BOARD ORIENTATION 2025
ABOUT THE BOARD
• 48 directors
• 12 elected each year to rotating three-year terms (36) • 12 appointments for one-year term • Up to six ex-officio, non-voting appointments • All past chairs • One life member
EXECUTIVE COMMITTEE:
Chair of the Board. . . . . . . . . . . . . . . Teresa Rose, JD ChairElect........................MikeRoss Treasurer........................ JohnHart Corporate Secretary . . . . . . . . . . . . . . Tom McDaniel President & CEO . . . . . . . . . . . . . . Christy Gillenwater Business & Economic Inclusion. . . . . . . Rhonda Hooper Convention & Visitor Development . . . . . . . . . Bill Lance Economic Development/FOKC . . . . . . . . . Larry Nichols Education&Talent . . . . . . . . . . . . . . . . . BobFunkJr. Government Relations . . . . . . . . . . . . . David Rainbolt Innovation & Life Sciences . . . . . . . . . . . Rick Muncrief Marketing & Communications . . . . . . Jenny Love Meyer Membership . . . . . . . . . . . . . . . . Judy Hatfield, CCIM Military and Aerospace . . . . . . . . . . . . Kent Shortridge Strategic Planning . . . . . . . . . . . . . . . . . Clay Bennett VICE CHAIRS:
3 THE GREATER OKLAHOMA CITY CHAMBER •
2025 BOARD OF DIRECTORS THREE-YEAR TERM ENDING 2025
Shandy D. Belford President /CEO Arvest Bank Bob Funk, Jr. Owner Prodigal David F. Griffin CEO Griffin Media / NEWS 9
John Hart CFO, Exec. VP of Strategic Planning Continental Resources Bill Lance Secretary of State The Chickasaw Nation
Timothy T. Pehrson President & CEO INTEGRIS Health Robert Ross Chairman & CEO Inasmuch Foundation William P. Schonacher President & CEO Chickasaw Community Bank
Richard Tanenbaum Chief Executive Officer Gardner Tanenbaum Andrew S. Weyrich, PhD President Oklahoma Medical Research Foundation Gregory A. Wheeler
Harshil Patel Vice President Champion Hotels & Development
Market President Bank of Oklahoma
THREE-YEAR TERM ENDING 2026
Scott L. Cravens Co-Founder Full Sail Capital, LLC Chris Fleming President Midtown Renaissance & REHCO, LLC Bennett Geister President, OKC Communities Mercy Oklahoma
David R. Harlow CEO
Michael F. Lauderdale Managing Director McAfee & Taft David J. Morgan Sr. Executive VP MidFirst Bank Ford C. Price Managing Partner Price Edwards & Company
Dr. Gary E. Raskob, Ph.D. Sr. Vice President & Provost University of Oklahoma Health Sciences Center Michael F. Ross CEO, INSURICA EVP, American Fidelity Corporation Tony J. Tyler Tyler Media
BancFirst Corporation Christian Kanady Founding Partner & CEO Echo Investment Capital, LLC Michael S. Laird Director Crowe & Dunlevy
THREE-YEAR TERM ENDING 2027
Sanford C. Coats, Esq. Senior Counsel and Site Trustee The Boeing Company Steve Hahn President - AT&T Central States AT&T Oklahoma Judy J. Hatfield, CCIM
Mark A. Helm CEO, Chairman of the Board Dolese Bros. Co. Joe Hodges Regional President
Jenny Love Meyer EVP, Chief Culture Officer
Xavier Neira President Logatore, LLC W. Kent Shortridge
Love’s Travel Stops Rob McLaughlin CEO Square Deal Capital
Sr. VP, Operations & Customer Serv. Oklahoma Natural Gas Company
SSM Health Oklahoma Richard Lofgren, MD, MPH, FACP President & CEO OU Health
Rick Muncrief President & CEO Devon Energy Corporation
Founding Principal Equity Commercial Realty Advisors, LLC
4 • BOARD ORIENTATION 2025
ONE-YEAR TERM ENDING 2025
Mark Beffort CEO Robinson Park Dan Boren
Jim Couch General Manager JDC Consulting, LLC Mohammad J. Farzaneh Co-Founder Home Creations Nathaniel R. Harding
Vincent Lombardo President, North America Heartland Tom J. McDaniel President American Fidelity Foundation Matthew Paque Chief Legal Officer and Corporate Secretary Paycom
Tony N. Shinn President - Bank of America OKC Bank of America Merrill Lynch Greg Treacy Vice President, Pratt & Whitney
Secretary of Commerce The Chickasaw Nation Katy Boren Market Vice President Cox Communications
Oklahoma City Pratt & Whitney
