2014 – 2018 Comprehensive Economic Development Strategy
Gulf oast Economic Development District
Made possible in part by a grant from the U.S Economic Development Administration
Gulf Coast Economic Development District
P.O. Box 22777, Houston, TX 77227-2777
3555 Timmons Lane, Suite 120, Houston, TX 77027
www.gcedd.org
GCEDD - Table of Contents
Introduction _________________________________________________ 1
CEDS Approach _____________________________________________ 2
CEDS Contents______________________________________________ 3
Regional Overview ____________________________________________ 4
Demographics_______________________________________________ 5
Industry and Occupation Cluster Analysis _________________________ 9
Regional Resources __________________________________________ 14
Economic Development Planning ______________________________ 15
Regional Needs ______________________________________________ 16
SWOT Analysis ____________________________________________ 18
Vision, Mission, Goals, and Strategies ___________________________ 19
Action Plan _________________________________________________ 24
Evaluation Plan _____________________________________________ 25
GCEDD - Comprehensive Economic Development Strategy
Introduction
The Comprehensive Economic Development Strategy (CEDS) analyzes the regional economy, establishes
regional economic goals and strategies, and outlines a plan of action. The CEDS primary focus is to
provide a regional economic development framework, but it also provides a vehicle through which federal
agencies – namely the Economic Development Administration (EDA) – evaluate requests for grant
assistance. Updated every three to five years, the CEDS utilizes an iterative planning process that assures
the document will continue to evolve and adapt to the region’s needs. Throughout the document, websites
are identified to provide expanded information or source documentation of the information presented.
Gulf Coast Economic Development District
The Gulf Coast Economic Development District (GCEDD or the “District”) is the federally designated
economic development planning body for the 13-county Gulf Coast Planning Region. The District’s
primary functions are to (1) coordinate the economic development activities of the planning region, (2)
provide technical assistance to economic development organizations of the region, and (3) maintain the
region’s eligibility to apply for economic development grants and assistance from the EDA.
The GCEDD was incorporated in the State of Texas as a non-profit corporation on June 10, 1988.
Organizational work to establish the District was done by H-GAC staff with partial funding through a
grant from the EDA. The EDA officially designated the GCEDD as an Economic Development District
(EDD) in January 1991, and the District became an IRS 501(c) (3) in 1995.
The Houston-Galveston Area Council provides administrative and operational staff support for the
District. Their work is directed by the District's Board of Directors, which is composed of 28
representatives from local governments, businesses, economic development organizations, and minority
interests. The Board of Directors meets quarterly and the Board's five-person Executive Committee meets
monthly.
Houston-Galveston Area Council
The Houston-Galveston Area Council (H-GAC) is a
voluntary association of local governments and local
elected officials in the 13-county Upper Gulf Coast region
of Texas. H-GAC was organized in 1966 by local elected
officials after the passage of state enabling legislation.
Currently, H-GAC has 149 member counties, cities, and
school districts.
The economic development programs of H-GAC are
administered by its Community and Environmental
Planning Department. H-GAC’s economic development
staff coordinate their activities with numerous federal and
state agencies, including the EDA, US Department of
Agriculture, Small Business Administration, the Texas
Department of Commerce, the Texas Department of
Figure 1 – 13 County H-GAC Region
Source: H-GAC
1
GCEDD - Comprehensive Economic Development Strategy
Housing and Community Affairs, and the US Department of Housing and Urban Development. H-GAC
staff also provides technical assistance on various community and economic development issues,
including planning, data collection, alternative financing, and grant programs.
H-GAC also conducts a regional clearinghouse review of major federal and state grant-funded projects
under the Texas Review and Comment System. This review is to ensure that projects are consistent with
regional plans and policies, are not duplicative of existing programs, and are cost effective.
In order to provide a vehicle for long-term economic development planning at the regional level, H-GAC
established the Gulf Coast Economic Development District.
Our Great Region 2040
In 2010, H-GAC and a consortium of community partners received a $3.75 million Sustainable
Communities Regional Planning Grant to develop a regional plan for sustainable development (Our Great
Region 2040) for the 13-County region. The planning process is being led by a 24 member Coordinating
Committee – consisting of member governments, non-profit organizations, academic institutions, and
other partners. The GCEDD was a founding member of the committee and continues to play an active
role in plan development.
Our Great Region 2040 offers goals and strategies in the areas of economic development, housing, health,
environment, resiliency, and transportation. The plan utilized an extensive public and stakeholder-driven
process that engaged the general public, committees comprised of local and community and business
leaders, and local government officials to develop goals, strategies, and metrics. GCEDD staff
participated in public meetings and focus groups across the 13-County region to assess regional economic
needs and resources. The GCEDD Board, CEDS Committee, and staff aligned CEDS goals and strategies
with the Our Great Region 2040 plan to take advantage of the extensive outreach, coordination, and
research. For more information about the Our Great Region 2040 plan, visit www.ourregion.org.
CEDS Approach
The CEDS utilizes a collaborative and data driven approach in identifying regional needs and resources,
outlining regional economic development goals, and establishing guidelines for applying for EDA grant
opportunities. The GCEDD began developing this CEDS in early 2012 by establishing a CEDS
Committee representing public and private interests within the region.
Over the course of one year, the CEDS Committee convened five times to provide feedback on data, draft
goals and strategies, draft action plan activities, and presentation of the material. The committee was
essential in identifying regional needs and resources, as well as identifying how the District can approach
CEDS objectives. Both the feedback from the CEDS Committee and the responsiveness of the GCEDD
allows the CEDS to be a tailored document that addresses the unique challenges of the HoustonGalveston region.
The CEDS Committee is composed of major economic interests within the Region, representing for-profit
companies, non-profit organizations, institutions of higher learning, and local governments. Each
participant was chosen to represent their professional knowledge base as well as contribute a more
comprehensive perspective to the components of economic development. The CEDS Committee members
provide leadership, facilitate communication with the larger GCEDD Board, and engage other agencies
and groups as needed.
2
GCEDD - Comprehensive Economic Development Strategy
GCEDD staff worked with the CEDS Committee
to analyze economic data and develop goals and
strategies based on extensive outreach efforts
throughout the region. GCEDD and H-GAC staff
participated in 17 focus groups in the region where
elected officials, local government representatives,
and private interests provided input on the
economic strengths, needs, and opportunities
facing the Houston-Galveston region. This input
was used by the District and CEDS committee to
prioritize and refine goals and strategies. For
additional information on the focus groups and
regional survey results, consult the Our Great
Region 2040 Community Engagement Report
located at Our Great Region 2040 Supporting
Documents.
After the goals and strategies were adopted by the
District, GCEDD and H-GAC staff used a series of
open house meetings to collect public feedback
and finalize CEDS objectives.
The GCEDD and CEDS Committee capitalized integrated the outreach efforts of H-GAC’s Our Great
Region 2040 Plan to reach a broader range of public and private interests in order to foster goals and
strategies that are more holistic in nature – taking into account the complexity of economic development
initiatives.
CEDS Contents
In accordance with EDA requirements, the CEDS provides a framework for regional economic
development planning and the evaluation of EDA grant applications. This document also supplies
socioeconomic data and economic development information for the region. The CEDS is organized in the
following sections:
Regional Overview
This section includes an analysis of the current demographic and socioeconomic conditions,
trends, and issues that will affect the regional economy. The section also includes a Strengths,
Weaknesses, Opportunities, and Threats (SWOT) analysis.
Regional Resources
This section includes an examination of existing regional financial and economic resources, as
well as a list of major projects.
Regional Needs
This section identifies regional needs and includes a SWOT Analysis – Strengths, Weaknesses,
Opportunities and Threats.
