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Home My WebLink About2026 12_Adopting the Updated EDSP and implementationCITY OF OWASSO, OKLAHOMA RESOLUTION NO. 2026.12 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA, ADOPTING THE UPDATED OWASSO ECONOMIC DEVELOPMENT STRATEGIC PLAN; AND PROVIDING FOR IMPLEMENTATION WHEREAS, on May 1, 2018, the City Council adopted the Owasso Economic Development Strategic Plan, establishing a framework to guide the City's economic development efforts; and, WHEREAS, the City has determined it is necessary to review and update the Strategic Plan to ensure alignment with current conditions and future economic development priorities; and, WHEREAS, staff conducted a formal process to identify qualified consulting firms, including solicitation, evaluation of proposals, and interviews with prospective consultants; and, WHEREAS, on March 23, 2025, the City entered into an agreement with Cadamy Business Consulting to conduct a comprehensive review and update of the Strategic Plan; and, WHEREAS, a Task Force comprised of City Council and Owasso Economic Development Authority Board members, business representatives, community resource partners, and city staff, worked collaboratively to evaluate current conditions, identify priorities, and develop actionable strategies; and, WHEREAS, the updated Strategic Plan establishes one-year and three-year goals focused on strengthening financial resources, enhancing community engagement, supporting business retention and recruitment, evaluating economic development tools, and advancing tourism and community branding efforts. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA, THAT: The City Council hereby adopts the 2026 Update to the Economic Development Strategic Plan, attached as Exhibit "A", effective June 16, 2026. APPROVED AND ADOPTED this 16th day of June, 2026, by the City Council of the City of Owasso, Oklahoma. TTEST: OF tV SN � 6PPS�ppI;�A;;rL{ � Sy t3 d.� M. Stevens, Eff Paul oving, Mayor APP AS e�mwjhafw- Juli e ombardi, City Attorney r 2026 ECONOMIC DEVELOPMENT STRATEGIC PLAN Why Economic I How We Got Development? Here i Goals & I Task Force I Contact Us Caveats City Manager's Message Owasso has always been a community that balances growth with intention. We are proud of our strong neighborhoods, high -quality schools, and the businesses that have chosen to invest here. But as our city continues to grow, we recognize that growth alone is not a viable strategy. Today, I am pleased to introduce Owasso's new Economic Development Strategic Plan— a roadmap designed to ensure that our future is not left to chance, but shaped with purpose and intention. This plan is grounded in a simple but critical idea: economic development is about more than attracting new businesses. It is about creating opportunity for our residents, strengthening the businesses already here, and building a community where people can live, work, and thrive without compromise. This plan reflects input from community members, business leaders, and regional partners. It also reflects a clear understanding of the challenges ahead —workforce demands, infrastructure pressures, and the need to remain competitive in a rapidly changing economy. Economic development is not the responsibility of City Hall alone. It requires collaboration, shared vision, and a commitment to doing the hard work of implementation in a transparent and accountable way. Owasso's future is bright —but it will be shaped by the decisions we make today. This strategic plan ensures those decisions are thoughtful, disciplined, and aligned with the kind of community we want to be for generations to come: a destination city. Thank you to everyone who contributed to this effort. Thank you to the citizens of Owasso for the trust they put in me and our team every day. We look forward to working together to bring this vision to life. Chris Garrett City Manager, City of Owasso Why Economic Development? At its core, economic development is about making your community a place where people can earn a good living, businesses can succeed, and families want to stay. A solid economic development plan answers the question, "How do we make this community stronger, more stable, and more prosperous overtime?' For Owasso, economic development looks like: • Good