Managing Partner Cortado Ventures
EX-OFFICIO MEMBERS
Michelle Coppedge Director Mike Monroney Aeronautical Center - FAA Secretary Tricia Everest Secretary of Public Safety State of Oklahoma
Craig Freeman City Manager City of Oklahoma City Mayor David Holt Mayor of Oklahoma City City of Oklahoma City
Commissioner Brian Maughan OK County Commissioner, Dist. 2 Oklahoma County
Dr. Jamie C. Polk Superintendent Oklahoma City Public Schools
PAST CHAIRS, LIFE MEMBER AND OTHER
Clayton I. Bennett Chairman Dorchester Capital Luke R. Corbett Corbett Management
Gerald L. Gamble President / Owner Gerald L. Gamble Co. Frederick J. Hall Chairman and CEO Hall Capital V. Burns Hargis
Percy Kirk Retired Dave Lopez DL Dynamics
Teresa Rose, JD Executive Director Communities Foundation of Oklahoma Lee Allan Smith Chairman Oklahoma Events, LLC David L. Thompson The Thompson Group, LLC Sean Trauschke Chairman, President & CEO OGE Energy Corp. George Nigh Life Member Christy Gillenwater President & CEO Greater Oklahoma City Chamber
Edmund O. Martin Executive Chairman Ackerman McQueen, Inc. Frank A. McPherson Retired J. Larry Nichols Chairman Emeritus Devon Energy Corporation David E. Rainbolt Executive Chairman BancFirst Corporation
Peter Delaney Managing Partner Tequesta Capital Partners William E. Durrett Senior Chairman American Fidelity Assurance Company Carl E. Edwards Founding Partner Price Edwards & Company Robert A. Funk
President Emeritus OSU/ Of Counsel, McAfee and Taft Dan Hogan Owner Dan Hogan Properties Rhonda Hooper President & CEO Jordan Advertising Stanley F. Hupfeld, FACHE Retired INTEGRIS Health
Founder / President Express Employment Professionals
5 THE GREATER OKLAHOMA CITY CHAMBER •
BOARD ENGAGEMENT
BOARD ROLES
Make Decisions on Chamber Position/ Role
Represent Chamber in Community
Surface Issues to Board
Represent Chamber Positions
Engage Members in Work
Serve When Called
BOARD COMMITTEES
Executive Committee
Government Relations & Policy
Finance and Audit
Nominating
Education
Strategic Planning
Investment
Membership
Executive Compensation
GOVERNMENT RELATIONS POLICY COMMITTEES
Chamber Board of Directors
Government Relations Steering
Healthcare & Life Sciences Policy
Transportation Policy
Education Policy
6 • BOARD ORIENTATION 2025 6 • BOARD ORIENTATION 2024
WHAT WE NEED FROM YOU INSIGHT INFLUENCE INVOLVEMENT
DC VISIT
INTERCITY VISIT
LEADERSHIP AND BOARD SUMMITS
ANNUAL MEETING
PAC CONTRIBUTION
CHAMBER EVENTS
7 THE GREATER OKLAHOMA CITY CHAMBER •
OUR PAST DRIVES
May 1889 – The Board of Trade (now the Greater Oklahoma City Chamber) formed
1890s – Board of Trade recruits rail service and utilities to OKC
April 22, 1889 – Oklahoma City settled in historic land run
1907 – The State Fair of Oklahoma founded in the Chamber boardroom
1909 – Chamber recruits OKC’s first major industry - a meat packing plant
Aug. 27, 1903 – The Chamber’s first Goodwill Tour held
1920 – The aircraft industry takes flight; the Chamber
June 11, 1910 – State Capitol moves to OKC after a Chamber- coordinated election
1910 – Chamber connects OKC to other cities by planning highway routes
organizes its aviation research committee
April 1, 1932 – Chamber purchases land and provides staff for Will Rogers Airport
1935 – Chamber leads bond issue to build the City/County/ Municipal complex
1927 – OKC establishes its first passenger flights
1943 – Chamber successfully recruits the Douglass Aircraft Plant at Tinker Field
1941 – Chamber raises funds to purchase Tinker Field
1944 – Chamber promotes bond issue to build Lake Hefner
8 • BOARD ORIENTATION 2025
June 21, 2024 - LA28 announces plan to host both Canoe Slalom and Softball Olympic games in OKC June, 2024 - Launch of the new, statewide bioscience association Life Science Oklahoma OUR PRESENT
Dec. 12, 2023 - OKC residents pass “Keep OKC Big League” campaign to build a new downtown arena.