3
GCEDD - Comprehensive Economic Development Strategy
Vision, Mission, Goals, and Strategies
This section introduces the Vision, Mission, Goals, and Strategies that outline the region’s broad
economic development objectives.
Action Plan
This section identifies specific actions and programs that address the goals and strategies.
Evaluation Plan
This section describes the process the District will use to evaluate its action plan and its goals. It
includes performance measures to be used as a gauge for evaluating progress and reporting results
to the EDA.
Regional Overview
The GCEDD region boasts a robust economy, diverse population, and natural and man-made assets across
distinctive rural, suburban, urban, and coastal communities. The region covers 13 counties, 134 cities, and
12,500 square miles in the Upper Gulf Coast Region of Texas. With a population over 6 million people,
the region is home to the fourth largest city and the third largest county in the U.S. Texas as a whole – and
the Houston-Galveston region in particular – has experienced a significant amount of population growth
over the last decade. This growth is projected to continue, and the region’s population is expected to
exceed 8 million by 2040, while adding an additional 2 million jobs.
The region contains several distinct ecosystems from the barrier islands of the Gulf of Mexico and the
wetlands of Galveston and Matagorda Bay, to riparian areas along the Trinity, Brazos and Colorado
Rivers, coastal prairies, cypress swamps, and piney woods. The region is home to the world’s largest
medical center, second busiest port in the country, and NASA. As a result, the region has outstanding
opportunities in energy, aerospace, and biotechnological research and development. It also has a vibrant
small business community, transforming agri-business industry, and strong residential commercial and
industrial construction industry.
Economically Distressed Areas
In order to receive EDA assistance, applicants (and the proposed project) must meet at least one of the
following economic distress criteria described in EDA Federal Regulations:
•
The project area has an unemployment rate that is, for the most recent 24-month period for which
the data are available, at least one percentage point greater than the national average
unemployment rate;
•
The project area has per capita income that is for the most recent period for which data are
available 80% or less than the national per capita income; or
•
The project area is determined to be a Special Need by the EDA.
4
GCEDD - Comprehensive Economic Development Strategy
As of October 2013, 4 out of 13
counties qualify as an economically
distressed area based on per capita
income or unemployment measures.
Figure 2 shows the following
distressed counties – Liberty,
Walker, and Wharton Counties had
a per capita income that was 80
percent or lower than the national
per capita income average and
Matagorda County had a 24 month
unemployment rate that is two
percentage points greater than the
national average unemployment
rate.
Demographic and Socioeconomic
Overview
The Houston-Galveston region is
one of the most racially and
ethnically diverse and economically
vibrant areas in the country spread
across distinct rural, suburban, and
urban typologies. A recent analysis
Figure 2 - Economically Distressed Counties
of the racial and ethnic makeup of
Source: H-GAC; www.statsamerica.org; EDA
major U.S. cities showed Houston
meeting or exceeding the racial and ethnic diversity of other major cities including New York and Los
Angeles. The relatively low cost of living and strong economy are major factors in significant
demographic changes, the increased demand for a variety of housing options, and the demand for
increased access to amenities and services for all residents – regardless of race, religion, national origin,
age, or socioeconomic status. The region’s population is growing and changing at an accelerated pace,
and within that growth are diversifying needs for new and existing residents with respect to employment,
education, housing, and transportation options.
Population
An overview of the regional population includes historic and present data and a discussion of forecasted
growth. Economic growth has significantly impacted and shaped the region’s population and settlement
patterns. Between 1970 and 1990, the region’s population grew between 1.5 – 4.0 percent per decade.
However, between 1990 and 2000 the region saw significant growth of 25 percent, to a regional total of
4,854,454 people. This trajectory continued into 2010, with the region’s population growing to 6,087,133
– an increase of 25 percent. Between 2000 and 2010, the growth of the region was four percentage points
higher than the state as a whole. Harris County, the largest county in the region, contains the City of
Houston and had a population of 4.1 million in 2010 – an increase of 20 percent over the 2000 population.
5
GCEDD - Comprehensive Economic Development Strategy
Percent Growth by Race/Ethnicity
Total
Population
2000
Total
Population
2010
Percent
Growth
20,851,820
25,145,561
21%
4%
City of Houston
1,953,631
2,099,451
7%
Region 6 Total
4,854,454
6,087,133
25%
State of Texas
Region 6 Counties:
Austin
NonHispanic
White
African
American
Hispanic
Other
Minority*
Median
Income
2010
22%
$51,563
24%
42%
-11%
1%
26%
9%
$44,648
3%
28%
54%
39%
$55,842
23,590
28,417
20%
10%
6%
75%
56%
$51,340
Brazoria
Chambers
241,767
26,031
313,166
35,096
30%
35%
5%
23%
84%
13%
57%
136%
61%
114%
$68,008
$75,200
Colorado
Fort Bend
20,390
354,452
20,874
585,375
2%
65%
-5%
29%
-9%
79%
35%
86%
-3%
99%
$43,273
$84,211
Galveston
Harris
250,158
3,400,578
291,309
4,092,459
16%
20%
9%
-6%
4%
23%
45%
49%
35%
29%
$61,555
$53,160
70,154
37,957
75,643
36,702
8%
-3%
0%
-13%
-9%
-13%
78%
18%
56%
-14%
$48,408
$43,146
293,768
61,758
455,746
67,861
55%
10%
36%
7%
89%
3%
155%
31%
130%
64%
$66,422
$38,654
32,663
41,188
43,205
41,280
32%
0%
18%
-10%
12%
-6%
98%
20%
71%
-14%
$51,576
$40,988
Liberty
Matagorda
Montgomery
Walker
Waller
Wharton
Figure 3 - GCEDD Region Population Breakdown
Source: US Census Bureau
Fort Bend County had the highest percentage growth (65 percent) of the region, followed by Montgomery
(55 percent). Both counties experienced significant growth in racial and ethnic diversity also. Figure 3
displays the population of all counties in the region. Raw number growth tends to center around the
Houston metropolitan area with suburban locations increasing the most, but some of the counties in the
rural periphery also experienced significant percentage growth. Median household income varies across
the counties, with higher incomes correlating with suburban areas.
The GCEDD regional
forecast shows steady
population growth through
2040, increasing by over 3
million people. H-GAC’s
2040 Regional Forecast
model predicts that each
year the population will
grow by 120,000 to 130,000.
The consistent growth can
be attributed – in large part
– to substantial net
migration. The Regional
Forecast projects racial and
6
GCEDD - Comprehensive Economic Development Strategy
ethnic make-up, with all groups gaining population in absolute terms. By 2040, the share of the Hispanic
population is expected to be over 40 percent. The forecasting model also examines household dynamics,
with net growth in households projected to be around 55,000 per year. Currently, 40 percent of all
households in the Houston-Galveston region are family households with children. Nearly two-thirds of
these households are married-couple families with children, and the remainder is single parents. Harris
County has the highest proportion of single parents in the region (13 percent of all households).
Age
The Houston-Galveston region has a slightly lower proportion of seniors than the State of Texas as a
whole. Fourteen percent of the non-Hispanic white population is age 65 and over and 5 percent is under
the age of five. Among Hispanic or Latino residents in the region, 4 percent are 65 or older and 11 percent
are under five. There is a large and growing racial generation gap between the region’s non-Hispanic
white elderly population and rapidly increasing minority youth population. The region’s racial generation
gap has nearly doubled since 1980, with the median age of the Latino population at 26 and the nonHispanic white population at 40. Based on median ages the City of Houston is younger than Texas as a
whole; however, the proportion of the population that is seniors is higher in Houston for both nonHispanic whites and African Americans than in the state or region as whole. Colorado County has the
oldest population in the region with 19 percent of residents over the age of 65 and a median age of 44.
