Table of Contents

1. Overview........................................................................................Page 3

2. Planning Process..............................................................................Page 6

3. Section A: Challenges and Opportunities: The State of the State.........Page 7

4. Section B: State of Missouri Economic Development Strategies,

 Tactics, & Programs..........................................................................Page 23

5. Section C: Alignment of Governor’s Priorities with DRA and 

Implementation Plan........................................................................Page 29

6. Section D: State Resources: Best Practices, Case Studies, 

Tools & Models for Economic Development.......................................Page 40

7. Case Studies..................................................................................Page 45

8. Appendix I (Regional Data – U.S. Census Bureau)

9. Appendix II (Missouri Kids Count County Profiles)

10. Appendix III (Missouri Port Map)

11. Appendix IV (Highway and Bridge Projects, 2016-2020)
3

Overview

On December 15, 2000 the federal government authorized the formation of the 

Delta Regional Authority. The Authority encompasses portions of eight states (Missouri, 

Arkansas, Louisiana, Tennessee, Illinois, Kentucky, Mississippi, and Alabama) and, within 

those states, 252 counties/parishes. In 

Missouri the Authority covers 

twenty-nine counties – Bollinger, 

Butler, Cape Girardeau, Carter, 

Crawford, Dent, Douglas, Dunklin, 

Howell, Iron, Madison, Mississippi, 

New Madrid, Oregon, Ozark, 

Pemiscot, Perry, Phelps, Reynolds, 

Ripley, Scott, Shannon, St. 

Francois, Ste. Genevieve, 

Stoddard, Texas, Washington, Wayne 

and Wright. 

The counties in this portion of Missouri have traditionally been the most 

impoverished counties in the state according to unemployment and poverty statistics. 

The Missouri Delta Region has a county average median household income of $35,585, 

compared to the statewide median household income of $47,764 and a national 

median household income of $53,482, per the 2010-2014 American Community Survey. 

In 2014, Missouri’s statewide average unemployment rate was 6.1%, Missouri’s Delta 

Region’s average 

unemployment rate was 7.6. Additional statistical information provided by the U.S. 

Census Bureau is included in Appendix I of this report.

Missouri’s portion of the Delta Region also ranks very low in quality indicators per 

the Missouri Kids Count. The Missouri Five-Year Estimates Kids Count is a data 

compilation and ranking of each county in Missouri examining outcome measures that 

directly affect children in the state. The ten measures include poverty, birth weight, 

infant mortality, child deaths, abuse, and high school dropout rates. For example, 
4

according to Kids Count, 64.5% of the children in Missouri’s Delta Region participated in 

the Free & Reduced school lunch program in 2013, and only two of the twenty-nine 

Delta counties had participation rates lower than that of Missouri (49.8%).

Fourteen of the sixteen counties in Missouri with the highest teenage pregnancy rates in 

2013 were located in the Delta Region. In 2012, twenty-one counties in the Delta Region 

had at or more than 30% of children living in poverty with state and nation-wide 

percentages of 23%. County-specific data sheets with the county rankings noted per

the Missouri Kids Count project can be found in Appendix II.

Multi-modal 

transportation 

inclusive of roads, 

rail, river, and air 

access continues 

to be either 

scarce or 

deficient. Fourlane connections 

across the entire 

southern part of 

the state are 

needed as well 

as better north south access. The area is home to five ports in various stages of 

development, which struggle to maintain operations on a consistent basis. A map of 

Missouri Delta ports along the Mississippi River is included in Appendix III. 

The Delta Region in Missouri is included in two Missouri Department of 

Transportation (MODOT) districts—the Southeast District and the Central District. 

Appendix IV includes highway and bridge projects for 2016-2020 for twenty-five Delta 

counties located in the Southeast District and all counties in the Central District—four of 

which are Delta counties. 
5

It is important to note that this area also offers various venues of higher 

education, abundant natural resources such as timber, clear streams, and the fertile 

ground proximate to the Mississippi River. It is an area with tremendous opportunity and 

great potential for economic and community growth and improvement.
6

Planning Process

The State of Missouri has pulled together several resources to develop this state 

plan for the Delta Region. The first consulted the Comprehensive Economic 

Development Strategies (CED’s) that the five regional planning commissions of the 

Delta region develop in cooperation with the U.S. Department of Commerce, 

Economic Development Administration. The Regional Planning Commissions are

instrumental partners of the State of Missouri’s in administering a wide variety of projects 

throughout the Delta Region. Their process included numerous public hearings in each 

region, as well as input from the communities and other participating agencies involved 

in projects completed through the commissions. Section B details the regional planning 

commissions’ goals for their respective areas.

In addition, data regarding Missouri’s portion of the Delta region has been 

compiled by the Missouri Economic Research and Information Center (MERIC)—the 

research division for the Missouri Department of Economic Development. 

The priorities identified in the regional economic development strategies and 

supported by the MERIC data are similar to the priorities identified within the previous 

Delta state plan. As a result, the State of Missouri will continue to target these priorities 

when participating in activities within the Delta region of our State. These priorities can 

be broken down into four major areas:

1. Transportation improvements;

2. Regional investment and economic development enhancement;

3. Educational opportunities/Workforce Development; and,

4. Enhanced quality of life through construction and improvement of basic 

infrastructure.
7

Section A: Challenges and Opportunities: The State of the State

A review of the Comprehensive Economic Development Strategies (CEDS) of the five

Economic Development Districts in the Delta Region of Missouri: Bootheel RPC, 

Meramec RPC, Ozark Foothills RPC, Southeast Missouri RPC, and South Central Ozark 

COG, resulted in the identification of some shared challenges and creative economic 

development strategies. 

Challenges: The findings of the review indicate that the Missouri Delta struggles with 

uneven economic growth. The trend in industry focus shows a defined shift away from 

manufacturing with a noticeable increase in sales, food preparation and healthcare 

sectors. While the unemployment rate is relatively low, the average pay in these sectors 

is much lower than in other employment areas, resulting in an overall low median 

household income for this part of Missouri. Missouri’s Delta region continues to struggle 

with poverty with seemingly slim options for job opportunities that will significantly 

improve income for area families. 

While Missouri’s Delta does have a good trend for high school education attainment, 

post-secondary education still lacks in the region. There is ample access to education in 

this region, however; the ‘brain drain’ of talented young persons is a concern. Missouri’s 

Delta is not keeping its higher educated residents. This area of the state has a significant 

amount of state and federal lands which impacts the tax base for cities and counties 

and results in a fairly uneven economic growth throughout this region. Due to its 

sparsely populated areas, infrastructure such as high-speed internet, continues to lack 

in many places. Aging public infrastructure, and systems that do not meet today’s 

health and safety standards create hardships for businesses and residents of the area.

Opportunities: While Missouri’s Delta does experience a disproportionate tax base due 

to the significant state and federal lands, these lands also offer a great opportunity for 

the region to capitalize on their resources. Mining and logging are still very important 

industries to this region, but recreation is a growing industry in which the area can 

continue to develop and prosper. There are 17 state parks and historic sites, Ozark River 

National Scenic Riverways and Mark Twain National Forest that offer acres of recreation 

including hiking/biking, camping, fishing, hunting, water sports, and much more. 

Missouri’s Delta communities are finding new markets to benefit from the ample access 
8

to state and federal lands. Another opportunity is the trend toward more niche 

agricultural and forestry products, and the increase in exporting such items for a 

broader market. 

Due to the significant older population in this region, expansion of health care is a 

notable opportunity for growth. Increased primary and specialty care will allow 

residents to live, work and retire in this area. Expansion of health care also, results in 

better employment opportunities for health professionals and is a major contributor to 

enticing industries to locate here knowing there is access to quality care. Missouri’s 

Delta has a moderate cost of living and cost of doing business, and when coupled with 

better quality of life opportunities (i.e. recreation, health care, education, etc.) results in 

a branding or marketing strategy opportunity by which the region can promote itself 

and work towards a better economy.

There are several industry clusters identified in the region that may support economic 

growth, utilizing assets from the area. Forestry and Wood Products is a growing sector as 

is Agribusiness/Agritourism (including wineries). Mining still remains a significant 

economic factor as well as machinery manufacturing. There are a significant number of 

chemical producing companies in the area generating a ‘cluster’ opportunity from 

which to build.

Shared Economic Development Goals and Strategies in Missouri’s Delta Region

• Increased export of wood products

• Infrastructure improvements, including multi-modal transportation connections in 

support of economic development

• Promote the use and development of business incubators

• Encourage and actively plan for broadband expansion, especially “last mile” 

connections

• Engage in cooperative, regional marketing efforts

• Enhance tourism promotion and grow tourism support services

• Adding soft skills, general work readiness skills to education curriculum

• Greater support for entrepreneurship

• Natural resource conservation and protection

• Use of revolving loan funds, other business loan and grant programs
9

1. Population

Missouri’s Delta Region is comprised of 29 counties in the south-central and southeast 

portions of the state. The total population of Missouri’s Delta counties is 687,433 

compared with a total population for the state of 6,044,171 (US Census Bureau 2013). 

While Missouri experienced a modest population growth of 0.9 percent between 2010 

and 2013, the Delta counties of Missouri experienced a decline of 0.1percent during 

that same period. Missouri’s Delta is sparsely populated with only 35.3 persons per 

square mile, second only to Alabama with 24.6 persons per square mile and well behind 

the Delta average of 64.9 persons per square mile (US Census Bureau 2013). This is due 

in large part to the abundance of natural resources and farming that occurs in this 

area. Missouri’s Delta population age 65 and over also trends higher than the state as a 

whole and the Delta region (US Census Bureau 2013). A net loss of population, plus an 

above average older population, creates a certain challenge to the region as it works 

to address economic and social issues.

2. Economy

Missouri’s Delta region ranked highest of all Delta regions in Employment Population 

Ratio (total employment divided by population over age 16) at 56.3 percent compared 

to the Delta average of 51.9 percent, according to the Bureau of Labor Statistics for 
10

2013. Unemployment in Missouri’s Delta is also at 6.8 percent, only slightly more than 

Louisiana which was the lowest at 6.4 percent (LAUS 2013) and the state of Missouri as a 

whole with a 6.5 percent unemployment rate. The state of Missouri and its Delta region 

both experience less unemployment than the nation (US unemployment rate is 7.4 

percent) according to Bureau of Labor Statistics. While employment figures provide a 

positive outlook for Missouri’s Delta region economy, several other indicators depict

more challenges to the economy. Missouri’s Delta region ranked next to last amongst 

all Delta regions in Median Household Income and Per Capita Personal Income, with 

only Alabama coming in lower for both categories. Median Household Income (MHI) 

for Missouri’s Delta is $36,183 compared with the state’s MHI of $47,333, the Delta 

average of $40,427 MHI and the national average of $53,046 (US Census ACS 08-12). 

Per Capita Personal Income (PCPI) for Missouri’s Delta is only $31,356 compared with 

the state’s PCPI of $39,133, Delta average of $36,492 and national average of $43,735 

(US Census ACS 08-12). 

While Missouri’s Delta may boast lower unemployment, it is evident that the jobs held by 

residents in this area also have lower paying wages. Wages for all industries, public and 

private, for the state of Missouri average $44,346 ($21.32 hourly) while wages in 

Missouri’s Delta counties averages just $29,270 ($14.07 hourly) from MERIC Quarterly 

Census of Employment 2014. Only ten of Missouri’s 29 Delta counties had average 

wages over $15 per hour. In large part, the disparity in wages can be attributed to the 
11

changing economic climate of Missouri’s Delta region. Manufacturing has long been 

replaced as the major employment sector for the region. Sales, Food Preparation and 

Serving, and Healthcare Occupations are by far the fastest growing sectors. Wages by 

occupation in these sectors range from $17,004 to $51,378 with an average of $23,174.