Aug. 27, 2024 - Citizens approve “Promote OKC” campaign to increase hotel / motel tax
June 2022 –“Fix The Jail” campaign passes, creating opportunities to update OKC’s outdated jail facilities.
Feb. 2023 - Launch of the OKC Office of Film and Creative Industries
Nov. 2022 – OKC residents pass two “Invest In Our Future” OKCPS bond proposals.
Dec. 2019 – OKC residents pass MAPS 4 initiative
Nov. 2017 – Oklahoma County Criminal Justice Advisory Council is formed
Feb. 2015 - Tinker purchases 158 acres of land from BNSF and becomes a maintenance hub for KC-46A
May 2016 – RIVERSPORT Rapids opens to the public and hosts the Olympic Trials for canoe/kayak slalom
April 2017 – Innovation District study released
Dec. 13, 1993 – OKC residents pass the Chamber- led Metropolitan Area Projects (MAPS) initiative
March 4, 2008 – Residents approve a Chamber-led initiative to fund capital improvements for an NBA team
Dec. 8, 2009 - Chamber-led MAPS 3 campaign is approved by residents
Nov. 13, 2001 – Oklahoma City approves the Chamber-led MAPS for Kids initiative
1972 – The City dedicates its first convention center, the Myriad
June 25, 1965 – Chamber recruits the National Cowboy Hall of Fame and Western Heritage Center to Oklahoma City
Late 1950s – The Chamber forms the Urban Action Foundation to fund the Oklahoma City Urban Renewal Authority
1946 – CAA (now known as FAA) moves from Houston to Oklahoma City
9 THE GREATER OKLAHOMA CITY CHAMBER •
GREATER OKLAHOMA CITY CHAMBER MISSION & STRATEGIC PLAN
VISION: Greater Oklahoma City is the nation’s most collaborative, engaged and dynamic region.
MISSION: The Greater Oklahoma City Chamber is the voice of the business community and the visionary organization in the region.
GOALS: To increase Greater Oklahoma City’s ability to rapidly seize new and expanding economic opportunities by:
• Creating a business climate and positive image that is a strong foundation for economic development • Attracting new businesses, supporting the growth of existing businesses, and fostering entrepreneurship • Enhancing the region’s attractiveness for visitors and events • Ensuring the region’s talent base for the future through improvements and innovation in education, creating new talent pipelines, and retaining key talent • Supporting community and regional efforts that enhance economic development opportunities and quality of life amenities for residents • Providing value-added opportunities and benefits to our membership OPERATING FRAMEWORK:
Leadership and Community Shaping Initiatives ‒ MAPS Initiatives ‒ Education Compacts ‒ Regional Transportation ‒ Criminal Justice Reform ‒ Community Issue Campaigns ‒
Product Development and Strategic Projects ‒
Customer Engagement and Outreach ‒
Industrial, Commercial, Office and Retail Sites Convention Center and Visitor Facilities Comprehensive Image/Branding Strategy
Business Recruitment and Expansion Efforts Marketing and Communications Activities
‒ ‒ ‒ ‒ ‒ ‒ ‒ ‒
‒ ‒ ‒ ‒ ‒ ‒ ‒
Business and Community Events
Industry Cluster Strategies
Convention Services
Legislative Agenda
Visitor Services
Regional Economic Development Strategies
Education Agenda/K-12 Innovation
Talent Development and Retention Programs Member Services and Investor Relations
‒ ‒ ‒
Leadership Development Programs
Talent Development and Retention Programs
Entrepreneurship and Innovation Programming
Air Service
Research and Analysis Services
Economic Inclusion Initiatives
Innovation Eco-system
• Financial
• IT Systems /
• Staff
• Program Tracking & Evaluation
Management
Data Analytics
Development
10 • BOARD ORIENTATION 2025
Community outcomes of jobs, wages, capital investment and tax base are established to measure if Chamber programs and activities are producing the desired results. COMMUNITY INDICATORS AND TARGETED PROGRAM OUTCOMES
COMMUNITY OUTCOMES: Indicators that measure the impact of our collective efforts to attract/expand new jobs.