Across all counties, the generational gap is considerable, with the non-Hispanic white population having a
higher proportion of seniors than the Hispanic or Latino population.
Poverty
The poverty rate in the GCEDD region (15 percent) is slightly lower than in Texas as a whole (17
percent). 24 percent of children under five and 11 percent of seniors in the Houston-Galveston region are
living in poverty. In the region as a whole, the poverty rate is 22 percent both for African American and
Hispanic or Latino residents and only 7 percent for non-Hispanic whites. In the Houston-Galveston
region, there are 67 Census tracts (6 percent of all Census tracts) with poverty rates exceeding 40 percent.
These high poverty Census tracts are mostly located in Houston or within close proximity to the city. The
typical lower-income household lives in a Census tract in which 41 percent of households are lowerincome, 42 percent are middle-income and 17 percent are upper-income.
Education
H-GAC’s Existing Conditions Report provides a brief examination of education data in the region. The
region’s population has a college completion rate of 28 percent which is behind peer regions such as
Dallas and Atlanta, but right in line with the national average. According to the Texas Education Agency,
over the past five years high school graduation rates have improved across the region; however, only 80
percent of residents have a high school diploma – five percent below the national average. With respect to
preschool, around 22 percent of the region’s children are enrolled compared to the 24 percent national
average and upwards of 25 – 30 percent in peer regions.
7
GCEDD - Comprehensive Economic Development Strategy
Workforce
The GCEDD region has an economy built on a diversity of businesses and industries – including globally
recognized petrochemical, medical, and agricultural sectors. The region’s major economic drivers include
one of the nation’s busiest ports, proximity to natural gas and oil assets, and over 4.6 million acres of
agricultural production 1. Also, the region has a strong entrepreneurial culture, “ranking first in the nation
in the share of earning coming from self-employment.” 2 For all its strengths, the region still needs to
address a higher-than-average unemployment rate, deficit in the skill and training of the existing
workforce, and a growing gap between high-skill/high-wage and low-skill/low-wage employment
opportunities.
From 2000-2006, low regional unemployment consistently followed national trends. In 2007, national
unemployment began to rise at a faster pace than the region and Texas as a whole; however, the global
economic crisis did not leave the GCEDD region untouched. Houston and Harris County trailed the
nation entering the recession because high energy prices protected the region through much of 2007 and
2008. Plunging energy prices in the final two quarters of 2008 and into 2009 slowed that growth
considerably.
Figure 5 – Unemployment Rates in GCEDD Region
GCEDD
Austin
Brazoria
Chambers
Colorado
Fort Bend
Galveston
Harris
Liberty
Matagorda
Montgomery
Walker
Waller
Wharton
2005
2006
2007
2008
2009
2010
2011
2012
6.0%
4.7%
6.4%
7.1%
4.9%
5.6%
6.2%
6.0%
7.7%
9.2%
5.3%
5.9%
6.1%
5.6%
5.7%
4.6%
5.4%
5.5%
4.4%
5.2%
5.4%
5.9%
6.1%
7.7%
4.7%
5.3%
5.7%
5.0%
4.7%
4.1%
4.8%
5.2%
4.1%
4.4%
5.0%
4.8%
5.8%
6.7%
4.2%
5.0%
4.9%
4.7%
4.6%
4.0%
5.0%
5.5%
3.8%
4.3%
5.0%
4.6%
5.8%
6.7%
4.1%
5.1%
5.0%
4.4%
6.4%
5.7%
7.4%
7.6%
5.5%
5.9%
8.1%
6.3%
8.6%
9.0%
5.7%
6.3%
6.6%
5.8%
8.8%
8.3%
9.4%
9.9%
7.6%
8.2%
9.4%
8.9%
11.6%
11.8%
8.0%
7.6%
8.8%
8.6%
8.7%
8.8%
9.4%
9.8%
7.5%
7.8%
9.6%
8.8%
12.0%
12.3%
7.6%
7.7%
8.8%
8.6%
7.6%
6.7%
8.5%
8.6%
6.4%
6.7%
8.8%
7.6%
10.1%
11.4%
6.6%
7.4%
7.4%
7.9%
Source: Texas Workforce Commission
Figure 5 – Unemployment Rates in the GCEDD Region, shows the spike in unemployment rate between
2009 and 2012, with Liberty and Matagorda Counties exceeding 10 percent unemployment in all of those
years. According to the Texas Workforce Commission (TWC), all employment sectors experienced dips
in employment over this time period, but mining and logging employment dipped later and recovered
faster than most. In the Houston metro region, these jobs are almost entirely related to oil and gas
exploration and production. Between 2010 and 2013, the mining and logging sector added 30,000 jobs,
1
2
USDA. Census of Agriculture, Texas State and County Reports. 2007.
Dept. of Commerce Bureau of Economic Analysis. Regional Data. 2012. H-GAC Existing Conditions Report.
8
GCEDD - Comprehensive Economic Development Strategy
the education and healthcare sector added 46,000 jobs, and the manufacturing sector added 39,600 jobs.
For more detailed information regarding specific sector employment changes, visit the H-GAC
Socioeconomic Data page. As of 2013, the unemployment rates for each county have decreased and the
region as a whole has an unemployment rate of 6.7 percent; however, this rate is still two percentage
points higher than pre-recession rates – 4.2 percent.
In 2011, the Gulf Coast Workforce Board (Workforce Solutions) produced a workforce report that
compared the 13-County region to six competitor regions across the country. The Report Card evaluates
the areas in six key dimensions: (1) Industries and Employers, (2) Labor Force and Knowledge Jobs, (3)
Market Alignment, (4) Education, (5) Income, Wealth and Poverty, and (6) Places to Live and Work. In
comparison to other regions, the Report Card found that the Gulf Coast region had the following:
Positives
•
•
•
•
The highest five-year growth in business
establishments
High rates of industrial diversity
The highest rates of housing affordability
Strong balance of people entering and exiting
the workforce
Negatives
•
•
•
•
The lowest percent of people with a high school
diploma or equivalent (80%)
The lowest expenditure per student
The highest rate of individuals in poverty and
working (37%)
The longest commute times
The region’s business diversity and strong connections to the oil and gas industry allowed it weather the
economic downturn in better shape than most. However, the region’s population is growing faster than
the economy – meaning that it is unable to adequately absorb the influx of residents. Also, the Report
Card found that the average occupation requires more
"Jobs were cut in greater numbers in
education than the average resident has earned, resulting in
the recruitment of out-of-region talent. While managerial
lower skill occupations and support jobs
positions acutally increased during the recession, lower-skill
that more often pay lower wages, while
positions were released at a significant rate. Moving
higher paying, higher skilled managerial,
forward, workforce and economic development strategies
professional and related jobs actually
must focus on investing in training and education programs
increased." (Workforce Report Card)
that allow the region to retain and attract businesses that
offer high-skill, high-wage opportunities, as well as increase
the number of service sector opportunities. For more detailed information regarding workforce issues,
visit the Gulf Coast Workforce Solutions at www.wrksolutions.com and access the Gulf Coast Workforce
Report Card here. In order to address the connections between early education, young adult development,
and employment, Workforce Solutions also offers the following programs:
•
•
•
•
The Career Cube is an interactive, web-based tool for educators, parents, students and the
general workforce that highlights four key industries.
Focus On profiles provide career information for each of the Gulf Coast Workforce Board’s key
industries and high-skill/high-growth occupations.
When I Grow Up is a series of career education curricula for teachers to use with students that
provide them with information about various careers and good jobs.
Landing That First Job! workshop was adapted from job search workshops to have a more
youth-friendly appeal in helping young people with little or no work experience.
