA COUNTY CREEK COUNTY REPRESENTATIVE TED FISHER CREEK COUNTY OSAGE COUNTY REPRESENTATIVE JIMMY SEAGO OSAGE COUNTY TULSA METRO CHAMBER PRESIDENT MIKE NEAL TULSA CHAMBER TULSA METRO CHAMBER JIM NEAL ONE OK TULSA METRO CHAMBER WADE EDMONDSON SUMMIT BANK TULSA METRO CHAMBER DARREL GOSNELL CHAMBER STAFF POST-SECONDARY EDUCATION DR. GARY TRENNEPOHL OSU-TULSA POST-SECONDARY EDUCATION DR. GERARD CLANCY OU-TULSA POST-SECONDARY EDUCATION DR. STEVE STEIB UNIVERSITY OF TULSA POST-SECONDARY EDUCATION TOM MCKEON TULSA COMMUNITY COLLEGE POST-SECONDARY EDUCATION DR. GENE CALLAHAN TULSA TECHNOLOGY CENTER MINORITY CHAMBERS/INTEREST ANIL KAUL INDO-AMERICAN CHAMBER OF COMMERCE OF OKLAHOMA MINORITY CHAMBERS/INTEREST REUBEN GRANT GREENWOOD CHAMBER MINORITY CHAMBERS/INTEREST FRANCISCO TREVINO HISPANIC CHAMBER OF COMMERCE TRIBAL – CREEK A.D. ELLIS CREEK NATION TRIBAL – CHEROKEE DAVID STEWART CHEROKEE NATION TRIBAL – OSAGE DAVID CONRAD OSAGE NATION CITY OF TULSA – ECONOMIC DEV MIKE BUNNEY CITY OF TULSA VII-2 VII-3 REPRESENTING FIRST NAME LAST NAME ENTITY FOUNDATIONS TIM PAUL FUNDERS ROUNDTABLE WORKFORCE LAURA LUNDQUIST NORDAM LABOR KEVIN CROSSER TRANSPORT WORKERS UNION (AMERICAN AIRLINES) LABOR PAUL LITTLE BUILDING TRADES COUNCIL INDUSTRIAL AUTHORITIES GREG PUGMIRE CREEK CO IND AUTH INDUSTRIAL AUTHORITIES CANDY THOMAS PRIVATE SECTOR ECONOMIC DEVELOPMENT CONSULTANT INDUSTRIAL AUTHORITIES MICKEY THOMPSON BROKEN ARROW TRANSPORTATION JEFF MULDER TULSA AIRPORT AUTHORITY BIXBY MICKY WEBB CITY OF BIXBY BROKEN ARROW JAMES TWOMBLY CITY OF BROKEN ARROW COLLINSVILLE PAM POLK CITY OF COLLINSVILLE GLENPOOL ED TINKER CITY OF GLENPOOL JENKS MIKE TINKER CITY OF JENKS OWASSO RODNEY RAY CITY OF OWASSO SAND SPRINGS TERRY WALTERS CITY OF SAND SPRINGS SKIATOOK MARTIN TUCKER TOWN OF SKIATOOK BRISTOW LINDA TATE CITY OF BRISTOW DRUMRIGHT GLORIA CURRY CITY OF DRUMRIGHT SAPULPA TOM DeARMAN CITY OF SAPULPA HOMINY TEX BAYOUTH CITY OF HOMINY MANNFORD MIKE NUNNELY CREEK CO MUNICIPALITIES PAWHUSKA PAUL McALEXANDER CITY OF PAWHUSKA The INCOG EDD Board of Directors selected and appointed the initial CEDS Strategy Committee members. The CEDS Strategy Committee has been given the responsibility for developing and approving economic development plans and policies including changes and amendments to the CEDS, and prospective Public Works projects. Upon approval by the CEDS Committee, plans and policies will be forwarded to sponsoring local governments for information and review and to the INCOG EDD Board of Directors for endorsement of such plans and policies. D. Program/Project Coordination The CEDS Strategy Committee has adopted a program/project coordination process in which local governments, authorities and/or agencies will initiate the development and implementation of EDA-funded projects, with the INCOG staff (EDD District) serving as facilitator. Job creation and new investment will be the primary aim of these projects and activities. Owing to the diversity of the region, which ranges from highly urbanized to rural areas, there will be a broad range of projects for which EDA support is appropriate, including 1) Technical assistance grants to support EDA fundable feasibility or engineering studies: and 2) Infrastructure grants to support projects that have a direct impact on job creation. In general, an EDA-funded project will characteristically address a significant Regional need or enhances the Region’s competitive advantage; it will represent the best use of limited resources; it will have positive economic, environmental and social impacts; and, it will be located in or impact an eligible redevelopment area. Specific selection criteria are identified as follows: Project Selection Criteria The Proposed Project Meets a Defined Regional Need a. The proposed project need (or needs) is well documented and specific to an identified regional need (or needs). b. The proposed project is appropriate and proportional to the identified need or needs it is designed to address. c. The proposed project is consistent with local municipal and regional planning priorities. d. The proposed project is in scale with the level of urgency associated with the identified need (or needs). e. The proposed project is consistent with other public funding sources currently being used or “applied for” to address the same need (or needs). The Proposed Project Will Enhance Long-Term Development of the Regional Economy a. The proposed project encourages innovation and long-term regional competitiveness (e.g. encourages a common vision among firms, universities and workforce development for cluster development and facilitation). b. The proposed project upgrades regional business infrastructure. c. The proposed project helps communities in the region to plan and implement economic adjustment strategies in response to sudden and severe economic dislocations (e.g. large layoffs, plant closings, trade adjustment impacts, etc.). VII-4 