5 Year Forward VI Goals* (2021-2025) 20,000 – 24,000 jobs in five years 20% higher than the MSA average or $63,337 (Ave. wage $52,781)
Program to Date** (2021-2024)
Metrics
2024 Goals/Results
Goal – 4,000 Results – 5,888
Jobs: Number of jobs created or retained through Chamber-assisted companies
20,058**
$54,555** (3% avg. wage; 14% target)
Goal - $63,337 Results - $61,029
Wages: Average wage of job created by Chamber-assisted companies
Goal - $400 Million Results - $664.8 Million Goal - $24 Million Results - $33.4 million
Investment: Capital Investment into the community from Chamber-assisted companies
$2 Billion
$3 Billion**
Tax Base: The increase in tax base for Chamber-assisted efforts
$120 Million
$132.9 Million**
* FOKC VI was originally scheduled to be a 5-year program but will end early in 2024. Goals in this column have not been adjusted downward to reflect a four-year period. ** Results exclude one major project (Southern Rock Energy Partners Refinery); impacts will be included when additional project details are finalized. Project details: Jobs – 423; Wages - $92,200; Investment - $5.5 billion; Tax Base - $227.6 million
COMMUNITY INDICATORS: Indicators that measure the impact of our collective efforts to enhance our region.
Actual (2023 reporting – several indicators have lag time in reporting)
Economic Goal
Performance Metrics
Target
Jobs: Overall growth rate of jobs compared to US average and regional competitors Output: Growth rate in GDP or GDP per capita (BEA data)
at/above US avg. at/above Region
Jobs: +3.5% OKC vs. +2.1% US (2022-23) Jobs: +3.5% OKC vs. +2.3% Reg. Competitors (2022-23) GDP: -0.6% OKC vs. +1.9% US (2021-22)
Strong Business Growth
at/above US avg.
Cost of Doing Business: In the lowest quartile of metros with 1-2 million Cost of Living: In the lowest quartile of all metros
A competitive business climate
Lowest Quartile (2nd lowest among 20 metros; 84.9 CODB Index)
National ranking of Greater Oklahoma City’s cost of doing business and cost of living in regions of similar size
Lowest Quartile (20th lowest of 276 cities; Annual 2023 COLI 85.1)
Livable wages for residents
Growth in annual wages compared to the US
at/above US average
4.4% OKC vs. 3.4% US (2022-2023)
The growth rate of establishments The percent of firms/# of jobs from startups and micro-firms (defined as Stage-One Companies-firms with 2 to 9 employees). Education: Competitive US rankings among key education metrics Talent: Percent of professional/technical workers as a percent of all workers
+6.7% OKC vs. +3.0% US (2022-2023)
An active environment of new companies
at/above US average
Firms (2022): 66.4% OKC vs. 64.5% US Jobs (2021): 26.9% OKC vs. 25.7% US
at/above US average
1 metric above US avg. / 4 metrics below US avg.
A prepared workforce
at/above US average
18.6% OKC vs. 18.8% US (2023)
11 • BOARD ORIENTATION 2025
STRATEGIC PROJECTS
Objective
2025 Strategy/Performance Metrics
2024 Strategy/Performance Metrics
2024 Results/Status
Economic Development ‒ Refinement of FOKC VII economic development strategic plan initiatives; projects dependent on funding available for funding via investment campaign (target completion in Q1 2025). Visitor Development ‒ Completion of visitor development strategic plan in Q1 2025; programming goals identified and included in Visit OKC FY 2026 budget and plan. Regional and State Partnerships ‒ Assess strategic plans with regional and state partners to identify areas of alignment and mutual opportunities. • Develop strong partnerships (local, region, state levels) to lead on issue advocacy at all levels. Identify key policy outcomes needed to advance our region and implement with key partners. • Continue adjustments to DC Fly-in format to achieve broader leadership engagement to support our enhanced federal policy work. • Implement data tools to understand electorate and positions on business issues. • Expand the advocacy strategic communication strategy created in 2024 to shape and influence our policy outcomes. • Assess economic and visitor development incentives and programs (current and proposed) to enhance competitiveness and how to address major challenges that limit opportunities. • Support partners to complete negotiations on current mega-site(s); identify and market best use opportunities for identified sites. • Evaluate opportunities to identify/create additional sites of varying sizes throughout region for future projects. • Evaluate long-term infrastructure development needs to support site development (partner at state/regional/local levels).