Industry and Occupation Cluster Analysis
Industry and Occupation Cluster Analysis identifies networks of businesses and industries that are
creating wealth and opportunity in the region. Tools provided by www.StatsAmerica.org assist economic
9
GCEDD - Comprehensive Economic Development Strategy
development professionals in categorizing the region’s strengths, as well as those of individual counties
with respect to industrial development. Occupation cluster analysis focuses on the knowledge, skills and
abilities of the individuals who work in certain jobs – providing insight the local and regional talent base.
Tools provided by www.StatsAmerica.org enable economic development professionals to collaborate
with businesses managers, educators, and workforce development professionals to develop talent
pipelines that address regional employment needs. Overall, cluster analysis can help direct investment
into industrial and occupation sectors that will provide the region with a competitive skills advantage. The
following tables show a regional and county-level analysis using location quotients. A location quotient
over 1.0 means that a region or county has a higher concentration of employment in a particular industry
than the national average.
Industry Clusters and Location Quotient by County
Austin Brazoria Chambers Colorado
Advanced
M aterials
Agribusiness &
Food Tech
Apparel &
Textiles
Arts, Ent, Rec
& Vistor Ind.
Biomedical &
Biotechnical
Business &
Financial Serv.
Chemicals &
Chem Products
Defense &
Security
Ed. & Know.
Creation
Energy (Fossil
& Renewable)
Forest & Wood
Glass &
Ceramics
Info Tech &
Telecomm
Transp &
Logistics
M anufacturing
Supercluster
Primary
M etal
Fabricated
M etal
M achinery
Computer
& Elec
Electrical
Equip, &
Component
Transp
Equip
M ining
Printing &
Publishing
Fort
Galveston Harris Liberty M atagorda M ontgomery Walker Waller Wharton
Bend
1.57
1.82
2.35
1.24
1.27
0.98
1.47
1.20
0.77
1.74
1.07
2.98
1.19
2.81
0.84
3.41
6.89
0.67
0.30
0.34
2.07
6.30
0.38
1.25
4.36
9.78
0.78
0.70
0.49
0.47
0.66
0.59
0.81
0.26
0.35
0.70
0.55
0.58
0.26
0.95
0.95
1.72
1.05
0.76
1.34
0.75
0.71
1.24
0.85
0.91
1.04
0.82
1.18
1.21
0.77
0.91
1.57
1.13
1.12
1.14
1.05
1.05
1.26
0.82
0.75
1.09
0.90
0.68
0.55
1.29
0.93
1.22
0.74
0.66
1.27
1.08
0.64
0.60
2.28
1.99
3.34
2.98
1.33
1.25
1.60
1.66
1.55
1.94
1.49
4.53
2.41
1.74
0.90
0.61
0.58
1.25
0.77
0.89
0.81
0.75
1.01
0.71
0.69
0.39
1.93
1.05
0.47
0.78
1.20
1.36
0.78
0.75
0.50
0.83
1.32
1.57
0.43
1.66
1.83
3.43
1.81
1.68
1.67
1.77
2.06
1.99
1.88
2.01
2.39
2.28
1.09
0.32
0.49
1.18
0.50
0.35
0.60
2.50
0.00
0.68
3.05
0.58
0.26
1.12
1.89
1.76
1.70
0.85
0.58
1.52
0.95
0.00
2.06
1.00
4.19
0.94
1.72
0.79
0.25
0.45
1.54
0.70
1.02
0.34
0.40
1.18
0.41
0.57
0.18
1.10
1.48
2.48
1.73
0.78
1.21
1.18
1.59
1.20
1.16
0.82
1.64
1.65
1.72
1.86
1.49
1.69
1.44
0.95
1.70
1.89
1.37
2.04
1.23
4.60
1.22
3.07
1.72
19.23
0.00
1.75
0.53
1.19
5.16
0.00
2.19
0.00
3.81
2.56
1.98
2.21
1.41
2.71
1.35
0.95
2.03
3.02
1.43
2.28
1.60
5.13
1.80
1.92
2.14
0.75
1.45
1.55
0.66
2.14
1.61
0.00
2.58
1.70
8.33
1.60
1.13
0.84
0.00
0.00
2.08
0.96
1.07
0.00
0.00
1.83
0.50
2.79
0.00
0.00
1.78
0.00
2.06
1.82
0.23
1.29
0.00
0.00
1.25
1.21
0.00
0.00
1.81
1.35
1.41
0.00
0.34
2.01
0.63
0.00
7.17
0.55
0.00
1.12
0.00
0.79
3.38
6.16
8.31
1.35
1.75
1.53
7.28
1.79
1.92
1.40
1.95
3.28
1.12
0.58
0.24
0.46
0.72
0.55
0.82
0.34
0.35
0.90
1.17
0.51
0.34
10
GCEDD - Comprehensive Economic Development Strategy
Occupation Clusters and Location Quotient by County
Austin Brazoria
Managerial,
Sales,& HR
Skilled
Production
Workers
Chambers Colorado
Fort
Bend
Galveston Harris
Liberty Matagorda
Montgomery
Walker Waller
Wharton
0.86
0.92
0.94
0.81
1.16
0.97
1.10
0.86
0.80
1.06
0.77
0.92
0.79
1.44
1.48
1.60
1.21
1.08
1.14
1.26
1.41
1.63
1.20
0.83
1.38
1.16
Health Care &
Med Science
0.45
0.71
0.44
0.73
0.84
0.83
0.87
0.82
0.56
0.81
1.12
0.58
0.65
Health Care &
Med Science
(Practition)
0.41
0.90
0.31
0.77
1.06
0.86
0.92
0.76
0.49
0.92
0.96
0.41
0.63
Health Care &
Med Science
(Technician)
0.45
0.74
0.54
0.70
0.89
0.76
1.00
0.90
0.59
1.08
0.95
0.41
0.70
Health Care &
Med Science
(Therapy)
0.47
0.63
0.45
0.73
0.74
0.84
0.80
0.81
0.57
0.67
1.24
0.69
0.64
0.85
0.75
0.78
0.55
1.08
0.85
1.09
0.63
0.54
0.92
0.67
0.69
0.62
0.76
0.84
0.68
0.79
1.16
0.98
1.01
0.77
0.75
1.00
0.91
0.65
0.94
0.68
0.58
0.49
0.22
0.92
0.66
1.04
0.39
0.31
0.72
0.47
0.50
0.23
0.98
1.06
1.75
1.00
0.98
1.35
1.87
1.02
0.99
1.16
1.81
1.33
1.30
6.89
1.53
3.59
9.01
0.56
0.53
0.20
3.58
3.96
0.79
2.75
5.71
5.18
0.89
1.17
1.30
0.78
1.01
1.17
0.90
1.14
1.27
1.17
1.15
1.11
1.19
0.78
1.13
0.89
1.19
1.18
0.97
1.49
0.61
2.37
1.06
2.06
1.13
0.57
1.28
1.53
2.14
0.39
1.23
1.14
1.94
0.61
1.23
1.14
0.53
1.10
0.44
0.64
0.96
0.55
0.77
1.16
0.95
0.88
0.92
1.07
0.83
0.57
0.57
0.87
0.70
0.89
0.43
0.66
1.30
0.87
0.77
0.68
0.60
0.95
0.58
0.53
0.60
Public Safety
0.86
1.20
1.35
0.93
0.86
1.74
1.06
1.42
1.60
1.04
7.79
1.67
1.48
Postsecondar
y Education
0.83
1.00
0.74
0.31
0.70
2.02
0.81
1.13
0.49
0.55
5.31
2.60
0.44
Tech-Based
Knowledge
0.79
0.87
0.83
0.46
1.00
1.02
1.14
0.67
0.56
0.85
1.35
0.95
0.50
Mathematics,
Statistics, &
Accounting
Legal &
Financial
Services, &
Real Estate
Information
Technology
Natural
Sciences &
Env Mgmt
Agribusiness
& Food Tech
Education,
Remediation
& Social
Services
Bldg,
Landscape &
Construct
Design
Engineering
& Related
Sciences
Personal
Services
Occupations
Arts, Ent, &
Broadcasting
The industry cluster analysis identifies a number of location quotients above 1.2. Many of the rual
counties have a higher concentration of employess in the Agri-Business & Food Tech industry – most
11
GCEDD - Comprehensive Economic Development Strategy
notably 6.9 in Colorado and 9.8 in Wharton. The Manufacturing and Energy Clusters have consistently
high location quotients across the region. Industries with high location quotients are often export-oriented
industries that bring money into the region, rather than circulating money already present. The AgriBusiness & Food Tech occupation cluster has consistently high location quotients in the rural counties,
meaning that those areas have a competitive advantage. Refer to the tables above for a detailed look at
clusters across the region.