jobs close to home. By both supporting existing businesses and recruiting new businesses, we help create good jobs in Owasso. • Strong local businesses. Supporting local businesses in launching, growing, and thriving keeps money circulating locally. • Smart Growth. Thoughtful, intentional, and collaborative economic development leads to an economically and environmentally healthy and prosperous Owasso. • Stable tax base. In Oklahoma, cities are funded by sales tax, so the right retail supports a healthy Owasso. Schools and some infrastructure are funded by property taxes. The "right' economic development is how Owasso will pay forthe things residents expect. • Quality of life. Parks, trails, restaurants, shopping, and other amenities make Owasso a place where people choose to live. Economic development, if done with a lack of intentionality, will burden Owasso. But done well, economic development will strengthen it. That's what this plan sets out to do. How We Got Here The last economic development plan was adopted by resolution in May 2018, and with Owasso being one of the fastest growing communities in Oklahoma, City leadership chose not to rest on its laurels and began planning for the next economic development plan by issuing an Request For Proposal in 2025. The City chose Cadamy Business Consulting to assist with the creation and execution of the Economic Development Strategic Plan. The City convened a regional Task Force to assist in determining the current state of economic development in Owasso. Then, the Task Force met for a facilitated session to determine long-term goals, tasks, and the folks responsible for achieving those tasks as well as due dates for accountability. Finally, working with the consultant, the Task Force has begun executing the plan and will continue to do so over the next several years. 3-Year and 1-Year Goals • Determine best practices in financing for cities of Owasso's size. • Explore best financing options for Owasso. • Explore creating a Citizens Advisory Task Force for City projects/funding. • Enlist outside firm to determine messaging. • Evaluate and update current educational materials. • Highlight funding resources in a "did you know" campaign. Include social media, flyers. • Create and conduct a series of town hall type engagements. • Determine methodology for determining new target industries and execute that methodology. • Work with companies within new target industries to support retention and expansion. • Identify local resources for target industries (i.e., sites, building, natural resources, workforce, infrastructure, etc.). Also identify possible gaps in all of the above. • Recruit companies to Owasso based on new target industries. • Explore creating incentives based on new target industries. • Work with strategic partners on ensuring workforce development programs for new target industries will meet demand. • Determine feasibility and scope. • Research and recommend structure options. • Determine metrics. • Launch entity. • Create Tourism Marketing & Communications Campaign. Caveats During the Assessment Phase of the project, the consultant identified several key considerations. Working closely with the Task Force, these considerations were refined into the following caveats, which serve as the lens through which the plan was developed and assessed. 1. The feeling of community and connection is something that is a competitive advantage for Owasso, and should be maintained. 2. Owasso should aim for a balance between being a bedroom community and recruiting primaryjobs. 3. We nurture relationships, strategically, with businesses outside of our city limits/fence line. 4. The City of Owasso is committed to advancing economic development through a coordinated and collaborative framework that engages all strategic organizations, including chambers of commerce, regional and state partners, utilities, private industries, educational institutions, workforce entities, and key community stakeholders. This unified approach ensures that activities across multiple priority areas are aligned, strategic, and supportive of the community's long-term vision for sustainable growth. Task Force Members Christine Allison, Manufacturing and Aerospace Service Coordinator, Tulsa Community College & Tulsa Tech Dr. Chad Balthrop, Owasso