Economic Development ‒ Completion of economic development strategic plan in Spring 2024; complete funding via investment campaign by December 2024. Visitor Development ‒ Visitor development strategic planning process to launch in January 2024; targeted completion in Summer 2024. ‒ Programming goals identified; funding levels to be evaluated and solutions proposed. Regional and State Partnerships ‒ Assess strategic plans with regional and state partners to identify areas of alignment and mutual opportunities. • Expand our federal policy work to include key public/ private stakeholders; focus on (1) increased federal funding for regional stakeholders and (2) federal policy outcomes to enhance our region’s business community. • Change DC Fly-in format to achieve broader leadership engagement to support our enhanced federal policy work. • Develop and implement a strategic communications strategy to impart important insight and engage a broad audience of decision-makers to shape and influence our policy outcomes. • Support the SVP transition; evaluate programs and implement changes to support an enhanced pro- business environment at the local, state, and federal levels (including PAC focus and funding). • Support partners to complete negotiations on current mega-site; evaluate opportunities to identify/create additional sites throughout region for future projects. • Evaluate long-term infrastructure development needs to support site development (partner at state/ regional/local levels).
Comprehensive Strategic Plan
• Strategic plan completed/ funding campaign underway.
• Strategic plan underway – work launched in Q2 2024 for completion in Q1 2025
• Ongoing discussions regarding the Dept. of Commerce reorganization and a focus of engaging key partners • Progress made; will be continuing project in 2025.
Public Policy Strategy
• Format adjusted;
considering additional refinements in 2025.
• Completed
• Completed
• Partnered with the Alliance for Economic Dev. to advance two 1,000 acre sites. • Ongoing
Mega-site(s)
12 • BOARD ORIENTATION 2025
STRATEGIC PROJECTS (CONTINUED) Objective 2025 Strategy/Performance Metrics
2024 Strategy/Performance Metrics
2024 Results/Status
• Identify airlift needs to support future economic and visitor growth opportunities; support local task force leading this work and engage at local/state/federal levels to support/influence identified outcomes. • Partner with airport staff and the Airport Trust to identify land development opportunities (aerospace and non-aerospace) as part of targeted effort to identify and recruit prospects. • Develop and begin implementation of a comprehensive branding strategy to use across all programs of work utilizing findings from the perception audit research, and economic and visitor development strategic plans. • Identify budget required for branding work and subsequent marketing efforts; assess funding requirements along with availability and/or gaps requiring solutions. • Support the work of LA28/Team OKC 2028 to host targeted events in Oklahoma City in 2028. • Develop plan to leverage Olympic events to showcase our region. • Create a plan for regional collaboration to drive innovation in PreK-12 public education delivery. Determine partners, process, timing, and budget required; develop timeline and implementation strategy for Phase I. • Engage with K-12, career/technology center and higher education staff and boards to make sure the needs of current and future employers are addressed in current and long-term plans. • Grow OKC FAME program in year 2 to include additional companies and students. Develop goals and metrics for years 3-5 of program.
• Identify airlift needs to support future economic and visitor growth opportunities; evaluate local/ state/federal opportunities to support. • Partner with airport staff and the Airport Trust to identify land development opportunities (aerospace and non-aerospace) as part of targeted effort to identify and recruit prospects. • Utilize perception audit research and economic and visitor development strategic plans to support branding, image, and marketing needs. • Identify budget required for implementation and assess funding options.
• Task force formed of business community leaders; process underway to evaluate/define needs. • Will assess compatible development
Air Service
• Work shifted to 2025; will commence after Visit OKC strategic plan completed. • Successfully completed campaign to increase hotel occupancy tax in 2024; will be a funding source for image work.
Image
• Continued to support LA28/Team OKC
• Announced OKC Selection by LA28 • Attended/observed Paris Olympics for canoe slalom and Olympic Village execution. Along with key volunteers and partners, held key meetings with LA28 leadership. • Maintained communication with LA28. • Furthered local collaboration efforts. • OKC FAME (Oklahoma Federation for Advanced Manufacturing Education program) apprenticeship program launched. • Underlying talent work is ongoing but branded program not launched. Will align with education programming in 2025. • Talent council continuing to meet/outline needs of employers. • Retained Director of Education mid-year. Engaged with key partners to understand challenges and opportunities; will include in 2025 program of work
LA28/Team OKC 2028
• Launch branded talent program for talent pipeline creation, retention, and recruitment efforts; define metrics and report annual progress. • Re-launch talent consortiums focused on digital and manufacturing talent and engage members/community leaders to identify gaps and opportunities in the market. • Engage with K-12, career/technology center and higher education staff and boards to make sure the needs of current and future employers are addressed in current and long-term plans.