Infrastructure
The transportation and goods movement network in the metropolitan region is exstensive and
encompasses water, air, and land transportation. Transportation systems in the GCEDD region are
predominantly auto-oriented, with over 80 percent of trips made by car. On average, residents of the
region drive 30 miles per day, with Liberty, Montgomery, and Waller County residents having the longest
commute. The percentages of residents walking, biking, and/or taking public transit to work are below the
national averages. The region includes over 24,000 miles of highways, 140 miles of HOV lanes, and 8
miles of light rail. Two Interstate Highway facilities pass through the region, IH-10 and IH-45. There are
also three US highways and a well-maintained network of state highways and farm-to-market roads.
Multiple toll roads complement the freeway system, and the Grand Parkway will serve as the
metropolitan region’s third loop and will connect many of the smaller, rural communities with one
another.
Almost 700 million tons of freight is transported in the region’s system per year by way way of roadways,
three Class 1 railroads, four deepwater ports, two major air cargo facilities, and over 21,000 miles of
pipelines. According to the Federal Aviation Administration, the Houston Airport System is the tenth
busiest in the country based on total passenger traffic and sixteenth busiest for tonnage. Four major ports
serve the region: Port of Houston, Port of Freeport, Port of Texas City and Port of Galveston, as well as a
number of smaller ports.The Port of Houston is the number one port in the country for exporting products
and ranks second for total tonnage. It creates more than one million jobs and over $178 billion in
economic activity. The Port of Galveston maintains a substantial cruise ship industry. The GCEDD
region’s transportation network is critical to domestic and international trade. The Intra Coastal Water
Way runs along the coastal and barrier island portion of the region, providing barge and waterborne
shipping opportunities along the Texas Coast and the Gulf of Mexico. Also, the region boasts an
extensive rail network that supports the intermodal strengths of goods movement across the region.
The region hosts a mixture of sewage and waste water treatment facilities ranging from single
residence on-site septic systems to small package treatment plants for neighborhoods and businesses to
large municipal waste water treatment plants serving thousands of homes and businesses. Many
communities rely upon centralized collection systems, on-site septic tanks, or both. Numerous small
communities have inadequate systems and pursue funding opportunities to upgrade facilities via the
Texas Department of Agriculture and U.S Housing and Urban Development Community Development
Block Grants.
The region's water supply has gradually shifted from groundwater to surface water sources. This is
especially true for the urbanized areas in and around the City of Houston, which have experienced major
land subsidence in the past. An excessive groundwater withdrawal is the major cause of subsidence
throughout the greater Houston area. By the late 1970s, subsidence had surpassed nine feet along the
12
GCEDD - Comprehensive Economic Development Strategy
Houston Ship Channel and as much as five feet in the Texas City area, with a large part of Harris County
experiencing at least one foot of subsidence. Land subsidence resulted in the destruction of housing
subdivisions along the water front of Galveston Bay, damage to roads and drainage infrastructure, altered
discharge rates and flow patterns at the mouths of major bayous and massive loss of fringing wetlands.
The majority of the region affected by subsidence has converted to surface water as a primary supply.
Major surface water reservoirs in the region include Lake Conroe, Lake Livingston, and Lake Houston,
with another reservoir under construction in Wharton County. The State’s regional water planning efforts
analyze current and future water demands by municipal, agriculture, industry, and environmental flow
needs. Water restrictions and drought have had significant impacts on the agricultural industry in many of
the rural communities. In November 2013, the State of Texas paseed Proposition 6, which accomplished
the following:
•
•
•
Appropriated $2 billion out of the state’s Rainy Day Fund to create two accounts to help fund
water projects;
Created the State Water Implementation Fund for Texas (SWIFT), which will provide loans to
assist in financing various projects from the 2012 State Water Plan - submitted by regional water
planning groups;
Created the State Water Implementation Revenue Fund for Texas (SWIRFT), which will serve as
a water infrastructure bank administered by the Texas Water Development Board (TWDB).
The SWIFT funds will help communities develop and optimize water supplies at cost-effective interest
rates, and there is a 10 percent set aside for rual communities planning. For additional information go to
the Web Sites for Region H (www.regionhwater.org) that covers Austin, Brazoria, Chambers, Fort Bend,
Galveston, Harris, Liberty, Montgomery, Walker and Waller Counties and Region K (www.regionk.org)
that covers Colorado, Matagorda and Wharton Counties.
Communication and broadband services are principally being offered by local exchange carriers, cable
companies, and wireless companies. Broadband provides internet, data, television, and telephone services
– primarily in the heavily urbanized areas and urban counties. The development of Voice over Internet
Protocol (VoIP) has enabled cable companies to begin offering telephone service over their own facilities,
and cable is becoming an increasingly important competitor for telephone services. AT&T and Verizon
own and operate a majority of high-speed lines in the GCEDD region. Many rural areas do not have
access to broadband services and rely upon dial up connections or digital service lines for internet access.
This service deficit is a significant barrier in attracting larger industries that require large capacity for the
transmission of data.
The electricity that powers the homes, businesses and industrial facilities of the region primarily comes
from a network of fossil-based and nuclear powered generation facilities. Natural gas fueled power plants
are located throughout the region, and there is interest in expansion because of the region’s proximity to
shale plays. Plans are underway to add additional generating capacity to the region, including expansion
of the nuclear facility – upon approval.
13
GCEDD - Comprehensive Economic Development Strategy
Regional Resources
Community Financing
Communities throughout the region have taken a proactive role when it comes to financing business and
industrial expansions. Many communities and other taxing authorities have adopted tax abatement
policies, enterprise zone designations, bond financing, and other assistance programs in their efforts of
expanding tax bases and increasing employment opportunities. There are 87 Independent School Districts
within the GCEDD, which participate in Tax Increment Financing, abatement programs, and other
incentive strategies to finance public improvements and encourage business development.
These additional sources of revenue enable communities to leverage or substitute for public grant money.
In addition many municipalities are utilizing sales tax to promote development, through the creation of
development corporations, as detailed in Figure 6. Further information on Economic Development Sales
Tax can be found in the Attorney General’s Handbook on Economic Development Laws for Texas Cities,
which is available at www.oag.state.tx.us.