There are several industry clusters identified in the region that may support economic 

growth, utilizing assets from the area. Forestry and Wood Products is a growing sector as 

is Agribusiness/Agritourism (including wineries). Mining still remains a significant 

economic factor as well as machinery manufacturing. There are a significant number of 

chemical producing companies in the area generating a ‘cluster’ opportunity from 

which to build.

Employment Growth 

The charts on page 12 illustrate employment changes from 2000 to 2015 for the top 10 

industry sectors by the number of employees. The graphs provide employment trends 

over the period of time to identify industries that are growing, declining, or remaining 

flat.

Health Care and Social Assistance and Manufacturing were the largest employers from 

2000 to 2015. Those two industries employed 50,728 and 30,819 people as of 2015, 

respectively. The two industries are moving in different directions in terms of 

employment growth. Health Care and Social Assistance grew by more than 15,000 jobs 

between 2000 and 2015, while manufacturing jobs decreased by more than 12,000.
12

Note:	The	data	for	this	table	was	taken	from	the	1st quarter	for	each	year	provided.

Note:	The	data	for	this	table	was	taken	from	the	1st quarter	for	each	year	provided.

In terms of percentage change, Health Care and Social Assistance had the largest 

growth between 2000 and 2015, with 45 percent growth. Accommodation and Food 

Service (21 percent) and Finance and Insurance (20 percent) also had some of the 

largest increases in jobs on a percentage basis. Manufacturing had the largest 
13

percentage drop over the 15 years with a 28 percent decline in the number of jobs. 

Wholesale Trade had the second highest decrease with 25 percent.

Source:	QWI	Explorer	application,	U.S.	Census	Bureau,	qwiexplorer.ces.census.gov/exp-r/f5faf.html

Job postings by industry can also provide some insight into employment growth and job 

demand within the Missouri Delta Region. The following table provides a list of the 

industries with the highest number of job postings for 2015. The list of job postings shows 

that health care related fields were in demand in 2015. Of the 5,825 job postings 

collected for the Top 10 Industries by Job Postings table, 2,863 are in a health care 

related industry (General Medical and Surgical Hospitals, Nursing Care Facilities, Offices 

of Other Health Practitioners, and Home Health Care Services).

Beyond health care and related fields, Insurance Carriers were the second largest 

single industry group in terms of job postings in Missouri’s Delta Region. Restaurants and 

other Eating Places and retail/general merchandise stores (including department 

stores) also ranked at the top for the number of job postings in 2015 in the Missouri Delta. 

2000 2005 2010 2015

Change	in	

Employee	Count,	

2000	to	2015

%	Change,	

2000	to	2015

Health	Care	and	Social	Assistance 34,999 40,335 44,875 50,728 15,729 45%

Manufacturing 42,992 38,254 29,501 30,819 -12,173 -28%

Retail	Trade 30,221 29,473 27,855 29,250 -971 -3%

Educational	Services 22,163 23,487 23,008 845 4%

Accommodation	and	Food	Services 14,435 16,545 16,494 17,496 3,061 21%

Public	Administration 10,167 11,465 11,761 11,580 1,413 14%

Construction 10,258 10,375 8,972 9,097 -1,161 -11%

Transportation	and	Warehousing 7,478 8,403 7,999 8,695 1,217 16%

Wholesale	Trade 11,635 8,205 7,984 8,692 -2,943 -25%

Finance	and	Insurance 5,327 5,889 6,212 6,374 1,047 20%

Top	10	Industries	by	Employment
14

Note:	General	Freight	Trucking was	removed	from	list	due	to higher	probability	of	job	postings	being	for	a	company	housed	outside	of	the	

target	area.

Source:	Burning	Glass	Technologies,	Labor/Insight	Tool:	http://laborinsight.burningglass.com/jobs/us#/reports/create

The job postings data helps to reinforce what the actual number of jobs by industry 

provided above shows. The industries that showed the largest percentage growth 

between 2000 and 2015 were also the industries that had the highest number of job 

postings in 2015.

Job	Postings

General	Medical	and	Surgical	Hospitals 																						1,561

Insurance	Carriers 																											628

Restaurants	and	Other	Eating	Places 																											553

Department	Stores 																											528

Colleges,	Universities,	and	Professional	Schools 																											480

Nursing	Care	Facilities	(Skilled	Nursing	Facilities) 																											465

Other	General	Merchandise	Stores 																											441

Offices	of	Other	Health	Practitioners 																											433

Home	Health	Care	Services 																											404

Management,	Scientific,	and	Technical	Consulting	Services 																											332

Top	10	Industries	by	Job	Postings,	2015
15

Projections	for	Job	Growth

Long-term occupational projections are completed for the State of Missouri and each 

region every other year for a 10 year period. The majority of counties in the Delta 

Region fall within the South Central and Southeast Workforce Development Regions. 

The occupational needs of these two regions of the state are very similar. The top 20 

occupations for the regions based on the number of job openings are below, and 17 of 

the 20 occupations with the highest number of projected openings are on both lists. For 

a complete listing of occupational projections for the state and regions, visit the MERIC 

website at https://www.missourieconomy.org/occupations/occ_proj.stm. 
16

3. Infrastructure

Public infrastructure throughout Missouri’s Delta is fair to poor due to age and 

inadequate design. Many of the region’s small communities struggle to keep water and 

waste water systems in compliance with EPA’s increasingly strict regulations, and still 

grapple to maintain infrastructure originally constructed in the 1940s, 1950s and 1960s. 

Broadband continues to be inaccessible in many rural communities due in part to the 

low density population making this service currently cost-prohibitive to most potential 

providers.
17

Multi-modal transportation, including roads, river, rail, air and transit are scarce or 

deficient. The region is home to five ports in various stages of development that struggle 

to maintain operations. Two interstates run through the area: I-55 is a major north-south 

route along the eastern edge and I-44 runs along the northern boundary of the region. 

Improvements to Highway 60 have helped with east-west travel along the southern part 

of the state, but most highways in the area still lack the size and maintenance to 

adequately serve travel demands. There are no local Amtrak routes and only one 

national Amtrak route running through the area, with only one station serving Missouri’s 

Delta located in Poplar Bluff. Union Pacific and BNSF both have some rail freight service 

but it is very limited in Delta area. One commercial service airport exists in Cape 

Girardeau, with approximately 30 general aviation public airports scattered throughout 

the Delta counties of Missouri. 

4. Socio-Economics

Missouri’s Delta ranked second, only behind Kentucky, in percentage of population 

with a high school diploma or equivalent. At 59.2 percent, Missouri’s Delta counties rate 
18

exceeded the state rate of 54.6 percent and the Delta average of 55.8 percent, and 

far surpassed the national rate of 49.5 percent. However, Missouri’s Delta fell well short 

on percentage of residents with a bachelor’s degree or higher having only 14.6 percent

of the population compared to Missouri’s rate of 25.8 percent, the Delta region at 19.9

percent and national average of 28.5 percent (2008-2012 ACS). With two major 

universities, Southeast Missouri State University and the Missouri University of Science and 

Technology, and several other public community colleges and private colleges – there 

is ample opportunity for higher education; however the data suggest a ‘brain-drain’ of 

persons with higher education leaving Missouri’s Delta.

Missouri’s Delta ranks third highest in percentage of the population living in poverty, 

behind Alabama and Mississippi. 2008-2012 ACS data shows Missouri’s Delta with a 20.1 

percent poverty rate compared to Missouri’s rate of 15 percent and the national rate of 

14.9 percent. Persistent poverty, defined as 20 percent or more of the residents living in 

poverty over the last 30 years, is also very high in Missouri’s Delta, which again ranks 

third behind Alabama and Mississippi. At 44.8 percent, Missouri’s Delta has a much 

higher persistent poverty rate than Missouri’s rate of 12.2 percent and the national rate 

of 11.2 percent. 

Historically, poverty rates fell for the Delta Region as well as for Missouri and the US from 

1960 to 2013. In the Delta Region, poverty rates dropped nearly 54 percent from 1960 

to 1980. From 1980 to 2013 there has been a slight increase in the poverty rates. 
19

The Delta Region consistently has higher poverty rates than both Missouri and the US. 

The gap between the US and Delta Region poverty rates decreased substantially from 

1960 (23.7 percent) to 2013 (5.3 percent). Most of the gains that closed the gap 

occurred between 1960 and 1980.

*2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics	during	this	

period.

*2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics	during	this	

period.

The following table shows the percent change in the poverty rates from one decade to 

the next. The Delta Region had poverty rates decreasing over 30 percent per decade 

from 1960 to 1980. Since that time, there has been some variability in the rate of 

change, but the total result is a fairly flat trend line in the total poverty rate for the Delta 

Region.

1960 1970 1980 1990 2000 2010 2013*

US 22.1 13.7 12.4 13.1 12.4 14.9 15.4

Missouri 24.9 14.7 12.2 13.3 11.7 15 15.5

Delta	Region 45.8 27.9 20.3 22.2 17.9 20.1 20.8

Poverty	Rate
20

*2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics	during	this	

period.

Sources	MO/US	data	1960-2010:		https://www.census.gov/hhes/www/poverty/data/census/1960/index.html	

http://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=ACS_12_5YR_S1701&prodType=table

*Data labeled as the year 2010 are from the 2008-2012 American Community Survey 5-Year estimate

**Data	Sources	2009-2013	average:	U.S.	Department	of	Commerce.	2014.	Census	Bureau,	American	Community	Survey	Office,	Washington,	

D.C.

Transfer receipts, or the amount of income support programs, also make up a significant 

portion of the Delta’s total personal income. Missouri’s Delta ranks second in the 

percentage of transfer support program income behind Alabama, and at 31 percent is 

significantly higher than the Delta region at 23.1 percent, the state of Missouri at 19.9

percent and the nation at 17.2 percent indicating a greater reliance on government 

assistance to supplement income (2008-2012 ACS).

Missouri’s Delta Region had 34.8 percent of its population making less than $25,000 per 

year in 2013 while Missouri had 25.8 percent, and the US had 23.4 percent. Looking at 

households making less than $50,000, the Missouri’s Delta had 64.6 percent of 

households in that category while Missouri had 52.3 percent and the US had 47.3

percent. For households that make over $100,000, the Delta Region of Missouri was at 

1970 1980 1990 2000 2010 2013*

US -38.0 -9.5 5.6 -5.3 20.2 3.4

Missouri -41.0 -17.0 9.0 -12.0 28.2 3.3

Delta	Region -39.1 -27.2 9.4 -19.4 12.3 3.5

%	Change	of	Poverty	Rate,	Year	to	Year
21

9.1 percent of households, while Missouri was at 17.2 percent and the US was at 22.5 

percent. These numbers, and the tables provided below, illustrates that Missouri’s Delta 

has a higher level of lower income households as compared to the state as a whole

and the US.

2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics	during	this	

period.

2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics during	this	

period.
22

*2013	data	calculated	by	ACS	using	annual	surveys	conducted	during	2009-2013	and	are	representative	of	average	characteristics	during	this	

period. Data	Sources	2009-2013	average:	U.S.	Department	of	Commerce.	2014.	Census	Bureau,	American	Community	Survey	Office,	

Washington,	D.C.