d. The proposed project supports technology-led economic development (e.g. creates and support technology transfer, blend the important role of higher education in regional development). e. Advance community social entrepreneurship in re-development efforts in areas of chronic economic distress. The Proposed Project Has a High Probability for Success a. The proposed project is realistic with a high probability of success (e.g. time frame). b. The proposed project is ready to begin within six months to one year of the full EDA application’s approval. c. The proposed project has a detailed cost estimate that is realistic and reasonable. d. The proposed project reflects a strong and broad consensus with sufficient buy-in for successful implementation. e. The proposed project offers a strong likelihood of a high return on the taxpayers’ investment (e.g. sustainable, creates-retains jobs, provides assistance to low- and moderate-income households, etc.). The Proposed Project is Fundable (Consistent with the EDA’s Funding Priorities) a. The proposed project is market-based, and will maximize private sector investment that otherwise would not have occurred without the EDA’s investment. b. The proposed project encourages regional collaboration-coordination. c. The proposed project will result in an environment where higher-skill, higher-wage job opportunities are created. d. The proposed project is pro-active in nature and scope. e. The proposed project is long-term, and attempts to anticipate economic changes through diversification of the regional economy. EDA Grant Consistency Evaluation Process The INCOG CEDS Committee will serve as the review body to determine consistency of potential EDA grant projects with the CEDS. The grant consistency evaluation process is described as follows: 1. Request that the EDA Regional Office in Austin direct all applicants, if necessary, to contact INCOG ED staff during proposal development. VII-5 VII-6 2. The INCOG ED staff will assist the applicant in developing the project proposal with direct input in regard to eligibility and conformance with EDA Regulations. 3. The INCOG ED staff will provide project information to the CEDS Committee and attempt to clarify/rectify any questions/concerns with the applicant and forward results to the CEDS Committee. 4. The applicant, with the assistance of the INCOG ED staff, will prepare and submit a pre-application to the EDA Austin Regional Office. 5. A meeting will be arranged between the applicant, the INCOG ED staff and EDA regional representatives to review initial proposal and determine is a full application is warranted. 6. The INCOG ED staff will request that EDA provide notification to the applicant and to the INCOG ED staff if a determination has been made to invite a full application. 7. The INCOG ED staff will forward the notification to the CEDS committee and request comments or questions coordinate responses and, if necessary, facilitate a CEDS committee meeting. 8. The INCOG ED staff will prepare a consistency/inconsistency determination letter and forward to applicant and EDA. It is anticipated that, from time to time, project proposals will be submitted to address local or regional needs not identified in the CEDS. In these instances, the CEDS committee will determine whether the project is generally consistent with the overall goals of the CEDS and whether the CEDS should be revised to address the needs identified. The CEDS committee would make any such recommendations to the INCOG EDD Board. E. Participating CEDS Member Governments The participating CEDS Member Governments represented in this CEDS are Tulsa, Creek and Osage Counties in the Tulsa MSA. The Economic Target Area Maps included as part of this report highlight those areas in Tulsa, Creek and Osage Counties that qualify under economic distress criteria as identified by the EDA Interim Final Rule. !(20 £¤ 75 !(99 £¤60 !(18 £¤ 75 £¤169 !(16 £¤64 !(33 !(48 !(16 §¨¦44 !(51 ¦§¨44 £¤412 !(11 !(51 Tulsa Osage Creek I N C O G E c o n omi c D e v e l o pme n t D i s t r i c t Map Document: (U:\arcgis\arcgis2008\eda stuff\3 county map per capita income.mxd) 2/7/2008 -- 11:51:54 AM INCOG Economic Development District in Relation to the State of Oklahoma Map Prepared by INCOG February 2008 Source: 2000 Census Data This map is provided as a public resource for general information only. Although every effort has been made to produce the most current, correct and clearly expressed data possible, all geographic information has limitations due to scale, resolution, date and interpretation of the original source materials. Legend Area of Interest Highways Census Tracts Per Capita Income <= 80% of National Level Per Capita Income > 80% of National Level County Boundaries Å |
Date created | 2011-11-29 |
Date modified | 2013-07-25 |
OCLC number | 813293497 |
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