Talent and Education
13 • BOARD ORIENTATION 2025
STRATEGIC PROJECTS (CONTINUED)
Objective
2025 Strategy/Performance Metrics
2024 Strategy/Performance Metrics
2024 Results/Status
Military/Aerospace ‒ Support infrastructure development needed at Tinker AFB for the bomber campus - includes support for federal appropriations required for campus development as well as support for needed Douglas Blvd modifications. ‒ Proactively lobby to retain/expand programs at the Mike Monroney Aeronautical Center – FAA. Bio-science ‒ Continue implementation of initiatives under the EDA grant and build a plan for sustainability of programs beyond the grant period. Expand membership and engagement in Life Science Oklahoma (program created in 2024 to support this industry sector) and create expanded bio-industry tools (regional job board, IP scraping tools, etc.) to support industry needs. Film+Creative ‒ Develop strategy to support sector after initial work to launch the Film office in 2023. Determine programs and funding needed to continue growth in this sector. Hospitality ‒ Design and implement convention sales strategy to target our top business sectors (current and aspirational); leverage local contacts to support workRegional and State
Military/Aerospace ‒ Support infrastructure development needed at Tinker AFB for the bomber campus (includes support for federal fiscal appropriations required for campus development). ‒ Proactively lobby to retain/expand programs at the Mike Monroney Aeronautical Center – FAA. Bio-science ‒ Implement initiatives under the EDA grant to (1) evaluate options/launch a bioscience organization in 2024 (includes organization structure, governance, and brand) and (2) create expanded bio-industry tools (regional job board, IP scraping tools, etc.) to support industry needs.
• Negotiations around purchase of MROTC land completed by key partners allowing B1 Bomber campus to proceed. • Worked with Cornerstone, CODEL and all key partners to secure missions and programs at Tinker and FAA continue. Lobbying efforts assisted our FAA presence holding ground against other states. • Life Science Oklahoma created and launched. Program Director hired. All requirements under EDA grant on track for completion • Meeting metrics required under the contract with the City of OKC • Incentives (state and local) continue to be included in our legislative agenda. • Twisters release brought national attention to our film industry. Economic impact of this project was $120 million for Oklahoma City. • Collaborating with local partners to identify opportunities; hosted site/ economic development related meetings • Targeted engagement with focus on relationship building and areas of mutual interest. • Corporate supplier forums – work managed by the Alliance as part of their ARPA contract
Industry Sectors
Film+Creative ‒ Identify needs (programming and
legislatively) to expand this industry sector; embrace talent development partnerships in comprehensive talent program and partner with State/regional film offices promoting Greater Oklahoma City opportunities. Hospitality ‒ Design and implement convention sales strategy to target our top business sectors (current and aspirational); leverage local contacts to support work. • Evaluate engagement with local minority chambers for mutually beneficial opportunities. • Convene two corporate supplier forums to educate community businesses on minority supplier engagement.
• Engage strategic partners (minority chambers, etc.) to identify opportunities to support economic inclusion of all businesses. • Consider opportunities for strategic partnerships as economic development efforts become more multi-national; will be a key for business and talent recruitment.
Community Inclusion
14 • BOARD ORIENTATION 2025
STRATEGIC PROJECTS (CONTINUED)
Objective
2025 Strategy/Performance Metrics
2024 Strategy/Performance Metrics
2024 Results/Status
• Monitor status of upcoming initiatives; determine work needed in 2025 for long-term success: - Transportation/Regional transit - City of OKC general obligation bond issue - Minimum wage/other initiatives (state/local) • Monitor previous campaign commitments; engage as needed to support that deliverables are met. • Create and implement a leadership development strategy that builds familiarity/participation with Chamber programs and goals resulting in a leadership pipeline for our future. • Evaluate membership engagement and sales strategy to ensure alignment with overall Chamber strategy; leverage opportunities identified in the strategic plan to expand member engagement options. • Evaluate/refine organization processes and alignment to support staff culture, engagement, and retention. • Continue needs assessment and implement targeted projects to streamline workflows, provide needed workspaces, and enhance internal communications.
• Monitor status of upcoming initiatives; determine work needed in 2024 for long-term success: - Regional transit - City of OKC general obligation bond issue - Minimum wage/other initiatives (state/local) • Monitor previous campaign commitments; engage as needed to ensure that deliverables are met. • Create and implement a leadership development strategy that builds familiarity/participation with Chamber programs and goals resulting in a leadership pipeline for our future. • Evaluate membership engagement and sales strategy to ensure alignment with overall Chamber strategy; leverage opportunities identified in the strategic plan to expand member engagement options. • Evaluate/refine organization processes and alignment to support staff culture, engagement, and retention. • Continue needs assessment and implement targeted projects to streamline workflows, provide needed workspaces, and enhance internal communications.