US MO Delta	Region

Less	than	$10,000 7.2% 7.9% 10.2%

$10,000	to	$14,999 5.4% 5.9% 8.6%

$15,000	to	$24,999 10.8% 12.0% 16.0%

$25,000	to	$34,999 10.3% 11.5% 13.5%

$35,000	to	$49,999 13.6% 15.0% 16.3%

$50,000	to	$74,999 17.9% 18.8% 17.4%

$75,000	to	$99,999 12.2% 11.8% 8.9%

$100,000	to	$149,999 12.9% 10.8% 6.5%

$150,000	to	$199,999 4.9% 3.5% 1.5%

$200,000	or	more 4.8% 2.9% 1.1%

Household Income, 2013*
23

Section B: State of Missouri Economic Development Strategies, Tactics and Programs

According to Governor Jay Nixon, Missouri’s latest Economic Development Plan, 

Strategic Initiative for Economic Growth, aims to “make a comprehensive assessment of 

Missouri’s strengths, assets, and opportunities for growth, and make sure we are 

investing our resources in industries poised for growth.”

The purpose of the statewide planning process was to produce a set of detailed, 

concrete strategies and tactics to advance Missouri’s economy. The Plan’s final report 

included eight strategic objectives designed to provide effective and efficient tools to 

increase the competitiveness of the state’s economy.

In developing the Plan, more than 600 business, labor, economic development and 

higher education leaders from across the state were engaged to gain input regarding 

the existing conditions in the state and to identify local priorities to inform the direction 

of the overall state plan. A 41 person steering committee was formed and charged with 

(a) review and analyze information and data regarding Missouri’s economy, current 

and potential initiatives and strategies and other related material; (b) provide input and 

recommendations on proposed strategies and tactical action plans; and (c) review 

and comment on the content of the Plan’s final report.

The strategies and related tactics are representative of all input gained and research 

undertaken, and present actions geared toward addressing challenges and 

capitalizing on concrete opportunities for growth, particularly in Missouri’s fastest 

growing economic sectors which are listed below:
24

Target Cluster: Advanced 

Manufacturing

Target Cluster: Energy 

Solutions

Target Cluster: 

Biosciences

Target Cluster: Health 

Sciences and Services

Niche: Transportation Equipment Niche: Plant and 

Agricultural Technology

Niche: Health Care 

Innovation

Niche: Aerospace and Defense

Niche: Companion and 

Feed Animal Sciences Niche: Health Sciences

Niche: Biomedical Niche: Health Services

Target Cluster: Information 

Technology

Target Cluster: Financial 

and Professional 

Services

Target Cluster: 

Transportation and 

Logistics

Niche: Software, Hardware, and 

Systems Design Niche: Financial Services Niche: Freight Haulers

Niche: Data Centers Niche: Professional 

Services Niche: Warehousing

Niche: Technology Resource 

Centers

Niche: Customer Care 

Centers Niche: Wholesaler

The following eight strategies are in no particular order, but the tactics under each 

strategy are in priority order, as determined by the state’s steering committee:

Strategy 1: Missouri will attract, retain, and develop a workforce with the education and 

skills to succeed in a 21st. Century economy.

Tactics

A. Develop a tuition forgiveness program for qualifying Missouri high school 

graduates to attend Missouri colleges and universities.

B. Develop a statewide assessment to measure and certify core competency skills 

of Missouri’s graduating high school seniors. Assessment would be informed by 

college and career-readiness criteria.

C. Partner with the state’s colleges and universities to help increase the number and 

proportion of students who remain in Missouri after graduation.

D. Develop optimized and coordinated cluster-based career-training pipelines, 

protocols, and assessments.

E. Provide a streamlined workforce training incentive for expansion and relocation 

prospects coordinated through Missouri’s community college network.
25

Strategy 2: Missouri will support its local developers in the retention and expansion of 

existing businesses and employers.

Tactics

A. Develop statewide cluster councils to help guide Missouri’s target-sector 

development strategies.

B. Develop a statewide business retention and expansion plan utilizing best 

practices that provides consistency of approach with enough flexibility to meet 

unique local and regional needs.

C. Develop a program to provide rural officials and practitioners with development 

of skill sets that would enable them to better work with businesses to retain and 

expand employment.

Strategy 3: Missouri will optimize its tax, incentive and regulatory policies to best 

support the growth of high-value target sectors.

Tactics

A. Streamline and optimize existing tax credits as per the recommendations of the 

Economic Development Tax Credits subcommittee of the Missouri Tax Credit 

Review Commission.

B. Provide a research-and-development tax credit in Missouri.

C. Provide an Angel investment tax credit in Missouri.

Strategy 4: Missouri will invest in technology and innovation to attract, launch, and 

sustain the growth companies of the future.

Tactics

A. Develop a Science and Technology/Innovation Fund in Missouri to facilitate the 

creation of best-practice capital-provision, support and infrastructuredevelopment programs and projects.

Strategy 5: Missouri will aggressively market the state to select domestic and 

international audiences.

Tactics

A. Review and optimize the Missouri Partnership’s existing economic development 

marketing programs.

B. Promote Missouri’s non-urban counties for the “rural-sourcing” of technology and 

services employment.

C. Work with Missouri’s Border States to one day formalize non-compete policies 

designed to prevent incentivizing the movement of companies within the bistate metropolitan areas.

D. Attract federal and non-profit research centers and institutions to Missouri.

Strategy 6: Missouri will develop a best-in-class foreign trade incentive.

Tactics

A. Formalize a program to leverage the international relationships, associations, and 

contacts of Missouri universities’ research faculty to identify investment and 

export opportunities in Missouri’s targeted clusters.

B. Assess the need to launch additional Missouri overseas marketing offices.
26

C. Develop a trade alliance to coordinate localized, comprehensive early-stage 

assistance to Missouri-based companies looking to increase exports to foreign 

markets.

D. Support existing efforts to develop regional distribution hubs for key foreign 

markets.

Strategy 7: Missouri will develop a culture that encourages small and minority business 

development and entrepreneurism.

Tactics

A. Quantify, assess, coordinate and potentially enhance existing support programs.

B. Integrate entrepreneurship training into state K-12 and higher educational 

curricula.

C. Develop a program to assist rural communities with the development and 

growth of retail businesses.

D. Provide small-business-development instruction as a component of displaced 

and state-sponsored worker training.

E. Adapt and adopt the Lichtenstein and Lyons (L&L) Investing Entrepreneurs

strategy in Missouri’s Small Business and Technology Development Centers and 

Procurement Technical Assistance Centers.

Strategy 8: Missouri will provide the infrastructure necessary for companies and 

communities to be successful.

Tactics

A. Market, leverage, and enhance existing efforts and tools, specifically Missouri’s 

statewide broadband initiative and the Missouri Certified Sites Program.

B. Develop a state-funded Authority with broad statutory powers to support highimpact infrastructure projects.

C. Support local capacity-building by assisting Missouri communities with the 

development of strategic vision plans.

Hundreds of small-business owners, educators, skilled tradesmen and economicdevelopment professionals participated in dozens of meetings and forums throughout 

the planning process, and the Plan’s final report represents their best insights and ideas 

about how to create jobs and spark growth, with a focus on creating jobs in potential 

growth sectors of the economy.

Local implementation efforts inside the Delta region of Missouri are fully aligned with the 

State of Missouri’s Strategic Initiatives for Economic Growth. The counties of southeastern Missouri are concentrating on workforce initiatives, infrastructure investments 

and community development projects, taking full advantage of available state and 

federal programs. The Missouri Department of Economic Development (DED) offers a 

wide range of programs to address weaknesses and opportunities identified in the 2011 
27

Plan. A full listing of DED’s programs can be found at 

https://ded.mo.gov/Programs.aspx

Five regional planning councils serve the twenty-nine counties located within Missouri’s 

Delta Region. All five of the councils are Economic Development Districts (EDD’s) as 

certified by the U.S. Department of Commerce, Economic Development Administration 

and Local Development Districts (LDD’s) as certified by the Delta Regional Authority. A 

review of the Comprehensive Economic Development Strategies (CED’s) of the five 

Economic Development Districts in the Delta Region of Missouri: Bootheel RPC,

Meramec RPC, Ozark Foothills RPC, Southeast Missouri RPC, and South Central Ozark 

COG, resulted in the identification of some shared themes and creative economic 

development strategies. The findings of the review are as follows:

Strengths, Weaknesses, Opportunities, and Threats (SWOT)

Area Strengths:

Natural Resources - for mining industries

Natural Resources – for tourism and recreation

Moderate cost of living and doing business

Weaknesses:

Education attainment and “brain drain” of talented young people

Low tax base

Uneven economic growth

Uneven access to high-speed internet

Poverty

Opportunities:

Niche agricultural and forestry products

Increased export of agricultural and forestry products

Increased tourism and recreation

Regional branding and marketing

Expansion of healthcare industry

Threats:

Aging and failing infrastructure

Manufacturing firms and jobs leaving area

Natural resource degradation (air and water quality)
28

Significant Industry Clusters in the Delta Region

§ Machinery manufacturing

§ Forestry and wood products

§ Agribusiness (including wineries)

§ Mining

§ Chemicals

Shared Economic Development Goals and Strategies

§ Increased export of wood products

§ Infrastructure improvements, including multi-modal transportation 

connections in support of economic development

§ Promote the use and development of business incubators

§ Encourage and actively plan for broadband expansion, especially “last mile” 

connections

§ Engage in cooperative, regional marketing efforts

§ Enhance tourism promotion and grow tourism support services

§ Adding soft skills, general work readiness skills to education curriculum

§ Greater support for entrepreneurship

§ Natural resource conservation and protection

§ Use of revolving loan funds, other business loan and grant programs

Innovative Concepts Presented in the CEDS

§ Develop a service industry business incubator

§ Develop a large, regional industrial park, jointly owned with counties sharing 

tax revenue

§ Institute an entrepreneurship-driven grant program

§ Design and implement leadership development program for young people

§ Create a “Regional Finance Network” to support economic growth

§ Create a region-wide GIS system in order to effectively share data and best 

management practices
29

Section C: Alignment of Governor’s Priorities with DRA and Implementation Plan

The 2015 Delta Regional Development Plan III (RDPIII) was created in an effort to 

build on the success of existing programs and also widen the range of current activities 

with new initiatives to enhance the region’s workforce competitiveness, infrastructure, 

and community competitiveness. The RDP III is a strategic plan that consists of three 

guiding principles and three main goals. Each principle is forward-looking and helps 

point the region toward long-term growth and improvement. 

§ Collaboration – Enhance the role of the DRA as a catalyst and connector 

in the Delta region.

§ Creativity – Adopt creative approaches to problem solving and 

encourage innovation.

§ Leadership – Support the development of local leadership in the Delta 

region.

The goals form the foundation of the RPD III and are necessary to focus the DRA’s efforts 

on programs, investments and initiatives that will enhance the Delta region’s economic 

prosperity over the long-term.

§ Workforce Competitiveness – Advance the productivity and economic 

competitiveness of the Delta workforce.

§ Infrastructure – Strengthen the Delta’s physical, digital, and capital 

connections to the global economy.

§ Community Competitiveness – Facilitate local capacity building within 

Delta communities, organizations, businesses, and individuals.

The State of Missouri and Governor Jay Nixon have created an economic development 

plan titled Strategic Initiative for Economic Growth. The plan includes eight strategic 

objectives designed to provide effective and efficient tools to increase the 

competitiveness of the state’s economy. This section will provide a summary of how 

each of the eight strategic objectives provided in the State of Missouri plan align with 

the goals of RDP III.
30

Strategy 1: Missouri will attract, retain, and develop a workforce with the education and 

skills to succeed in a 21st. Century economy.

This strategy encompasses the lifelong learning concept (pre-school through postsecondary education). Partnerships must be established between schools (from 

elementary to the university level) and the business and industrial sector to ensure a 

ready workforce exists for the needs of the future. This priority includes the need for 

continued improvement to school facilities to enhance educational opportunities that 

prepare students for work in the 21st century. 

