INCOG-EDD economic development plan : comprehensive economic development strategy (CEDS)

              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%
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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%
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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
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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
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% 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%
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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%
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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
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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
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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
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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:
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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
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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:
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• 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.
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• 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.
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• 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
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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
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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
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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.”
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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
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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
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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
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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
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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