• Successfully led campaign for Hotel Occupancy Tax increase; worked closely with key partners to ensure support. • Engaged/monitoring upcoming ballot initiatives. • Monitoring/engaging as appropriate. • Intentional engagement of broad leadership around strategic planning work (both economic and visitor development) • Retained new SVP of Membership; expanded role to include investor relations to increase engagement focus • Internal committees formed and meeting. • IT and HR system upgrades completed streamlining processes.
Community Issues/ Campaigns
Leadership Development
Membership Development
Organization Culture and Alignment
RECURRING PROGRAMS - ACTIVITIES AND GOALS
Chamber Objective
Performance Metrics
2025 Goals (TENTATIVE) 2024 Goals
2024 Results
Business Climate: Are we creating a climate in which businesses can thrive?
• Percent of legislative agenda goals met • Percent of Board of Directors and FOKC investors satisfied/ very satisfied with legislative agenda and results • Amount raised annually for the PAC with the percent of candidates elected
• TBD in Q1 with
• 85% • 85% • $50,000 / 85%
• 90% + • Survey in Progress • $57,951/ 85%
input from FOKC VII Leadership Council
15 • BOARD ORIENTATION 2025
RECURRING PROGRAMS - ACTIVITIES AND GOALS (CONTINUED)
Chamber Objective
Performance Metrics
2025 Goals (TENTATIVE) 2024 Goals
2024 Results
Business Development: Are our economic development efforts resulting in tangible impact? Convention and Visitor Activity: Are we effectively supporting our tourism economy? Talent Development: Are we targeting the issues businesses care about? Image Development: Are we effectively marketing and communicating our image? Community Initiatives: Are we successfully addressing community issues? Membership: Are we meeting member expectations? Operations: Do we have the planning and capacity to effectively conduct our work?
• Number new jobs created by Chamber supported new and expanding businesses • Amount of capital created by Chamber supported new and expanding businesses • Number of recruitment projects with active negotiations • Number of room nights booked • Return on overall funding goal (city’s ROI on VISIT OKC Funding) • Percent of customers surveyed that were satisfied/very satisfied with CVB experience • Number of active talent pipeline consortiums • Talent program launched; FAME manufacturing chapter created • Percent of members satisfied/very satisfied with Chamber talent, education, and workforce efforts • Number of stories placed and percent that are positive or neutral in nature • Increase in unique visits to website • Event attendance (comparing like events) • Percent of community initiative projects that meet annual goals • Percent of members satisfied/very satisfied with the Chamber’s role in community initiatives • Membership subscriptions • Percent of members satisfied/very satisfied with the value of their Chamber membership • Net budget goals met • Percent of C-Level representation on the Board of Directors (elected and appointed) • Percent of Board of Directors/FOKC Investors that are satisfied/very satisfied that the Chamber effectively represents the interests of the business community
• 4,000 • $400 million • 20
• 5,888 • $664.8 million • 10
• TBD in Q1 with
input from FOKC VII Leadership Council
• 483,000 • $52:$1 • 90% satisfaction
• 449,700 • $55:$1 • 94% satisfaction 60% return rate
• 467,955 • $68:$1 • 95% satisfaction 57% return rate • Deferred • Completed • Survey in progress
• 2 • Completed • 90%
• TBD in Q1 with
input from FOKC VII Leadership Council
• 250/95%
• Metric calculations underway
• TBD in Q1 with
input from FOKC VII Leadership Council
• Meet/exceed 2023 • Exceeds 2023
• 80% • 85%
• Survey in progress • Survey in progress
• TBD in Q1 with
input from FOKC VII Leadership Council
• $3.1 million • 85%
• $3.1 million • 85%
• $3.1 million • Survey in progress
• 95% • 95%
• 95% • 95%
• YE close in process • 97%
• 95%
• 95%
• Survey in progress
16 • BOARD ORIENTATION 2025
17 • BOARD ORIENTATION 2025
ORGANIZATIONAL INFORMATION
Greater Oklahoma City Chamber
Oklahoma City Economic Development Foundation
Tax Status
501(c)(6)
501(c)(3) The Foundation is a Type I supporting foundation of the Chamber
Year-End
December 31
December 31
Employees
Approx. 80 staff; 12 part-time registrars
None. All activities are carried out via Chamber staff
Governance
48 directors (various one and three year terms); all past chairs; one life member; six ex-officio (non-voting members)
Executive Committee of the Chamber, plus up to five additional persons designated by the Chair of the Chamber
Audit is performed annually. The entities are presented on a consolidated basis due to the Board control and the interaction of the programming. Directors & Officers Liability, Employment Practices Liability, and Fiduciary Liability insurance are maintained through Philadelphia Indemnity Insurance.