This Missouri strategy aligns with the 2015 RDP III:

Goal 1 - Workforce Competitiveness (1.2 & 1.5):

ü 1.2 – Improve the workforce readiness of the regions K-12 students and adult 

population by increasing the number of internships, work co-op programs, 

and other initiatives, with a focus on soft skills and employability. 

ü 1.5 – Pursue strategic initiatives to better leverage and connect the Delta 

region’s higher education institutions for workforce development and 

economic development. 

Actions - Workforce Competitiveness (1.2 & 1.5):

ü 1.2.1 - Build on the partnership between the DRA and JAG (Jobs for 

America’s Graduates) to improve the employability and career potential of 

at-risk youth in Delta communities. 

ü 1.2.2 - Support efforts to connect employers with educational providers for 

curriculum development to ensure that students are receiving skills that will 

lead to employment opportunities.

ü 1.2.3 - Create an online knowledge base of information on future 

employment opportunities aimed at educating parents, students, and 

teachers about career options in the Delta region.

ü 1.5.1 – Strengthen existing industry/higher education partnerships and create 

new connections between employers and education providers.

ü 1.5.2 – Explore the potential for a “center of excellence” that leverages the 

unique capabilities of multiple higher education institutions and businesses in 

the region to pursue new initiatives that do not currently exist in the Delta 

region and could lead to long-term economic growth.

ü 1.5.3 – Identify the skills needed by employers through regional business 

surveys.
31

Strategy 2: Missouri will support its local developers in the retention and expansion of 

existing businesses and employers.

This strategy will aid the Delta region to diversify its economy by improving employment 

and business opportunities, which in turn will create jobs. The region is rich in resources 

and if the Delta region and its developers respect and utilize these resources it can 

increase its economic activity.

This Missouri strategy aligns with the 2015 RDP III:

Goal 3 – Community Competitiveness (3.1)

ü 3.1 – Develop new strategic initiatives and continue existing programs that 

build capacity among local leaders in Delta communities.

Actions - Community Competitiveness (3.1)

ü 3.1.1 – Create a toolkit of economic development best practices to serve as 

a resource for Delta communities seeking examples of successful programs, 

both within the Delta region and nationally.

o Potential focus areas for the toolkit include: place-making initiatives, 

small business and entrepreneur support programs, and workforce 

development programs.

ü 3.1.2 – Periodically conduct a trends analysis that summarizes economic, 

social, and technological trends impacting economic development.

o Communicate this information in a report format to Delta leaders to 

help them anticipate and prepare for future change in the 

communities.

ü 3.1.3 – Continue to update and promote the Today’s Delta online research 

tool as a knowledge base for local leaders.

o Promote the tool as an efficient resource for local development 

districts, local governments, and nonprofit organizations that rely on 

up-to-date demographic and economic data to compete for federal 

and philanthropic funding.

o Encourage local community leaders to use the tool to better 

understand the challenges and opportunities facing their communities.

ü 3.1.4 – Expand the scope and reach of the Delta Leadership Institute (DLI) to 

support the development of a wider array of leaders across the region, 

including young/emerging business and community leaders.

o Continue and expand the DLI program to develop a strong pipeline of 

local leaders across the regions urban and rural communities. 

o Work with local civic leadership programs to connect the DLI 

graduates with other local leaders.
32

ü 3.1.5 – Continue and expand training programs for local leaders that build 

understanding of economic resiliency and disaster recovery for Delta 

communities. 

o Use the lessons learned from the post-Katrina recovery efforts in New 

Orleans as a model for other Delta communities facing disaster 

recovery.

o Also emphasize resiliency from economic disasters (e.g. a major plant 

closing, or a mass layoff at a large corporation).

o Promote awareness of disruptive technologies and emerging industry 

trends among economic development professionals in Delta 

communities

Strategy 3: Missouri will optimize its tax incentive and regulatory policies to best support 

the growth of high-value target sectors.

This strategy is key to foster economic growth in the Delta communities. Optimization of 

tax incentives and policies will develop a means of access to capital and create a 

more streamlined business environment. This development of financial pools for small 

business and industries to use will help retain current and attract future jobs to the 

community.

This Missouri strategy aligns with the 2015 RDP III:

Goal 2 – Infrastructure (2.5)

ü 2.5 - Improve capital access throughout the Delta, especially the non-urban 

areas where it is lacking most.

Actions – Infrastructure (2.5)

ü 2.5.1 - Increase DRA involvement in capital networks for rural Delta regions.

ü 2.5.2 - Create a cadre of qualified individuals to advise communities on New 

Market Tax Credit (NMTC) Investments, the Community Reinvestment Act 

(CRA), and community development lending.

ü 2.5.3 - Work with regional investors and entrepreneurs to expand access to 

capital for high-growth startups.

o Establish angel investment funds on a regional (multi-county) level in all 

eight states. Where these are already operational, expand the reach 

to rural areas.

o Bring in venture capital, private equity, and angel investors from 

outside the region to showcase viable startups in the Delta region to 

outside investors.
33

o Partner with the US Small Business Administration and other relevant 

organizations to cultivate relationships between entrepreneurs and 

funding sources.

ü 2.5.4 - Encourage reverse-pitch events that link businesses with specific 

product and service needs to local providers.

ü 2.5.5 - Work with local and state organizations to support the small businesses 

that are the lifeblood of many Delta communities.

o Work with the region’s SBDCs (Small Business Development Centers) to 

help entrepreneurs tap into federal funding sources by applying for 

Small Business Innovation Research (SBIR) grants, the Small Business 

Technology Transfer program (STTR), and other programs available to 

entrepreneurs.

o Leverage existing resources from SBDCs and manufacturing extension 

services from Delta region higher education institutions to support 

targeted business expansion. This could build capacity at the local 

level, especially in rural areas, by focusing on existing programs 

through specific partnerships.

o Work with nonprofits, especially in rural areas, to support the growth of 

microenterprises in Delta communities. These microenterprises can be 

used to serve specific gaps in retail and services. A good working 

definition of microenterprises (from the State of California) identifies 

target companies for this initiative: “firms with five or fewer employees, 

started for $50,000 or less in initial capital, which may not have access 

to traditional commercial loans.”

ü 2.5.6 - Use the principles of place-based impact investing to coordinate DRA 

investments and programs (including technical assistance) with other federal, 

state, and local programs to achieve the greatest collective impact.

o Work with local development districts to prioritize investments in 

projects that private investors have deemed “market-worthy.”

o Encourage the use of crowdfunding for local community development 

projects.

ü 2.5.7 - Package small investment opportunities together in rural areas and 

take them to market as larger projects to attract major investors from within 

and outside of the Delta region.

Strategy 4: Missouri will invest in technology and innovation to attract, launch, and 

sustain the growth companies of the future.

This strategy is a necessity in the 21st Century. Technological innovation and Information 

communication technologies are a must to foster economic growth. These 

infrastructures are vital for entrepreneurship and small business development. In today’s 

society access to internet and cellular phone services is a must for easy communication 
34

and information availability. These infrastructures also aid in the region’s ability to 

educate and train its communities. 

This Missouri strategy aligns with the 2015 RDP III:

Goal 2 - Infrastructure (2.3)

ü 2.3 - Expand and improve access to affordable digital infrastructure 

(broadband internet, cellular, and satellite access) across the region, 

especially in areas where it is currently deficient.

Actions – Infrastructure (2.3)

ü 2.3.1 - Support local and state efforts to improve broadband infrastructure 

where it exists and to create it where it does not exist (and is needed 

most) across the region’s urban and rural communities.

ü 2.3.2 - Work with major telecommunications and broadband providers in 

the Delta region to better understand and communicate the challenges 

and opportunities associated with improving digital infrastructure, 

especially in rural areas.

ü 2.3.3 - Initiate conversations with Google (and other high-speed internet 

providers) to promote the Delta region as a test bed for its ultra-highspeed Google Fiber gigabit internet service.

o None of the 12 current (Kansas City, Austin, Provo); upcoming 

(Nashville, Atlanta, Charlotte, Raleigh-Durham, San Antonio, Salt 

Lake City); or potential (Phoenix, San Jose, Portland) Google Fiber 

cities are located in the Delta region.

o Promote the Delta region as a unique proof-of- concept to 

determine the economic impacts of expanding broadband 

internet service into a region that is currently lagging the US in the 

development of digital infrastructure.

ü 2.3.4 - Support the development of “fiberhoods” in Delta communities to 

concentrate access to ultra-high-speed broadband internet in specific 

geographies.

o Use this strategy as a way to concentrate like-minded 

entrepreneurs in startup districts.

o Focus initially on the region’s large urban areas, ideally targeting 

districts in need of revitalization and reinvestment.

Strategy 5: Missouri will aggressively market the state to select domestic and 

international audiences.

This strategy points out a tool to attract business, industry, or visitors to the Delta 

community. Delta communities could market itself as a whole, individual properties or 
35

sites, particular neighborhoods or specific programs or policies. From an economic 

development point of view, one major business relocation could revitalize an economy 

by creating jobs and changing the image of a community. 

This Missouri strategy aligns with the 2015 RDP III:

Goal 1 - Workforce Competitiveness (1.3)

ü 1.3 - Create awareness of opportunities in Delta communities to attract 

talent from outside of the region.

Goal 2 - Infrastructure (2.4)

ü 2.4 - Support state and local economic development organizations and 

local development districts in their efforts to put in place deal-ready sites 

for business recruitment and expansion projects.

Actions - Workforce Competitiveness (1.3)

ü 1.3.1 - Hold a “Delta Region Talent Summit” to share challenges, 

opportunities, and best practices related to talent attraction and 

retention. Invite economic development organizations, HR directors of 

major employers, entrepreneurs and young professionals from across the 

region to participate in this event.

ü 1.3.2 - Work with local and state economic development organizations to 

promote and market strong industry clusters to recruit talent into the 

region.

ü 1.3.3 - Encourage the region’s college and university alumni networks to 

push out content (through social media outlets such as LinkedIn, 

Facebook, and Twitter) informing alumni who live in other areas about the 

professional opportunities and great quality of life available in Delta 

communities

Actions - Infrastructure (2.4)

ü 2.4.1 - Work with state economic development organizations to showcase 

the region as a great place to do business and promote the region’s 

premier real estate development opportunities.

ü 2.4.2 - In order to make efficient use of existing infrastructure in Delta 

communities, prioritize investments that promote redevelopment and reuse of existing industrial sites.

Strategy 6: Missouri will develop a best-in-class foreign trade incentive.

This strategy plays a vital role in growing the Delta region economy and creating more 

jobs in the community. Missouri trade incentives will allow companies to locate new 
36

customers for their products. With the help of modern production techniques, highly 

advanced transportation systems, and information technology foreign trade is 

spreading very fast. Initiatives like Missouri Export, will allow Missouri to stay a competitive 

player in the export market.

This Missouri strategy aligns with the 2015 RDP III:

Goal 3 – Community Competitiveness [(3.2)

ü 3.2 - Emphasize programs and investments to advance entrepreneurship 

and high-growth business development in Delta communities, ensuring 

the unique innovation assets found within the region’s urban areas are 

leveraged to benefit the entire region, including rural areas. 

Actions - Community Competitiveness (3.2)

ü 3.2.1 - Support innovation efforts in the region’s urban centers as a way to 

boost entrepreneurship and innovation across the Delta region. 

o Continue to expand the Delta Entrepreneurship Network initiative 

and support and nurture the region’s entrepreneurs through a 

series of Delta Pitch Competitions, and through New Orleans 

Entrepreneur Week events in partnership with Idea Village.