Vice Mayor; Immediate Past Chair, Owasso Chamber of Commerce Alexa Beemer, Planning Manager, City of Owasso Kimberly Brown, Owner, OK Roots Farm to Market Pam Carlson, Area Director of Sales, Home2 Suites by Hilton Owasso David Charney, Owner& Principal, Charney Properties; Co -Owner & Managing Partner, Owasso Land Trust, LLC; Trustee, Owasso Economic Development Authority Chris Garrett, City Manager, City of Owasso Michael Gordon, External Affairs Manager, Public Service Company of Oklahoma Art Haddaway, Marketing & Communications Specialist, City of Owasso Scott Lasson, CEO, Bailey Medical Center: Chair. Owasso Chamber of Commerce Dr. Paul Loving, Owasso Mayor Adam McCreary, Director of Government Relations, Cherokee Nation Business Dr. Margaret Coates, Superintendent, Carly Novozinsky, Finance Director, City Owasso Public Schools of Owasso Tommy Coulter, Owner, Coulter & Dennis Phillips, President & CEO, First Company; Owner, Smoke Woodfire Grill; Bank of Owasso; Vice Chair, Owasso Owner, MAD Eats Economic Development Authority Michele Dempster, Senior Director, City of Owasso A Dossett, Assistant to the City Manager, City of Owasso Chelsea Feary, President & CEO, Owasso Chamber of Commerce Alvin Fruga, Owasso City Councilor Daniel Regan, Director of Real Estate & Development, Tulsa Airport Improvements Trust Stan Sallee, Tulsa County Commissioner Roger Stevens, Senior Director, City of Owasso Cody Walter, Owasso City Councilor Shellie Wingert, Economic Developer, City of Owasso Contact For more information or to request a presentation about this plan for your organization, please contact Shellie Wingert, swingert@cityofowasso.com, or (918) 376- 1548. sd TO: The Honorable Mayor and City Council FROM: Chris Garrett, City Manager SUBJECT: Owasso Economic Development Strategic Plan Revamp DATE: June 11, 2026 BACKGROUND: On May 1, 2018, the City Council adopted the Owasso Economic Development Strategic Plan, establishing a framework to guide the City's economic development efforts. Subsequently, staff undertook a review of the existing plan and initiated a formal process to identify qualified consulting firms to assist with its update, This process included the solicitation and evaluation of proposals, as well as interviews with three prospective consultants. On March 23, 2025, the City entered into an agreement with Cadamy Business Consulting to conduct a comprehensive review of the current plan and develop an updated Strategic Plan aligned with the City's present conditions and future direction PROJECT OVERVIEW: The Strategic Plan Revamp serves as a roadmap to guide Owasso's economic future with purpose and intention. Economic development in Owasso is focused not only on attracting new businesses, but also on strengthening existing businesses, creating opportunities for residents, and supporting a high - quality of life. Over the past several months, a Task Force comprised of community leaders, business representatives, public partners, city staff, City Council, and OEDA Board members has worked collaboratively with Cadamy Business Consulting to evaluate current conditions, identify priorities, and develop actionable strategies for implementation. As a result of this process, the updated Strategic Plan is being presented for Council consideration. FISCAL IMPACT: Implementation of the Strategic Plan will be incorporated into future budgeting processes. Specific fiscal impacts will be evaluated as individual initiatives are brought forward for Council consideration. RECOMMENDATION: Staff recommends approval of Resolution 2026-12, accepting the updated Owasso Economic Development Strategic Plan and authorizing staff to proceed with implementation. ATTACHMENTS: Resolution 2026-12 TULSA BEACON 6705 E 81ST ST, SUITE 180 TULSA, OK 74133 USA Voice: 918 523-4425 Fax: 918 523-4408 OWASSO CITY MUNICIPAL BUILDING 200 SO MAIN OWASSO, OK 74055 INVOICE Invoice Number: 27974 Invoice Date: 6121/26 Page: 1 Dup/xate Customer ID: CITY OF OWASSO Net 30 Days 6120/26 PROPOSED BUDGET SUMMARY, FY 2026-2027 PUBLISHED ON MAY 21 & 28, 2026 Check/Credft Memo Ni Subtotal 399.04 Sales Tax Total Invoice Amount 399.04 Payment/Credit Applied Affidavit of Publication TULSA BEACON 6705 E. 81st St. Ste 180 Tulsa, Oklahoma, 74133 (918) 523-4425 I, Susan Biggs, of lawful age, being duly