Figure 6 - List of 4a/4b Cities in the GCEDD Region
City
Galveston
Angleton
Arcola
Bay City
Bellville
Brookshire
Clear Lake Shores
Cleveland
Clute
Conroe
Dayton
Dickinson
Freeport
Galveston
Hempstead
Kemah
La Porte
Lake Jackson
League City
Liberty
Magnolia
Manvel
Meadows Place
Montgomery
Nassau Bay
Needville
Oak Ridge North
Orchard
Oyster Creek
4a/4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4a/4b
4b
4b
4b
4b
4b
4a/4b
4b
4a/4b
4b
4b
4b
4b
4a/4b
4b
City
Palacios
Pasadena
Pearland
Prairie View
Richmond
Rosenberg
Santa Fe
Seabrook
Sealy
Shenandoah
Stafford
Sugar Land
Sweeny
Tomball
Wallis
Webster
Weimar
West Columbia
Wharton
Willis
Beasley
El Campo
Hitchcock
La Marque
Palacios
Sugar Land
Texas City
Waller
Willis
4a/4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4b
4a
4a
4a
4a
4a
4a
4a
4a
4a
In addition to providing local incentives,
many economic development groups have
formed sub-regional partnerships. The
partnerships are often expressly formed to
pursue a specific goal or activity, leveraging
resources, and maximizing regional resources
for the net result of more economic
development activity. These intra- and extraregional organizations – in addition to the
work of the GCEDD – offer a multitude of
services and assistance to individuals and
groups in the region who are conducting
economic development activities.
Small Business Finance Programs
Small business financing programs provide
viable financing opportunities for existing
and prospective business owners in the
region. Several financing opportunities are
available for entrepreneurs in the Gulf Coast
region.
The U.S. Small Business Administration
(SBA), established in 1953, provides
financial, technical, and management
assistance to help applicants start, run, and
grow their business. The SBA has a portfolio worth over $45 billion consisting of business loans, disaster
14
GCEDD - Comprehensive Economic Development Strategy
Local SBDC Offices
Brazosport College SBDC
Galveston County-UH SBDC
Lee College SBDC
Lone Star College System SBDC
Sam Houston State University
SBDC
San Jacinto College SBDC
Coastal Plains SBDC
loans, and loan guarantees, as well as a venture capital portfolio
of $13 billion. In total, SBA is the nation's largest single financial
backer of small businesses. The SBA offers management and
technical assistance to more than one million small business
owners per year. The SBA also plays a major role in the
government's disaster relief efforts by making low-interest
recovery loans to both homeowners and businesses. The SBA
also provides funding to over 900 Small Business Development
Centers across the country. More information on the SBA is
available online at www.sba.gov.
Fort Bend County SBDC
The Houston-Galveston Area Local Development Corporation
operates as a licensed Certified Development Company (CDC) in
Prairie View SBDC
the 13-county GCEDD region. The role of the CDC is to market,
process, close and service SBA 504 Loans. More information on
the Houston-Galveston CDC is available online at www.h-gac.com.
University of Houston SBDC
The GCEDD Business Loan Fund (BLF) helps finance new or expanding small businesses when
traditional funding is not available. The fund also provides loan interest loans to local government
organizations in the 13-County region. For mor information, visiit www.gcedd.org.
The Texas Agricultural Finance Authority was created in
1987 as a Public Authority within the Texas Department of
Agriculture. TAFA provides financial assistance to
creditworthy individuals and businesses in
partnership with banks or other agricultural
lending institutions through six programs to
eligible agricultural and non-agricultural
businesses. More information on TAFA
programs is available online at
www.agr.state.tx.us.
The U.S. Department of Agriculture’s Rural
Development program was created to increase
economic opportunity and improve the quality of life for
all rural Americans. Its business programs provide help to rural
areas that need to develop new job opportunities, allowing businesses and cooperatives to remain viable
in a changing economy. The Community Development Programs operate special initiatives to
demonstrate effective techniques and address unique and pressing economic development issues. More
information on this program is available online at www.rurdev.usda.gov.
Economic Development Planning
In addition to the above resources, more and more local governments and economic development
organizations in the region are recognizing the benefits of multi-jurisdictional coordination through
countywide or multi-city economic development organizations. Figure 7 lists some of the major regional
15
GCEDD - Comprehensive Economic Development Strategy
and sub-regional economic
development planning organizations.
In addition to those listed, there are at
least 50 economic development
organizations at the local level
addressing economic development
planning within their jurisdictions. The
listing of local agencies and programs
represents a sample of agencies
currently involved with the GCEDD.
This list is continually updated via our
website to ensure an exhaustive list of
resources is available in the Gulf Coast
region. Please visit our website at
www.h-gac.com for more information
about these and many other programs.
Figure 7 – Regional and Sub-Regional Planning Organizations
Regional
Gulf Coast Economic Development District
The Gulf Coast Economic Development District is the
federally designated economic development planning body for
the 13-county Gulf Coast Planning Region. www.gcedd.org
Sub-regional
The Economic Alliance – Port Region
The Economic Alliance Houston Port Region provides
professional economic development services on behalf of
sixteen communities surrounding the 25-mile Houston Ship
Channel.
The Greater Houston Partnership
The Greater Houston Partnership is a regional chamber of
commerce, economic development and world trade
organization focused on bringing jobs and capital investment
to the 10-county Houston Metropolitan Statistical Area.
www.houston.org
Bay Area Houston Economic Partnership
The region has seen numerous
planning activities geared toward
The Bay Area Houston Economic Partnership is a memberfurthering economic development. The
driven regional economic development organization focused
City of Houston is planning and
on bringing about prosperity and a high quality of life for the
implementing programs in the Third
2+ million people who live and work in the region. Members
Ward, Midtown, the Washington
include aerospace, petrochemical, and healthcare companies,
developers, bankers and real estate brokers, 13 cities,
Avenue area, the Heights, and the East
Galveston and Harris Counties, and the Port of Houston
End, among others. Galveston is also
Authority.
revitalizing their central business
The Lower Colorado River Authority: LCRA
district to attract new businesses and
The Lower Colorado River Authority provides business
encourage tourism. Similar activities
recruitment, business retention, expansion, tourism
are occurring at various scales in Bay
development and strategic planning services to the three
City, Columbus, Conroe, Dayton, El
counties that lie in the Lower Colorado River Basin in the Gulf
Campo, and Huntsville, to name a few.
Coast Region - Colorado, Matagorda and Wharton Counties.
More information is available online at www.lcra.org.
These efforts are being supported by
EDA grants as well as by funding from other programs. Other major sources of funding include the U.S.
Department of Housing and Urban Development, the Texas Community Development Program
(administrated by the Texas Office of Rural Community Affairs (ORCA)), the U.S. Small Business
Administration, the Governor’s Office of Economic Development & Tourism, and the U.S. Department
of Agriculture–Rural Development.
Regional Needs
The region has benefited from a dynamic economy and active planning efforts; nevertheless, the region
has several unmet needs. In collaboration with the Our Great Region 2040 planning efforts, GCEDD staff
engaged local economic development professionals, government officials, and the general public in
determining the underlying barriers and constraints to economic development within the region. The
feedback was compiled and prioritized based on perceived need, and is reflected in Figure 8. In addition
16
GCEDD - Comprehensive Economic Development Strategy
to traditional development tools, ancillary needs have been identified. Improved air quality, broadband
expansion and development serve as major factors in economic development, and will be prioritized in
future planning initiatives. Prioritization was also influenced by comments received from GCEDD Board
members in January 2013. As a result, regional needs were grouped into three major priority categories
(high, medium, low).
Figure 9 - Regional Needs
GCEDD Regional Needs
High Priority
Increasing Access to Broadband
Job Training and Workforce Development
Job Expansion of Major Employers
Disaster Recovery and Community Resiliency
Small Business Retention and Expansion
Infrastructure Improvements
Increasing Entrepreneurship
Improved Air and Water Quality
Planning for Water Resources
Early Education Opportunities
Single Family Housing (Workforce Housing)
Eco-, Coastal, and Traditional Tourism
Tax Abatements and Other Incentive Strategies
Affordable Housing
Community Development and Revitalization
Agricultural Conversion and Diversification
Industrial and Business Park Development
Solid Waste Improvements
Throughout the engagement process,
participants emphasized three main
regional priorities – (1) increasing
broadband access, (2) improving
workforce development, and (3)
improving infrastructure. At the
more localized level, needs are
primarily infrastructure related:
water, sewer, drainage, and
roadways. Housing is another need,
both low- to moderate-income
housing and, in the rural areas and
smaller cities, workforce housing.