ü 3.2.2 - Encourage local governments to adopt policies that support 

entrepreneurship and innovation.

o A recent study, City Initiatives for Technology, Innovation and 

Entrepreneurship (available at www.citie.org) provides useful 

examples of how city leaders are developing policies to catalyze 

innovation and entrepreneurship.

ü 3.2.3 - Work with the region’s higher education and startup community to 

expose more high school and college students to entrepreneurship and 

innovation as a career path through Junior Achievement and other 

programs.

ü 3.2.4 - Create a Delta region entrepreneurial eco-system map indicating 

the numerous programs, initiatives, and assets that exist across the region 

to fuel innovation and entrepreneurship.

o Create an online map to help entrepreneurs, startups, and 

investors navigate the region’s existing entrepreneurship and 

innovation resources and network.

o The eco-system map can serve as a tool to improve awareness of 

the Delta region to outsiders, portraying the region as a great 

place to launch a new enterprise or invest in a new venture.

o The map can also be promoted internally among business and 

community leaders to help Delta citizens think of their own 

communities as hotbeds for entrepreneurship and innovation.
37

ü 3.2.5 - Encourage local development districts to partner with each other 

to create entrepreneurship support networks that offer access to space 

(e.g., incubators, accelerators) and early-stage financing.

o This could be achieved through an expansion in the scope of the 

Delta Entrepreneurship Network.

o Focus this effort on supporting entrepreneurship in rural 

communities.

ü 3.2.6 - Grow Delta businesses through export programs that connect local 

firms to the global marketplace.

o Continue working with the White House Rural Council, the Made in 

Rural America initiative, and other efforts to boost opportunities for 

exporting Delta-made products.

o Serve as a technical resource to connect economic development 

organizations with federal programs that promote international 

trade for US-based firms.

Strategy 7: Missouri will develop a culture that encourages small and minority business 

development and entrepreneurism.

The strategy to encourage small business development has major benefits to economic 

growth. There is a need to diversify the economy especially improving employment and 

new business opportunities. Missouri small businesses employ around half (1.1 million) of 

the state’s private workforce. With utilization of the current training programs and 

workforce development organizations the Delta region can maintain its current trend. 

This Missouri strategy aligns with the 2015 RDP III:

Goal 1 – Workforce Competitiveness (1.1)

ü 1.1 – Build on momentum of the Reimaging the Delta Workforce initiative 

to create a strong pipeline of talent to support current and future 

employers in the Delta region.

Actions - Workforce Competitiveness (1.1)

ü 1.1.1 – Collaborate with workforce development organizations, employers, 

and other key partners to improve the workforce development system in 

response to the new federal WIOA (Workforce Innovation and 

Opportunity Act).

ü 1.1.2 – Align workforce training and programs with local and state industry 

cluster or occupational development programs.
38

ü 1.1.3 – Capitalize on the DRA’s unique role of regional convener to help 

local organizations (e.g. nonprofits, and workforce training organizations) 

connect workers with employment opportunities.

Strategy 8: Missouri will provide the infrastructure necessary for companies and 

communities to be successful.

This strategy encompasses such activities as community water and sewer improvement, 

expansion of telecommunications networks, and addressing issues unique to the area 

such as drainage and flood control. In addition, industrial park infrastructure 

improvement, which may also include the availability of industrial buildings suitable for 

new or expanding industries, is needed.

Infrastructure also encompasses transportation. Maintenance and upgrading of the 

highway system in the region is vital. Highways serving the area need to be improved 

either to 4 lane or ‘super 2’ designation. Interstate corridors connecting Missouri and 

other Delta states are key to the expansion of commerce. Transportation is more than 

just highway improvements. This includes rail, river, and air transportation. The 

sustainability of these areas are also key to economic development activities.

This Missouri strategy aligns with the 2015 RDP III:

Goal 2 – Infrastructure (2.1 & 2.2)

ü 2.1 - Build and strengthen the region’s basic infrastructure (water, 

wastewater, electricity, and gas) to stimulate job growth and capital 

investment.

ü 2.2 - Make strategic investments in the region’s transportation 

infrastructure (highways, rail, water-based transport, and air travel) to 

support the growth of key industries.

Actions - Infrastructure (2.1)

ü 2.1.1 - Continue to use the SEDAP (States’ Economic Development 

Assistance Program) to funnel investments into critical infrastructure that 

can facilitate business expansion and relocation projects and job growth 

in Delta communities.

ü 2.1.2 - Work closely with Delta states’ economic development programs 

and local development districts to prioritize federal, state, and local 
39

infrastructure investments to respond to the needs of businesses and 

generate private sector capital investment and stimulate job growth. 

o Example: Missouri Delta Medical Center Emergency Department 

Expansion, Sikeston, Mo. (Project details in Section D.)

ü 2.1.3 - Support local and state planning efforts and policies that can 

expand the Delta region’s energy infrastructure and production capacity, 

emphasizing clean technologies (e.g., biofuels, wind, and solar) wherever 

possible.

Actions - Infrastructure (2.2)

ü 2.2.1 - Work with the Delta states’ DOTs (Departments of Transportation), 

local development districts, and the US Department of Transportation, to 

fund and construct key segments of the Delta Development Highway 

System (DDHS).

o Encourage state DOTs and local development districts to prioritize 

highway investments along the DDHS.

o Example: Scott County CR 266 Resurface Project. (Project details in 

Section D)

ü 2.2.2 - Convene a DRA “Transportation Working Group”, which would 

include representatives from federal, state, and local transportation 

agencies, as well as private sector stakeholders (trucking companies, rail 

companies, water based transport providers, large manufacturers, and 

other businesses involved in goods movement).

o This group should meet regularly to coordinate planning efforts and 

identify priority investments to enhance the competitiveness of the 

region’s transportation infrastructure.

o Leverage the DRA “Transportation Working Group” to hold a “Delta 

Freight Summit” that convenes stakeholders from the public and 

private sectors to identify solutions to the region’s goods movement 

challenges. Use the DRA’s Multimodal Transportation Assets, Needs 

and Recommendations Report to frame the discussions.

o Collaborate with local development districts, economic 

development organizations, and other key partners to identify and 

capitalize on underutilized capacity in the region’s infrastructure for 

the purposes of business retention, expansion, and recruitment.
40

Section D: State Resources: Best Practices, Case Studies, Tools & Models for Economic 

Development

Missouri has a multitude of tools 

devoted to economic 

development. These tools are 

in place to encourage business 

development and expansion, 

increase worker skills and 

improve the lives of Missouri citizens. Success in economic development requires the 

coordination of multiple agencies and funding sources to encourage new 

development, address aging infrastructure and work force skills. A major catalyst for 

development projects in Missouri is the Department of Economic Development (DED). 

Missouri DED offers programs to businesses, communities, individuals and an export 

portal as well as a wealth of data resources. Some of those programs include:

§ Business Attraction

ü Missouri DED contracts with the Missouri Partnership to promote Missouri 

to out of state businesses by providing a searchable List of Sites and 

Buildings in Missouri, as well as a list of Certified Sites, which are shovelready for development. 

§ Workforce Development and Training Incentives

ü Through www.Jobs.mo.gov, businesses can post job openings and 

connect with training incentives and hiring resources designed to help 

them succeed.

§ Infrastructure Funding

ü DED’s Business and Community Services Division and the Missouri 

Development Finance Board help support communities with the 

development of the infrastructure that supports economic growth and 

the improvement of community facilities, water and wastewater 

projects, and fire protection projects. 

§ Redevelopment
41

ü DED and local incentive programs can assist in the redevelopment of 

blighted areas, historic properties, brownfield properties, and main 

street improvements. 

§ Entrepreneurship:

ü Missouri SourceLink is a one-stop resource database for assistance to 

new and growing businesses. 

ü Missouri Technology Corporation provides funding to invest in early 

stage technology growth companies. 

ü Small Business and Technology Development Centers (SBDTCs) 

provide technical and management assistance to small businesses. 

ü Missouri Enterprise offers assistance to manufacturers to improve 

technology and processes. 

ü Innovation Centers. 

ü Research Support. 

Missouri DED works in close concert with the Missouri Partnership, a non-profit 

corporation assisting with economic development. The Missouri Partnership markets the 

advantages of operating a business in Missouri to 

companies across the globe. In an effort to assist with 

business expansion and relocation, Missouri Partnership 

offers free services, such as:

§ Vetting available sites.

§ Locating new or existing buildings.

§ Compiling information on communities and workforce.

§ Determining eligibility for business incentives.

§ Coordinating labor training.

§ Identifying utilities availability and costs.

§ Facilitating meetings with state government 

agencies and potential strategic partners.

 

Workforce availability and skill is a main deciding factor in the location of a business. 

Missouri Workforce Development Board offers job seekers with resources to prepare for 

a job, assistance in planning a career, training and education, and locating a job 
42

center. Through the same portal, www.Jobs.mo.gov, employers can connect with job 

seekers through recruitment or hiring events, select from the many incentives programs 

available, and access the business resource compiling data on the latest tax, labor 

market and development information.

MoManufacturingWINs is a statewide training network announced in September 2012 

that is connecting Missourians with the training they need to work for modern 

manufacturers. A nine-member consortium of public 

two-year colleges is collaborating to implement a 

rigorous certification training model endorsed by the 

National Association of Manufacturers (NAM). The 

program enables students to earn industryrecognized credentials that validate students’ mastery of skills in specific areas of 

manufacturing. The Missouri Community College Association acts as program 

coordinator for MoManufacturingWINs.

A strength of the Missouri workforce is the active participation in the National Career 

Readiness Certificate (NCRC) program offered by American College Testing (ACT). The 

program, often called Work Ready Communities, measures workforce skill by county 

and works with educators to fill skill gaps and build career pathways matching the need 

of local business and industry. Counties are also recognized for their workforce 

development efforts. Of the 29 Missouri counties in the Delta Regional Authority, 4 

counties have received Work Ready 

Community certification and an additional 15 

have begun the process toward certification. 

Another benefit of the program is the NCRC 

portable, industry-recognized credential that 

clearly identifies an individual’s skill in reading 

for information, applied math and locating information. By participating in ACT’s Work 

Ready Communities initiative, counties, regions and states are helping:
43

§ Business and industry know exactly what foundational skills they need for a 

productive workforce – and to easily communicate their needs

§ Individuals understand what skills are required by employers – and how to 

prepare themselves for success

§ Policy makers consistently measure the skills gap in a timely manner at the 

national, state and local levels

§ Educators close the skills gap, via tools integrated into career pathways 

with stackable industry-recognized credentials

§ Economic developers use an on-demand reporting tool to market the 

quality of their workforce.

State-wide and federal initiatives rely on the assistance of local partners, such as:

§ Chambers of Commerce - not-for-profit membership organizations, 

focused on issues of economic development and community betterment

§ Economic Development Authority/Corporation - not-for-profit 

organizations which work with expanding and relocating companies by 

promoting local sites, assets, and amenities

§ Industrial Development Authority - a quasi-public non-profit corporation 

with the ability to issue tax-exempt revenue bonds to finance large-scale 

industrial, multi-family housing, and non-profit development projects

§ Utility industries – offer economic development tools, resources and site 

selection assistance.

