Business AND Economic Development
Springfield and the surrounding communities often reflect the idea that we are “big enough to do anything, but small enough that we need each other to do it.” The central challenge facing the Ozarks is not whether growth can continue, but whether that growth remains sustainable, broadly accessible, and supported by the community.
key metrics
2x
the national growth rate for the Ozarks region's economy since 2020
The region grew 28%, compared with 13% for the US.
25%
is the average wage increase across all workers in the top ten employed industries from 2020 to 2025.
Gains ranged from 11% in transportation and warehousing to 40% in accommodation and food services.
2026 report
Springfield-area employment, population, and GDP are growing faster than the rest of Missouri, a state CNBC ranks 49th for workforce. Keeping pace will take child care and housing that let people work, more pathways to higher-wage careers, and a development process residents and investors can trust.
investing ahead of growth
Economic development rarely begins when a company announces a project. Communities invest to support future employers, workers, and residents.
Across the Ozarks, public and private leaders have historically invested in infrastructure and community assets that position the region for growth.
Past investments in roads, utilities, and incentives created industrial-ready sites that support thousands of manufacturing jobs and allowed the region to compete for investment opportunities.
Resilient Retention and Expansion
The Ozarks’ economic strength lies not only in business attraction, but in the businesses that have chosen to build, stay, and grow here.
The region’s biggest economic gains have come from established employers reinvesting locally.
These rooted companies include legacy employers and locally grown nationally recognized brands such as Kraft Heinz, Paul Mueller, Andy's Frozen Custard, O’Reilly Auto Parts, Bass Pro Shops or Jack Henry & Associates.
Recent expansions of Genie Reconditioning and CNH Reman through their partnerships with SRC provide examples of companies building on the region’s existing strengths. Rooted companies are part of the region’s infrastructure. They develop local suppliers, strengthen industry clusters, build specialized workforce skills, and attract complementary sectors.
As the region gains national recognition in sectors like food manufacturing, each successful expansion makes future investment more likely.
Investing in the Capacity of People
The region has made significant investments in institutions and programs that prepare people for work and help residents advance in their careers.
These investments strengthen talent pipelines while creating more opportunities for residents to gain skills and credentials necessary to earn higher wages.
Local education programs are preparing students for a broad range of opportunities including skilled trades, health care, advanced manufacturing, and technology.
Persistent Barriers to Workforce Participation
The Ozarks region faces a nuanced workforce challenge greater than a shortage of skilled labor. Employers are working to attract, develop and retain talent; many residents face practical barriers to entering or remaining in the workforce.
Childcare and housing are the most impactful barriers to workforce participation. Rising costs are compounded by limited supply, making both difficult to secure even for higher-income households. The cost and scarcity of care can delay a return to work or make employment financially impractical.
For employers recruiting from out of the region, limited housing options across all price points can prevent a successful relocation, even for high wage jobs.
Job Quality and Economic Mobility
The Ozarks region’s wage challenge is complex. More than a single measure of average pay, the issue is not simply that wages are too low.
The regional economy, including a large concentration of service-sector jobs, plays a factor in overall wages. Meanwhile, the number of higher-paying positions in industries such as advanced manufacturing, professional services, finance, technology and management remains comparatively limited.
Expanding the availability of career pathways in these high earning sectors will enhance economic mobility.
Development Predictability and Community Alignment
The Ozarks has many assets to support growth: available utilities, strong transportation infrastructure, experienced developers, demand, and proactive public investments. The challenge is not whether development is possible but whether the process is predictable enough for projects to move forward.
All projects require significant investment before construction. Developers must evaluate land, engineering, financing, zoning, infrastructure and market demand, committing substantial resources before receiving final approval. When zoning and land-use expectations are unclear or when projects face additional uncertainty through referendum or petition challenge, that uncertainty becomes a real cost.
Projects may take longer, become more expensive, or ultimately lead developers to pursue investment in communities where the approval process is more predictable.