In general, the counties need
business retention, infrastructure,
small business expansion, and
workforce development. For the
Priority
purposes of this document,
workforce development will be
defined as any activity related to the development of an employee. This includes but is not limited to,
training, transportation, child care, job search activities, continuing education and any other activity
enabling or contributing to an individual or groups professional development.
Medium Priority
The key challenges faced by local governments as they work to accommodate future growth are described
below:
• Mobility: The H-GAC region will have difficulty in keeping up with growing congestion without
identifying new revenue sources to add roadway and transit capacity. Furthermore, as the roadway system
grows larger, maintenance will consume an increasing share of available resources. Accordingly, it
appears as though other approaches will also be necessary in order to maintain acceptable levels of
mobility, including new design approaches, improving the coordination of land use and transportation
planning, improved system management, as well as travel demand measures.
• Air Quality: The Houston–Galveston region is designated as a non-attainment area by the Clean Air Act
for exceeding the National Ambient Air Quality Standard for the pollutant ozone. There can be no net
increase in air emissions for the eight county non-attainment area consisting of Brazoria, Chambers, Fort
Bend, Galveston, Harris, Liberty, Montgomery and Waller counties. Against this backdrop, it is
imperative that the region fulfills its State Implementation Plan (SIP) commitments to reduce both mobile
17
GCEDD - Comprehensive Economic Development Strategy
and stationary source emissions. Failure to do so could result in the suspension of federal transportation
funding and other economic consequences.
• Drainage: Flood damage remains a significant threat for the region. As we continue to grow and
develop, improvements to the local and regional flood control systems will be necessary to address
current problems and keep up with future growth. Such initiatives will likely require a combination of
approaches, including floodplain management and detention policies, funding mechanisms, improved
mapping, re-thinking development practices in some areas and coordination among multiple jurisdictions
within watersheds.
• Quality of Life: Public services such as health, safety and education, along with amenities such as
cultural and recreational opportunities, scenic natural areas and “community character” are becoming
increasingly important factors in the economic competition among and within regions. Investments and
public policies aimed at improving quality of life appear to have the potential to yield economic benefits
by maintaining or improving the region’s desirability as a place to live and work.
• Water Resources: Adequate long-range supplies have been identified in the State Water Plan which
meets the region’s future water demand. However, implementation of the plan’s recommendations will
require considerable investment and coordination among the region’s local governments. Additionally,
many of the region’s rivers, streams, lakes, bays and bayous do not currently meet water quality
standards. In connection with the Texas Commission on Environmental Quality and as part of the Clean
Waters Act, H-GAC conducts water quality management planning and watershed protection planning for
the 13-county region – addressing wastewater, stormwater, and water quality issues in the region,
including permitting, siting, and testing.
• Rural Issues: While the region’s urbanized area is focused on responding to the challenges of growth, its
rural areas continue to face challenges in providing economic opportunity for their residents. Deficiencies
in infrastructure, housing, health care, secondary education and the financing of capital will need to be
addressed to improve the economic competitiveness of the region’s rural areas.
• Sewage Collection and Treatment Facilities: Cities and other waste disposal entities across the region
continue to make major investments in their wastewater treatment facilities and collection systems to keep
up with population growth and meet state and federal regulatory requirements. Securing funding for
major improvements to residential and industrial wastewater facilities remains a challenge for smaller
communities in the region.
• Workforce Development: As previously stated in this document, addressing skilled-labor work force
shortages, establishing training centers and academies, and increasing high school graduation rates will be
key to meeting the challenges of future economic growth.
• Housing: Providing safe, sanitary and decent housing to the region’s citizens, and increasing the quality,
availability and affordability of workforce and middle-class housing in the region – particularly rural
areas and outlying cities will be critical to achieving healthy economic development and increasing
industrial and manufacturing jobs.
18
GCEDD - Comprehensive Economic Development Strategy
SWOT Analysis
Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis provides a guide to identifying the
positives and negatives within the region, as well as the potential challenges communities will face.
Along with regional needs, the GCEDD engaged economic development professionals, government
officials, and the general public in examining the region’s strengths and weaknesses and utilized that
feedback to shape the goals and strategies presented later. Figure 10 shows the regional SWOT Analysis
results. For additional information, please visit www.ourregion.org.
Vision, Mission, Goals, and Strategies
In 1986, 12 of the 13 counties in the H-GAC region experienced levels of distress sufficient to qualify for
designation by the EDA as redevelopment areas. Each of the counties developed their own overall
economic development program (OEDP), along with their own set of goals and objectives. In 1988, when
the Gulf Coast Economic Development District was formed, the regional OEDP consolidated the goals
into a unified set of six goals. In 1993, the GCEDD Board held a retreat in which they reviewed the
regional goals and objectives. The original six goals were retained as they continue to be relevant to
regional economic development needs. In 1997, the GCEDD Board inserted an additional goal to
incorporate the Title IX Economic Adjustment Strategy activities by targeting distress—both long-term
and sudden and severe—in our region. Presently, the GCEDD has revised its goals to align with the
19
GCEDD - Comprehensive Economic Development Strategy
extensive outreach and engagement efforts of the Our Great Region 2040 plan and the coordinated efforts
of local governments, non-profits and development organizations in the 13-County district. Listed below
are the Vision, Mission, Goals, and Strategies developed by the CEDS Committee and approved by the
GCEDD. They represent a comprehensive approach to economic development planning in the region –
one that takes into account education, workforce, and environmental practices.
Vision
The Gulf Coast Economic Development District Comprehensive Economic Development Strategy plays a
key role in ensuring the region is a great place to live and work, with a high quality of life for all.
Mission
Our mission is to provide the region with a Comprehensive Economic Development Strategy that
identifies key priorities, strategies, and initiatives that foster a vibrant and diverse regional economy.
Goals and Strategies
In support of the vision and mission, the District adopted the following eight goals which are strongly
aligned with the goals and strategies of the Our Great Region 2040 plan. The goals provide a sound
structure for the activities of the region and are relevant to the needs identified by the GCEDD Board of
Directors, CEDS Committee, and the community engagement process. The CEDS Committee developed
draft goals and strategies that were then presented to the GCEDD Board for review. After receiving and
organizing the feedback, GCEDD staff and the CEDS Committee then refined the following goals and
strategies – which were adopted by the District in July 2013.
A. Our Region is resilient and adaptive to economic downturns, natural disasters, and new
opportunities.
The region has an established tradition of bouncing back stronger from natural and man-made disasters.
The GCEDD region is vulnerable to hurricanes, flooding, drought, and wildfires, as well as impacts from
national and global economic crises. Reducing our vulnerability, where possible, to these events and
speeding the rate of recovery will improve our safety and quality of life, as well as our ability to attract
new residents and businesses. Structural solutions – like dikes, flood gates and major drainage
improvements will be needed to protect key assets, but their high cost means that this approach must be
carefully targeted. Using the natural landscape to absorb the floodwaters and storm surge and being wiser
about how and where we build to reduce our vulnerability, are less expensive approaches that can be
applied more broadly. This section provides strategies on how the region can better plan for future events,
adapt to changing conditions, and recover after an event.
20
GCEDD - Comprehensive Economic Development Strategy
B. Our Region has a diverse economy and skilled workforces that support businesses, innovation,
and entrepreneurship.