Data is essential in providing information about labor trends, demographics and 

revenues. Potential development projects rely on such information when packaging a 

project to a potential business with the 

assistance of Missouri Economic 

Research and Information Center 

(MERIC). The MERIC website provides 

the latest research on Missouri industries, workforce, regions and economic condition, 

with observations on the state’s business climate. 
44

Many success stories in economic development result from the efforts of multiple forces 

working together for the good of the project. As presented in the following case studies, 

this strategy leverages public funds with private capital to bring the project to fruition.
45

Air Medical Group Holdings 

Infrastructure

West Plains Missouri

South Central Ozark Council of 

Governments

DRA	Funding: $274,873.93

Other	Funding: $6,457,000

The	Need	&	Challenge: The	grant	funding	provided	for	a	portion	of	the	shortfall	costs	

associated	with	the	construction	of	the	roadways	needed	to	access	the	project	building.		

This	is	after	a	local	land	developer	committed	to	building	the	Air	Medical	Group	Holdings	

(AMGH)	building	and	a	portion	of	the	roadways.

Project	Description: The	total	project	was	for	the	construction	of	a	42,000	square	foot	

building	along	with	roadways	adequate	for	safe	traffic	access	to	and	from	the	property.		

The	building	and	a	portion	of	the	roadways	were	constructed	by	a	local	land	developer.		

The	building	is	currently	being	leased	to	AMGH,	Inc.		The	new	building	was	necessary	to	

consolidate	operations	which	were	spread	throughout	the	city.		The	remaining	portion	of	

the	roadway	costs	were	provided	by	DRA	Grant	funds,	in-kind	matching,	other	grant	funds	

and	bonds.

Key	Outcomes: 250	jobs	retained	/	31	new	jobs	created

Partners: Local	Developer,	City	of	West	Plains,	Missouri	CDBG	Infrastructure	Grant	and	

Chapter	100	Bonds
46

Ozarks Small Business 

Incubator

West Plains, MO

South Central Ozark Council of 

Governments

DRA	Funding: $321,250.00	(all	OzSBI	“phases”)

Other	Funding: $1,044,544.00	(all	OzSBI	“phases”)

The	Need	&	Challenge: The	grant	funding	provided	for	the	shortfall	costs	associated	with	

the	renovations	of	the	building	and	the	training/mentoring	programs.		The	Ozarks	Small	

Business	Incubator	(OzSBI)’s	mission	is	to	grow	small	businesses	and	increase	viable	

employment	in	the	seven	distressed	counties	of	South	Central	Missouri.

Project	Description: The	OzSBI	has	received	3	separate	DRA	Grants.		The	first	grant	

awarded	utilized	the	funds	to	create	a	pre-incubation	space	(AKA:	The	IDEA	Center)	which	

works	with	students	and	young	entrepreneurs	to	help	grow	their	business	ideas	into	viable	

enterprises	and	create	new	jobs	for	the	region.		The	second	grant	awarded	utilized	the	

funds	to	implement	the	Growth	Wheel	mentoring	tool	to	train	six	mentors	who	advise	

OzSBI	clients	and	regional	businesses.		The	third	grant	awarded	is	utilizing	funds	to	restore	

9,180	square	feet	of	the	second	floor	of	the	OzSBI	building	into	workspace	and	larger	

offices	for	clients	with	up	to	15	employees.

Key	Outcomes:

Since	the	OzSBI	opened	its	doors	in	January	2013,	their	clients	(building	tenants	and	nonresident	affiliates)	have	created	60	full-time	jobs	and	52	part-time	jobs	(total	equals	112	

new	jobs).		The	Incubator	combines	business	services	with	office	spaces	outfitted	with	the	

latest	technology.		Through	training,	mentoring,	technical	support	and	access	to	financial	

resources,	the	Incubator	helps	entrepreneurs	be	more	successful	by	nurturing	them	in	

their	tentative	start-up	years.

Partners: Delta	Regional	Authority,	Missouri	Small	Business	Incubator	Tax	Credit	

Program,	Neighborhoods	Assistance	Program	Tax	Credit	Program,	Economic	Development	

Administration,	South	Central	Career	Center,	Downtown	West	Plains,	Inc.	and	Penmac
47

Scott County Road 

Improvements

County Road 266,

Scott County, MO

Bootheel Regional Planning and 

Economic Development 

Commission

DRA	Funding:		$432,650.00

Other	Funding: $198,212.00	In-Kind

The	Need: The	County	relies	heavily	on	CR	266	for	two	reasons.	The	first	is	to	transport	

agricultural	products	north	to	the	Southeast	Missouri	Port	Authority.	This	route	provides	

an	economical	and	efficient	means	for	residents	to	reach	area	retailers.	The	second	reason	

is	that	emergency	service	vehicles	will	be	able	to	respond	safely	when	emergency	services	

are	needed.

Project	Description:	DRA	funds	will	be	used	to	purchase	the	material	to	asphalt	CR	266	

from	Highway	77	to	State	Highway	P.	CR	266	is	an	existing	County	Road	that	is	owned	and	

maintained	by	Scott	County	and	no	right	of	way	or	additional	land	will	need	to	be	acquired.	

In	2004,	the	County	received	$127,500	in	DRA	Grant	funds	that	allowed	them	to	construct	

2”	of	asphalt	on	1,100	linear	feet	(lf)	of	the	roadway.	The	county	used	their	highway	

department	and	cash	funds	to	apply	4”	of	blade	mix	on	the	remaining	26,300lf.	The	blade	

mix	is	a	temporary	patch,	if	they	do	not	get	asphalt	on	the	blade	mix	it	will	deteriorate	at	a	

quick	rate.	The	2”	of	asphalt	that	was	applied	to	the	1,100lf	has	been	worn	down	because	of	

the	heavy	traffic	on	this	road.	

Key	Outcomes: Outcome	measurements	can	be	determined	through	traffic	surveys	on	the	

new	road	during	all	seasons,	a	reduction	of	accidents	thereon,	faster	reaction	times by	

emergency	vehicle	and	more	agricultural	transport	to	the	SEMO	Port	Authority.

Partners: Scott	County,	Delta	Regional	Authority
48

Emergency Department 

Renovation and Expansion

Missouri Delta Medical Center

Sikeston, MO

Bootheel Regional Planning and 

Economic Development 

Commission

DRA	Funding:			$500,000	(2	years)

Other	Funding:						$3,400,000.00	- Private	Donor,				$1,132,387.00	Community	Donors

																																		$180,000	– Benefit	Ball,																		$1,000,000.00	– Mabee	Foundation

The	Need: The	current	state	of	the	Emergency	Department	(ED)	was	deemed	inadequate	

by	an	independent	consultant	based	on	direct	observation,	patient	and	staff	interviews,	

volume	analysis	and	market	comparisons.	Limitations	include	a	single	shared	entrance	for	

the	public	and	emergency	vehicles,	inadequate	number	of	treatment	rooms	that	are	semiprivate,	lack	of	appropriate	support	and	storage	space,	poor	visibility	of	patient	rooms	from	

the	nursing	station,	and	patient	intake/departure	workflow	problems.	The	spacing	and	

plan	design	of	the	new	ED	address	these	problems.

Project	Description: Funding	will	support	the	construction	of	an	additional	7,000	square	

feet	and	the	renovation	of	the	current	ED	space	to	provide	one	cohesive	and	more	efficient	

ED.	The	new	ED	would	include	separate	entrances	for	the	public	and	Emergency	Medical	

Service	(EMS)	vehicles,	17	private	patient	rooms,	centralized	nurse’s	station	allowing	for	

better	patient	visibility	and	a	separate	waiting	and	consultation	area	for	family	members.	

All	of	these	changes	will	help	us	improve	the	quality	of	care	we	provide	to	our	patients

Key	Outcomes: Outcome	measurements	of	the	ED	project	include	the	following:	Door	to	

Doctor	Time,	Door	to	Discharge	Time,	Door	to	Disposition	Time,	Left	without	Being	Seen,	

Patient	Satisfaction,	Physician	&	Provider	Turnover,	Patient	ED	Visits,	and	Hospital	

admissions	through	the	ED.

Partners:	Missouri	Delta	Medical	Center,	Delta	Regional	Authority,	Mabee	Foundation,	and	

private	contributors
49

Three Rivers College Mobile 

Training Labs

Butler County, MO

Ozark Foothills Planning 

Commission

DRA	Funding:		$200,000

Other	Funding:		$128,724

The	Need	&	Challenge:		Methods	were	needed	to	enhance	the	job	training	opportunities	

available	to	residents	of	the	fourteen-county	workforce	development	service	area	of	Three	

Rivers	College	in	Southeast	Missouri.

Project	Description:	 Two	mobile	training	labs	were	purchased	via	the	project.	The	labs	

are	enclosed	in	44'	trailers	and	equipped	to	provide	training	in	computer	applications,	

engineering	design,	industrial	electricity,	industrial	hydraulics,	industrial	motor	controls,	

industrial	pneumatics,	industrial	sensors,	and	industrial	PLC.	TRC	provides	these	training	

opportunities	at	their	main	campus	in	Poplar	Bluff	and	at	their	satellite	campuses.		With	

these	labs,	TRC	has	the	ability	to	provide customized	trainings	at	the	employers’	jobsite,	

reducing	travel	expenses	and	lost	time	due	to	travel.	

Key	Outcomes:		Approximately	400	people	are	trained	annually	using	the	mobile	training	

labs,	thereby	reducing	the	training	burden	on	many	employers	within	the	service	area.

Partners:		Three	Rivers	College,	Ozark	Foothills	Regional	Planning	Commission,	Delta	

Regional	Authority

Other:		https://www.trcc.edu/workforce/
50

Poplar Bluff Industrial Park 

Bypass

Butler County, MO

Ozark Foothills Planning 

Commission

DRA	Funding:		$635,000

Other	Funding:		$4,862,029

The	Need	&	Challenge:		Prior	to	installation	of	the	funded	roadway,	one	of	two	primary	

entrances	to	the	region’s	largest	public	industrial	park	(the	Poplar	Bluff	Industrial	Park)	

consisted	of	a	narrow	two-lane	residential	roadway with	no	shoulders.		Semi-trailers	

entering	and	exiting	the	industrial	park	on	its	west	side	were	forced	to	pass	by	numerous	

single-family	residences	and	a	daycare	facility	followed	by	a	sharp	left-hand	turn	onto	the	

heavily-trafficked	U.S.	Business	67.		With	approximately	600	freight	carriers	and	2,500	

employees	entering	and	exiting	the	industrial	park	on	a	daily	basis,	traveling	through	the	

residential	neighborhood	was	not	only	inefficient,	but	also	very	unsafe.		Furthermore,	

industries	located	in	the	park	expressed	difficulties	in	securing	adequate	trucking	service	

given	the	nationwide	shortage	of	the	service	and	better	accessibility	at	other	parks.	

Project	Description:		The	DRA-funded	project	consisted	of	constructing	a	new	two-lane	

concrete	roadway	with	six-foot	shoulders	running	east/west	and	connecting	the	Poplar	

Bluff	Industrial	Park	with	U.S.	Highway	67	at	the	Route	M	interchange	south	of	Poplar	Bluff,	

Missouri.

Key	Outcomes:			The	new	roadway	permits	the	efficient	and	safe	daily	access	of	

approximately	300	freight	carriers	and	1,500	employees	to	and	from	the	region’s	largest	

industrial	park.

Partners:		Butler	County,	Missouri,	Delta	Regional	Authority,	Missouri	Department	of	

Transportation,	Missouri	Department	of	Economic	Development,	U.S.	Department	of	

Agriculture
51

Cape Girardeau County Road 

Improvements

Cape Girardeau County Road 346 

and 347, Jackson, MO

Southeast Missouri Regional 

Planning and Economic 

Development Commission

DRA	Funding:	$200,000

Other	Funding:	Missouri	Department	of Economic	Development/Community	

Development	Block	Grant	$500,000,	Cape	Girardeau	County	Cash	and	In-kind	$754,138,	

Capital	Sand	Capitol	Investment	$600,000.