sworn upon oath, deposes and says: That I am the Office Manager of the Tulsa Beacon, a Weekly newspaper printed and published in the City of Tulsa, County of Tulsa, and State of Oklahoma, and that the advertisement referred to, a true and printed copy is hereunto attached, was published in said Tulsa Beacon in consecutive issues on the following dates to wit: 1st Insertion 2nd Insertion May 21, 2026 May a 2026 City of Owasso Proposed Budget Summary FY 2026-2027 That said newspaper has been published continuously and uninterruptedly in said county during a period of one -hundred and four consecutive weeks prior to the publication of the attached notice or advertisement; that it has been admitted to the United States mail as publications (second-class) mail matter, that it has a general paid circulation, and publishes news of general interest, and otherwise conforms with all of the statutes. of the State of Oklahoma governing legal publications. Publication Fee $ 399.04 Editor, Publisher or Authorized Ag SUBSCRIBED and sworn to before me this s=K—day of M & 2" . 1 No lic My commission expires: / 20Zc, See Alkdvd Na1Ge an Page2 u—�T08YdYNW A A09W NON9m YPUb ma ` Con+mbebnC08a10188 Page 1 tOR3Ra26 Published in the Tulsa Beacon newspaper, in Tulsa County, in the State of Oklahoma, on May 21 and 28, 2026. NOTICE OF PUBLIC HEARING Owasso City Council will hold a public hearing on the proposed FY 2027 budget during the City Council meeting at62 on June Z2D26, In the Council Chambers at Old Central, 109 N. Birch. The proposed budget is available for Inspection of CRY Hall and - www.cityofowasso.com. City of Owasso -Proposed Budget Summery by Fuada Source Fiscal Year 2026.2027 Excenditure Fund B Departmenl Revenue General Fund: by General Fund: Traces .¢ 42249,333 Municipal Court $ 445,340 Licenses & Permits 237,054 Managerial 1,485,699 Intergovernmental I,OD7,915 Finance 1348,382 Chages & fees 1,00,,016 Human Resources 737.876 Fines &Forfeitures 400,133 General Goverment 703,937 Other 652368 Information Technology 2035.119 Interfund Transfers In 23,074,306 Facility Maintenance 1,374,829 Hot Penny Sales Tax Fund: Community Development 1,317,749 Taxes 5,8A326 PdiceSerdces 11,339,790 Intergovernmental 975,296 FmergehcyCommunicalions 509,145 Other 147,633 Animal Central 452,163 Interfund Tronsfersln 1,250,000 Fire Services 9,400,000 Ambulance Service Fund Emergency Preparedness 177,762 Chagas &Fees 2,355.371 Engineering 1208,533 Other 47,000 Stomlwater 657.066 Ambulance Capital Fund: Cemetery 126,767 Charges&Fees 418,101 Perks 1,57Z121 Other 15,000 Recreation & Culture 645,268 E-911 Fund: CommunityCenter 417,077 Charges & Fees 498,357 Historical Museum 39,950 Other 29,000 Economic Development 94.250 Interfund Tmnsfersm 800,000 Cemetery Core Fund: Half Penny Sales Tax Fund: Chagos &Fees 1,275 PdiceSeMces 262Z269 Other 450 Fire Serdces 3,340,368 Emergency Siren Fund: Streets 3,237.268 Licenses & Permits 330 Vision Recapture Tat Fund 160,723 Other 3,000 Ambulance Service Fund 2607,224 Hotel Tad Fund: Ambulance Captal Fund 781,867 Taxes 648006 E-E911 Fund 1,872107 Other 73,000 Cemetery Care Fund 2000 StamwolerManogement Rind: Emergency Siren Rind 23,200 Chagas&Fees 2410,558 Hotel Tad Fund Other 170,000 Economic Development 291,350 00cid Settlement Fund Strong Neighborhood 251,555 Other 25,000 StornwaterMonagemenlFund 2188,390 Tad Incremental Financing: Opiafd Settlement Fund 2001000 Taxes 807,499 Pak Development Rind 50,000 Other 8,000 Capitol Improvements Fund 5,411,329 Pork Development Fund. Tmnspodatim Tax Fund 11000,000 Licenses &Forms 2,00 Capital Improvements Grants Fund - Olher 5,5DO Fleet Maintenance Fund 1,157.507 Capital Improvements Fund: Self -Insurance Fund: Other 200,000 Workers' Comp 751000 Interfund Transfers In 5,801,528 Gen Prop Liab 655.000 Transportation Tax Fund: Healthcare 11,244,000 Taxes 6,262876 Subtotal Expencitures 73,724,974 Other 300,000 Fleet Maintenance Fund: Chagos &Fees 1.047,371 Interfund TransfersOut: Self -Insurance Fund: General Fund Transfer to OPWA 34,630,487 Charges &fees 12274,000 General Fund TrmsfertoE-911Fund 8001000 Other 160,000 General Fund Transfer to Holt Penny Fund -Streets 1,250,000 Sinking Fund 71FTmnsfer to OPWA 815,499 Other 70 General Fund Transferto OPGA 970.000 Total Expenses 8 1 22190,960 Told Revenues $ 111.27Z601