The GCEDD region has one of the most robust economies in the nation, and momentum continues to
build with growing energy, manufacturing, and medical sectors. One of the region’s major strengths is its
entrepreneurial culture – that supports the financing and development of small businesses. However,
deficits exist in high school graduation rates, which could lead to a widening gap between the needs of
employers and the qualifications of our workforce. The current economic growth gives the region an
opportunity to strategically invest in better education and training, as well as more collaborative financing
measures for business owners. The region can offer training opportunities to promote financial self
sufficiency, including personal and family budgeting and investment strategies. While not referenced in
the strategies specifically, supporting technical assistance for entrepreneurs – as well as associated
financing tools for those looking to start or grow a small business in the region – are a major focus for the
region moving forward. This section provides strategies on how the region can help maintain a
competitive economy, support thriving businesses, and develop a prepared workforce.
C. Our Region’s residents have access to education, training, jobs, and business opportunities that
support a good quality of life and financial stability.
By increasing the skill and education levels of the regional workforce, more locally sourced labor will be
able to fill employer need from within – ultimately, improving competitiveness and raising incomes. An
educated, employable workforce will reduce unemployment and poverty in the region, lowering public
costs for housing and other social programs. In order to improve graduation rates and academic
achievement, early and late stage educational programs must be targeted for support. The District will
support efforts that expand the training available to adults to enhance their job skills, ranging from basic
to highly specialized. Residents employed in jobs that provide financial security will improve their quality
of life and add to the region’s economy.
21
GCEDD - Comprehensive Economic Development Strategy
D. Our region’s transportation and infrastructure promotes effective goods movement and is well
connected to national and global destinations.
The GCEDD region is home to world class port facilities, as discussed earlier in the CEDS. In addition,
the region contains one of the most dynamic intermodal networks in the country – bringing together rail,
pipeline, air, and ground transportation to serve growing international and domestic markets. This section
provides strategies that focus on building and maintaining an efficient network, increase transportation
choices, and improve planning and coordination.
E. Our region’s local governments have access to data, tools, and solutions that facilitate informed
decisions on funding and investment decisions.
As derived from extensive community engagement activities, the CEDS focuses on a few basic items –
grow an adaptable, and prepared workforce; support local small business owners in starting or expanding
their business; and make sure local government, industry, and business have the information and
infrastructure they need to thrive. In order for this to happen, economic development organizations need
to have access to the most up-to-date information and resources, and there must be a collaborative
approach to problem identification and solving.
F. Our region’s residents live in safe, healthy communities with transportation options and have
access to services and amenities that support a high quality of life.
Due to the diverse geography of the GCEDD region, the population resides in dense urban centers, rural
towns, and suburban communities. The region has some of the most affordable housing opportunities in
the country – especially when comparing it to areas of similar size and diversity. However, major deficits
exist in the quality of affordable housing, as well as the number of options for rural areas. In combination
with the Our Great Region 2040 plan, the CEDS supports coordinated approaches to transportation, land
use, and housing development. This section provides strategies on how the region can support a thriving
housing market, provide housing choices to meet diverse needs, and provide quality housing that is both
safe and healthy.
22
GCEDD - Comprehensive Economic Development Strategy
G. Our region’s water infrastructure supports current and future demands, while promoting the
growth of healthy and economically dynamic communities.
The GCEDD region depends on a stable supply of water to meet the needs of a growing population, as
well as for the needs of the industrial and agriculture sectors. In order to meet this growing need, local
governments and regional entities will have to rethink how water projects are funded and they will have
to focus on repairing an extensive network of aging infrastructure. This section provides strategies on how
the region can increase water supplies, improve the efficiency of water delivery, and protect water quality.
H. Our region values its unique ecosystems and understands the ecological, economic and cultural
benefits they provide.
The preservation of our natural resources – especially along waterways – serves many functions,
including pollution reduction, floodwater storage, and recreation/tourism opportunities. This section
provides strategies on how the region can help protect the quality of the environment and increase
awareness of the value of ecological benefits.
23
GCEDD - Comprehensive Economic Development Strategy
Action Plan
Based on community engagement and priority development, the GCEDD has created the following action
plan in order to target specific objectives pulled from the goals and strategies. The section below
discusses the major work elements of the District.
1. Support assessments of high-speed data connections and gaps, particularly in rural areas.
•
•
•
Collaborate on a region-wide gap analysis focusing on broadband access
Survey counties and cities on needs and current practices
Identify challenges to expanding access
Outputs – Online mapping component through GCEDD website, final brief, presentations
-------------------------------------------------2. Support efforts to obtain federal, state, and regional funding to upgrade and maintain aging
infrastructure (water, sewer, drainage facilities), while supporting the expansion of
infrastructure to underserved areas.
• Targeted support of funding applications that best serve the needs of the region
• Provide up-to-date infrastructure information (data, legislation, etc.)
Outputs – GCEDD Letters of Support, investment in water infrastructure, presentations and updates
-------------------------------------------------3. Collaborate on data access tools that support the pursuit of funding and stronger regional
economic information.
• Maintain current list of regional projects (updated monthly)
• Utilize the GCEDD website and partner sites as an information clearinghouse
• Provide technical assistance and reports - economic impact analysis, EDA statistical tools
Outputs – GCEDD Letters of Support, updated list of funding streams, workshops/demonstrations of
data tools, technical assistance to interested parties
-------------------------------------------------4. Support the increased economic resiliency of our region.
• Support regional and local analyses to determine gaps and opportunities in diversification
• Collaborate on business expansion and retention efforts
• Support local governments in conducting economic vulnerability assessments
Outputs – GCEDD Letters of Support, participation in workshops and taskforces, technical assistance
-------------------------------------------------5. Support workforce development that aligns with high growth areas.
• Support the expansion of training and educational opportunities offered by educational
and vocational institutions throughout the region
• Support workplace and soft skills development
• Support small business incubators through partnerships between and/or community
anchor institutions to foster the development of locally owned enterprises
Outputs – Coordination with local colleges and Workforce Solutions, technical assistance for grants
24
GCEDD - Comprehensive Economic Development Strategy
Evaluation Plan
The evaluation plan is a crucial element in the CEDS. It allows the District to review the activities of the
year, determine the effectiveness of the activities and revise the work plan appropriately for the upcoming
year. The evaluation plan for the CEDS will be based on a list of four performance measures, with
progress reported at quarterly GCEDD Board meetings. The performance measures are scored by the
Executive Committee and the results will be used to determine which activities to keep, which activities
to modify, and what possible new activities should be developed.
GCEDD staff will convene the CEDS committee on an annual basis to review evaluation criteria,
objectives and metrics, and overall effectiveness of the document. A summary document will be created
from these meetings and provided to the District Board for final review.
The CEDS performance is to be measured at the completion of the contract period. The evaluation is to be
on a scale of 1 to 5, with 5 indicating the ideal. In addition to the measures listed below, the GCEDD will
document the number of jobs retained or created as a result of CEDS goals and strategies, as well as the
amount of public and private economic development investment within the region.
CEDS Evaluation Objectives
1. Quality of the Regional CEDS
• Usefulness of the economic analysis
• Appropriateness of Vision Statement
• Relevance of the goals in support of the Vision
Statement
• Completion of the work plan
2. Extent of participation by government,
business, and community leaders
• Board of Directors meeting attendance
• Establishment of effective committee structure
• District communication and dissemination of
information
3. Number of EDA grants awarded based on
CEDS strategy.
• 0 = 0 points
• 1-2 = 2 points
• 3-4 = 4 points
• 5+ = 5 points
4. Hours of non-EDA-funded staff/volunteer
activity in CEDS process.
25