The	Need	&	Challenge:	Capitol	Sand	is	a	newly	established	company	located	in	Cape	

Girardeau	County. The	company	quarries	and	processes	sand	for	the	oil	industry.	They	

have	the	ability	to	process	and	load	400	tons	of	sand	per	hour.		The	plant	is	served	by	two	

gravel	roads with	road	width,	sight	curve	and	drainage	issues.	Road	improvements	must	be	

made	to enable	the	company	to	add	a	second	shift.

Project	Description: The	project	will	consist	of	laying	a	new	rock	base	to	widen	CR	346	

and	CR	347	to	approximately	24	feet,	repairing	drainage	ditches	and	installing	additional	

culverts,	lowering	the	roads	in	places	to	improve	visibility,	adding	rock	gabions	to	stabilize	

certain	areas	(especially	by	curves)	and	paving	the	roads	with	4	to	6	inches	of	asphalt.

Key	Outcomes:	The	road	improvements	will	reduce	the	safety	issues	of	the	increased	

truck	traffic	by	widening	the	road	so	local	vehicles	do	not	have	to	stop	and	let	sand	trucks	

go	by.	Paving	and	widening	the	roads	will	allow	the	company	to	add	a	second	shift	which	

they	cannot	currently	do	because	of	the	road	conditions.	The	project	will	create	new	jobs,	

reduce/eliminate	road	safety	issues,	improve	transportation	infrastructure	and	protect	the	

environment	by	dust	reduction	which	in	turn	also	improves	water	quality.

Partners:	Missouri	Department	of	Economic	Development/CDBG,	Cape	Girardeau	County,	

Capitol	Sand	Company.
52

Cape Girardeau Industrial 

Park Improvements

Cape Girardeau, MO

Southeast Missouri Regional 

Planning and Economic 

Development Commission

DRA	Funding: $200,000

Other	Funding: $700,000	in	Community	Development	Block	Grant	funds,	$1,600,000	in	

City	of	Cape	Girardeau	cash,	$2,100,000	in	capital	investment	from	Pepsi	Mid	America.

The	Need	&	Challenge: The	City	of	Cape	Girardeau	acquired	additional	land	for	industrial	

development	with	interstate	access	but	needed	an	interested	party	to	leverage	

development	funds	in	the	industrial	park.	

Project	Description: The	project	constructed	a	road,	sewer	lines,	water	lines,	utilities	and	

stormwater	drainage	to	the	City	of	Cape	Girardeau’s	North	Industrial	Park.

Key	Outcomes: The	project	provided	infrastructure	improvements	that	assisted	Pepsi	Mid	

America	to	locate	a	new	distribution	facility	in	the	area	which	created	35	new	jobs.		The	

improvements	will	also	provide	the	necessary	infrastructure for	additional	companies	to	

locate	in	the	park	in	the	future.

Partners: Delta	Regional	Authority,	Missouri	Department	of	Economic	Development/CDBG	

Program,	City	of	Cape	Girardeau,	and	Pepsi	Mid	America
53

Phelps County Bridge 

Replacement

Boys & Girls Town of Missouri, 

St. James, MO

Meramec Regional Planning 

Commission

DRA	Funding: $77,632

Other	Funding:	$35,000	(Phelps	County	In-Kind)

The	Need	&	Challenge: The	only	entrance	to	Boys	and	Girls	Town	of	Missouri	(BGTM)	is	

off	of	Phelps	County	Road	3610 with	a	one-lane	bridge	that	had	become	functionally	and	

structurally	obsolete	for	the	traffic	generated	by	the	organization’s	225	staff	persons	in	

addition	to	staff	persons	traveling	from	other	regions,	parents,	service	providers,	school	

buses	and	delivery	vehicles.	Vehicles	were	forced	to	pull	over	onto	a	soft	shoulder	to	avoid	

on-coming	traffic,	and	bottlenecks	occurred	regularly	because	of	the	opposing	lanes	of	

traffic	taking	turns	to	allow	passage	across	the	bridge.		The	50+	year	old	bridge	had	

deteriorated	past	the	point	that	regular	maintenance	could	sustain	it.	Without	adequate	

access	to	the	campus,	BGTM	would	be	forced	to	relocate	to	other	campuses	around	the	

state,	and	this	would	have	been	a	severe	economic	loss	to	Phelps	County.

Project	Description: Phelps	County,	in	consultation	with	a	registered	engineer,	had	

determined	that	replacing	the	bridge	was	the	only	viable	option.	The	new	bridge	was	

constructed	to	adequately	handle	two	lanes	of	traffic	and	a	100-year	flood	event.

Key	Outcomes: The	new	bridge	helped	better	secure	the	future	of	BGTM	in	Phelps	County.	

BGTM	provides	225	quality	jobs	and	educates	and	prepares	an	at-risk	population	of	

approximately	130	youth	to	better	their	lives	which	reflects	on	the	community.

Partners: Phelps	County,	Missouri	Department	of	Transportation,	Boys	&	Girls	Town	of	

Missouri,	Delta	Regional	Authority
54

Washington County Airport 

Terminal

Potosi, MO

Meramec Regional Planning 

Commission

DRA	Funding:	$174,817

Other	Funding:	$42,267	(IDA	cash),	$35,000	(Washington	County	In-Kind),	$140,000	

(Private	investment	by	Purcell	Tire)

The	Need	&	Challenge: The	Washington	County	Airport	serves	over	20	local	employers,	

but	was	prevented	from	expanding	its	service	due	to	lack	of	modern	facilities.	The	airport	

manager’s	office	was	in	the	rear	of	one	of	the	hangars	and	had	no	visibility	for	

arriving/departing	planes.	There	was	no	covered	waiting	area	or	place	for	pilots	to	contact	

the	Federal	Aviation	Administration	(FAA),	check	weather	or	develop	flight	plans.	

Project	Description: The	project	was	to	improve	transportation	infrastructure	at	the	

Washington	County	Airport	with	the	addition	of	an	airport	terminal	and	paved	roadway	

connector	between	the	terminal	and	parking	area.	The	Washington	County	IDA	constructed	

a	1,500	sq.	ft.	terminal	to	serve	the	businesses	that	use	the	airport,	and	allow	for	expanded	

air	transportation.	The	terminal	includes	a	manager’s	office	with	visibility	of	the	runway,	a	

pilot’s	lounge	and	pilot’s	planning	to	address	their	needs,	a	waiting	room	with	restroom	

and	shower	facilities.	

Key	Outcomes: One	of	the	primary	airport	clients	is	Purcell	Tire	and	Rubber	Company.		

Demonstrating	its	support	for	the	airport	improvement	project,	the	company	committed	to	

creating	seven	new	jobs	and	added	$140,000	in	private	investment	during	the	project.	

Partners:	Washington	County/Potosi	IDA,	Washington	County,	Missouri	Department	of	

Transportation,	Delta	Regional	Authority
Appendix I (Regional Data – U.S. Census Bureau) 
Measuring Distress

A Tool for Economic Development

A fast simple way to calculate whether a county, region or neighborhood may meet grant thresholds for unemployment and income. Just select 

county or tract and the tool will create regions or neighborhoods based on your choices.

County-Based Tool

Switch to the tract-based tool

You are in NAVIGATE Mode (Move Map, Zoom)

Click to switch to SELECT Mode

1. Select geography using the map and/or the dropdowns

Show dropdowns for: Counties Districts & Metros States

State: MO  County: Wright  Add County





Butler Co., Missouri

Bollinger Co., Missouri

Cape Girardeau Co., Missouri

Carter Co., Missouri

Crawford Co., Missouri

Dent Co., Missouri

Douglas Co., Missouri

Remove Selected Clear All

You may select

up to 255 counties

2. Year & Month 2016  February 

Distress

Report 

Social & Economic

Context 

Distress Criteria Statistical Report

Economic Distress Criteria—Primary Elements

Reference 

Date:

12 / 2015 (All data elements refer to this date or earlier.)

Region 

Consists of:

Bollinger Co. MO, Butler Co. MO, Cape Girardeau Co. MO, Carter Co. MO, Crawford Co. MO, Dent Co. MO, Douglas Co. MO, Dunklin Co. MO, Howell Co. MO, Iron 

Co. MO, Madison Co. MO, Mississippi Co. MO, New Madrid Co. MO, Oregon Co. MO, Ozark Co. MO, Pemiscot Co. MO, Perry Co. MO, Phelps Co. MO, Reynolds Co.

MO, Ripley Co. MO, Ste. Genevieve Co. MO, St. Francois Co. MO, Scott Co. MO, Shannon Co. MO, Stoddard Co. MO, Texas Co. MO, Washington Co. MO, Wayne 

Co. MO, Wright Co. MO

Report Date: 2/6/2016 6:39:23 PM

Region U.S.

Threshold

Calculations

24-month Average

Unemployment Rate (BLS)

period ending December 2015

6.68 5.72 0.96

2013 Per Capita

Money Income (3-year ACS) N/A $27,884 N/A

2014 Per Capita

Money Income (5-year ACS) $19,808 $28,555 69.37%

2014 Per Capita

Personal Income (BEA) $32,227 $46,049 69.98%

2000 Per Capita $14,899 $21,587 69.02%

Your Portal to U.S. Data 

Supported by the U.S. Economic Development Administration

Distress Tool LAUS Bulk Download About Help Calendar

County-Based Distress Tool: StatsAmerica Page 1 of 2

http://www.statsamerica.org/distress/distress.aspx 2/6/2016
StatsAmerica is a service of the Indiana Business Research Center at Indiana University's Kelley School of Business. This 

initiative is funded in part by the U.S. Commerce Department's Economic Development Administration.

Economic Distress Criteria—Geographic Components

Sources: U.S. Bureaus of Census, Labor Statistics, and Economic Analysis; Calculations generated by StatsAmerica.

Money Income (Decennial Census)

24 Month 

Unemp

Threshold

Calculation

ACS 3-Year 

PCMI

Threshold

Calculation

BEA 

PCPI

Threshold

Calculation

Census 

PCMI

(2000)

Threshold

Calculation

ACS 5-Year 

PCMI

Threshold

Calculation

Bollinger County, MO 6.33 0.61 N/A N/A $29,957 65.1 $13,641 63.2 $20,186 70.7

Butler County, MO 6.65 0.93 $19,006 68.2 $34,376 74.7 $15,721 72.8 $19,186 67.2

Cape Girardeau 

County, MO 5.03 -0.69 $23,115 82.9 $39,547 85.9 $18,593 86.1 $23,684 82.9

Carter County, MO 8.27 2.55 N/A N/A $28,068 61 $13,349 61.8 $19,318 67.7

Crawford County, MO 7.02 1.3 $18,906 67.8 $34,536 75 $14,825 68.7 $19,099 66.9

Dent County, MO 6.40 0.68 N/A N/A $30,511 66.3 $14,463 67 $19,589 68.6

Douglas County, MO 7.35 1.63 N/A N/A $27,316 59.3 $13,785 63.9 $16,780 58.8

Dunklin County, MO 8.52 2.8 $18,289 65.6 $31,895 69.3 $13,561 62.8 $18,158 63.6

Howell County, MO 6.86 1.14 $17,194 61.7 $31,029 67.4 $13,959 64.7 $18,771 65.7

Iron County, MO 8.72 3 N/A N/A $30,159 65.5 $14,227 65.9 $19,984 70

Madison County, MO 6.38 0.66 N/A N/A $31,820 69.1 $13,215 61.2 $17,459 61.1

Mississippi County, MO 6.75 1.03 N/A N/A $30,952 67.2 $13,038 60.4 $15,032 52.6

New Madrid County, 

MO 6.91 1.19 N/A N/A $32,364 70.3 $14,204 65.8 $20,896 73.2

Oregon County, MO 6.98 1.26 N/A N/A $26,367 57.3 $12,812 59.4 $16,877 59.1

Ozark County, MO 8.52 2.8 N/A N/A $25,864 56.2 $14,133 65.5 $17,324 60.7

Pemiscot County, MO 9.19 3.47 N/A N/A $33,177 72 $12,968 60.1 $17,387 60.9

Perry County, MO 4.87 -0.85 N/A N/A $35,183 76.4 $16,554 76.7 $23,539 82.4

Phelps County, MO 5.80 0.08 $20,964 75.2 $32,258 70.1 $16,084 74.5 $20,900 73.2

Reynolds County, MO 7.82 2.1 N/A N/A $27,068 58.8 $13,065 60.5 $18,791 65.8

Ripley County, MO 8.02 2.3 N/A N/A $29,102 63.2 $12,889 59.7 $16,843 59

Ste. Genevieve 

County, MO 6.06 0.34 N/A N/A $36,148 78.5 $17,283 80.1 $23,780 83.3

St. Francois County, 

MO 7.01 1.29 $17,789 63.8 $29,814 64.7 $15,273 70.8 $19,044 66.7

Scott County, MO 6.06 0.34 $20,067 72 $38,446 83.5 $15,620 72.4 $20,637 72.3

Shannon County, MO 8.92 3.2 N/A N/A $23,890 51.9 $11,492 53.2 $18,931 66.3

Stoddard County, MO 7.24 1.52 $22,514 80.7 $34,427 74.8 $14,656 67.9 $23,923 83.8

Texas County, MO 7.38 1.66 $18,607 66.7 $26,230 57 $13,799 63.9 $18,178 63.7

Washington County, 

MO 7.78 2.06 $17,292 62 $26,315 57.1 $12,934 59.9 $17,565 61.5

Wayne County, MO 6.74 1.02 N/A N/A $26,737 58.1 $13,434 62.2 $18,707 65.5

Wright County, MO 6.80 1.08 N/A N/A $25,729 55.9 $13,135 60.8 $16,026 56.1

County-Based Distress Tool: StatsAmerica Page 2 of 2

http://www.statsamerica.org/distress/distress.aspx 2/6/2016
Measuring Distress

A Tool for Economic Development

A fast simple way to calculate whether a county, region or neighborhood may meet grant thresholds for unemployment and income. Just select 

county or tract and the tool will create regions or neighborhoods based on your choices.

County-Based Tool

Switch to the tract-based tool

You are in NAVIGATE Mode (Move Map, Zoom)

Click to switch to SELECT Mode

1. Select geography using the map and/or the dropdowns

Show dropdowns for: Counties Districts & Metros States

State: MO  County: Wright  Add County

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Butler Co., Missouri

Bollinger Co., Missouri

Cape Girardeau Co., Missouri

Carter Co., Missouri

Crawford Co., Missouri

Dent Co., Missouri

Douglas Co., Missouri

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up to 255 counties

2. Year & Month 2016  February 

Distress

Report 

Social & Economic

Context 

Social & Economic Context – Annual Metrics Word Excel

Includes: Wright County, MO; Wayne County, MO; Washington County, MO; Texas County, MO; Stoddard County, MO; Shannon County, MO; Scott County, MO; St. 

Francois County, MO; Ste. Genevieve County, MO; Ripley County, MO; Reynolds County, MO; Phelps County, MO; Perry County, MO; Pemiscot County, MO; Ozark 

County, MO; Oregon County, MO; New Madrid County, MO; Mississippi County, MO; Madison County, MO; Iron County, MO; Howell County, MO; Dunklin County, MO; 

Douglas County, MO; Dent County, MO; Crawford County, MO; Carter County, MO; Cape Girardeau County, MO; Butler County, MO; Bollinger County, MO

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

*Median Age is averaged for combined areas

Population by Age, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Total 687,994 100% 314,107,084 100%

 Preschool (0 to 4) 42,052 6.1% 19,973,711 6.4%

 School Age (5 to 17) 115,799 16.8% 53,803,947 17.1%

 College Age (18 to 24) 65,711 9.6% 31,273,297 10.0%

 Young Adult (25 to 44) 160,812 23.4% 83,033,222 26.4%

 Adult (45 to 64) 187,914 27.3% 82,844,946 26.4%

 Older Adult (65 plus) 115,706 16.8% 43,177,961 13.7%

Median Age* 41.6 37.4

Population by Race and Hispanic Origin, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Your Portal to U.S. Data 

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County-Based Distress Tool: StatsAmerica Page 1 of 3

http://www.statsamerica.org/distress/distress.aspx 2/6/2016
Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Total 687,994 100% 314,107,084 100%

 American Ind. or Alaskan Native Alone 3,238 0.5% 2,565,520 0.8%

 Asian Alone 3,886 0.6% 15,710,659 5.0%

 Black Alone 33,614 4.9% 39,564,785 12.6%

 Native Hawaiian and Other Pac. Isl. Alone 424 0.1% 535,761 0.2%

 White Alone 632,621 92.0% 231,849,713 73.8%

 Two or More Race Groups 11,897 1.7% 9,125,751 2.9%

Hispanic or Latino

 Total Hispanic or Latino 12,591 1.8% 53,070,096 16.9%

 Mexican 9,356 1.4% 34,053,950 10.8%

 Cuban 331 0.0% 1,969,524 0.6%

 Puerto Rican 759 0.1% 5,032,734 1.6%

 Other 2,145 0.3% 12,013,888 3.8%

Educational Attainment, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Total Population 25 and Older 464,432 100.0% 209,056,129 100.0%

 Less Than 9th Grade 32,979 7.1% 12,193,679 5.8%

 9th to 12th, No Diploma 57,847 12.5% 16,394,069 7.8%

 High School Graduate (incl. equiv.) 178,137 38.4% 58,440,600 28.0%

 Some College, No Degree 96,996 20.9% 44,241,558 21.2%

 Associate Degree 28,076 6.0% 16,580,076 7.9%

 Bachelor's Degree 43,744 9.4% 38,184,668 18.3%

 Graduate or Professional Degree 26,653 5.7% 23,021,479 11.0%

Households, 2014

Custom Region Pct. of Total U.S. Households Pct. of Total

Total Households 266,124 100.0% 116,211,092 100.0%

 Family Households 178,381 67.0% 76,958,064 66.2%

 Married with Children 47,056 17.7% 22,823,632 19.6%

 Married without Children 88,517 33.3% 33,447,230 28.8%

 Single Parents 24,765 9.3% 11,094,279 9.5%

 Other 18,043 6.8% 9,592,923 8.3%

 Non-family Households 87,743 33.0% 39,253,028 33.8%

 Living Alone 74,253 27.9% 32,036,772 27.6%

Average Household Size 2.5 2.6

Average Family Household Size 3.1 3.3

Housing units, 2014

Custom Region Pct. of Total U.S. Units Pct. of Total

Total Housing Units 314,757 100.0% 132,741,033 100.0%

 Owner Occupied 184,481 58.6% 74,787,460 56.3%

 Renter Occupied 81,643 25.9% 41,423,632 31.2%

 Vacant For Seasonal or Recreational Use 15,373 4.9% 5,267,667 4.0%

 1-Unit (Attached or Detached) 197,553 62.8% 80,136,448 60.4%

 2 - 9 Units 24,033 7.6% 14,519,606 10.9%

 10 - 19 Units 2,899 0.9% 4,991,947 3.8%

 20 or more Units 3,763 1.2% 9,676,235 7.3%

 Built prior to 1940 31,499 10.0% 17,665,365 13.3%

County-Based Distress Tool: StatsAmerica Page 2 of 3

http://www.statsamerica.org/distress/distress.aspx 2/6/2016
StatsAmerica is a service of the Indiana Business Research Center at Indiana University's Kelley School of Business. This 

initiative is funded in part by the U.S. Commerce Department's Economic Development Administration.

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

Poverty, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Total Population (for whom poverty status determined) 687,994 100% 314,107,084 100%

 In Poverty 137,111 19.9% 47,755,606 15.2%

 Age 65 and Over In Poverty 14,366 2.1% 3,926,219 1.2%

Family Households

Total Family Households 178,381 100% 76,958,064 100%

 In Poverty 17,619 9.9% 5,249,172 6.8%

 In Poverty With Female Head 13,285 7.4% 4,675,469 6.1%

 In Poverty With Kids 11,410 6.4% 4,022,805 5.2%

Commuting to Work, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Workers 16 years and over 276,540 100.0% 143,435,233 100.0%

 Car, truck, or van -- drove alone 222,310 80.4% 107,990,698 75.3%

 Car, truck, or van -- carpooled 31,335 11.3% 13,554,363 9.4%

 Public transportation (including taxicab) 796 0.3% 7,157,671 5.0%

 Walked 5,030 1.8% 3,932,118 2.7%

 Other means 3,385 1.2% 2,530,707 1.8%

 Worked at home 7,823 2.8% 6,171,591 4.3%

 Mean travel time to work (minutes) 682 26

Resident Occupations, 2014

Custom Region Pct. of Total U.S. Pct. of Total

Employed civilian pop. 16 years and over 304,322 100.0% 157,940,014 100.0%

 Management, professional, and related 74,980 24.6% 52,234,574 33.1%

 Service 54,696 18.0% 26,053,338 16.5%

 Sales and office 62,939 20.7% 34,935,133 22.1%

 Farming, fishing, and forestry 4,348 1.4% 1,050,726 0.7%

 Construction, extraction, and maintenance 28,688 9.4% 11,825,208 7.5%

 Production, transportation, and material moving 50,889 16.7% 17,336,254 11.0%

County-Based Distress Tool: StatsAmerica Page 3 of 3

http://www.statsamerica.org/distress/distress.aspx 2/6/2016
Appendix II (Missouri Kids Count County Profiles) 





























Appendix III (Missouri Port Map) 

Appendix IV (Highway and Bridge Projects, 2016-2020 

County location of project. Route location of project. Project number used to track project Total Length in 1/100 miles. Primary Funding Category.* Secondary Funding Category. Transportation Improvement Plan Metropolitan Planning Organization (Y/N). Date project is to be awarded to begin construction (Season and calendar year for 2015 & 2016. SFY only beyond 2016). Project description and location. Estimated cost range beyond 2020. Federal, Advanced CN-State, State and Local share of project costs. Anticipated Federal Funding Category** Total project cost estimate. Dollars programmed in previous STIPs. Dollars funded from other sources. Dollars for construction, utilities and contingency. Dollars for right-of-way (land acquisition). Dollars to be paid back for accelerating the project or payments to others. Dollars for engineering that include preliminary engineering, construction engineering and right-of-way incidentals. Federal Oversight Projects with full oversight by the Federal Highway Administration.























County location of project. Route location of project. Project number used to track project Total Length in 1/100 miles. Primary Funding Category.* Secondary Funding Category. Transportation Improvement Plan Metropolitan Planning Organization (Y/N). Date project is to be awarded to begin construction (Season and calendar year for 2015 & 2016. SFY only beyond 2016). Project description and location. Estimated cost range beyond 2020. Federal, Advanced CN-State, State and Local share of project costs. Anticipated Federal Funding Category** Total project cost estimate. Dollars programmed in previous STIPs. Dollars funded from other sources. Dollars for construction, utilities and contingency. Dollars for right-of-way (land acquisition). Dollars to be paid back for accelerating the project or payments to others. Dollars for engineering that include preliminary engineering, construction engineering and right-of-way incidentals. Federal Oversight Projects with full oversight by the Federal Highway Administration.