RECURRING REVENUE SOURCES: Contracts with the City of Oklahoma City: •
Visit OKC – funding to provide convention and tourism (visitor) services that encourage, promote and/or foster the development of Oklahoma City as a first-class convention and tourism (visitor) destination. The contract is funded from hotel/motel occupancy tax collections. Fiscal year contract (June 30) has been renewed annually since the City ordinance was passed in 1972. • Economic Development – funding to provide professional economic and community development services to encourage, promote and/or foster community and economic development through the creation of new jobs, expansion of existing industries and the promotion of a more diverse retail tax base, which will serve to reduce sales tax leakage in the City. Fiscal year contract (June 30) has been renewed annually since 1993. Contract with Oklahoma County: funding to support programs and activities which encourage economic development within Oklahoma County. Fiscal year contract (June 30) has been renewed annually since 1998. Forward Oklahoma City (FOKC): was created in 1995 to maximize our city’s economic potential, increase our competitive position and ensure our long-term success. Every five years, we re-evaluate the program and use input from existing companies, data analysis, the political environment, business trends, best practices and program results to make sure that we are moving Oklahoma City forward. FOKC is supported by the Greater Oklahoma City Chamber Partnership, the ten county regional partnership focused on economic development. FOKC VII cycle begins in January 2025. Membership: annual investment to support programs and operations. Events and Programs: sponsorship and advertising revenues from member companies to support our events and publications while also promoting the member’s business to a wide variety of audiences.
18 • BOARD ORIENTATION 2025
SUMMARIZED FINANCIAL INFORMATION
Consolidated Statement of Financial Position
November 30
December 31
Unrestricted Cash Restricted Cash - Visit OKC Restricted Cash - FOKC Total Cash Receivables Prepaid Expenses & Other Total Current Assets Net Fixed Assets & Other Total Assets Assets
2024
2023
Inc (Dec)
2023
Inc (Dec)
$ 7,927,592 2,121,638 2,884,227 12,933,457
$ 8,350,894 1,832,169 3,470,195 13,653,258 1,047,645
$ (423,302)
$ 8,285,572 2,375,181 3,023,017 13,683,770 1,636,854
$ (357,980) (253,543) (138,790) (750,313) (1,247,260)
289,469
(585,968) (719,801) (658,051)
389,594 652,016
539,751
112,265
746,734
(94,718)
13,975,067
15,240,654
(1,265,587)
16,067,358 1,122,340 $ 17,189,698
(2,092,291) (128,049)
994,291
1,104,679
(110,388)
$ 14,969,358
$ 16,345,333
$ (1,375,975)
$ (2,220,340)
Accounts Payable / Accrued Liabilities Contract Liability - Visit OKC Deferred Revenues & Other Total Liabilities Net Assets Total Liabilities and Net Assets Liabilities and Net Assets
$ 638,803 2,477,415 2,198,903 5,315,121 9,654,237
$ 444,833 2,686,529 2,666,554 5,797,916 10,547,417
$ 193,970 (209,114) (467,651) (482,795) (893,180)
$ 2,227,777 2,350,253 3,131,828 7,709,858 9,479,840 $ 17,189,698
$ (1,588,974)
127,162
(932,925) (2,394,737)
174,397
$ 14,969,358
$ 16,345,333
$ (1,375,975)
$ (2,220,340)
Consolidated Statement of Activity and 2025 Budget
Projected to 2024 Budget $ (35,000) (62,500) (289,000)
% Change Budget to Budget
Revenues
2024 Projected 2024 Budget
$ 3,177,000 1,830,500 2,735,000 10,469,000 2025 Budget
Membership Investment Program and Sponsorship Revenues Contributions & Grants Contract Revenues
$ 3,123,000 2,076,500 2,533,000 9,104,000
$ 3,158,000 2,139,000 2,822,000 9,400,500
.6%
( 14.4%)
( 3.1%) 11.4% 12.9% 4.2%
(296,500)
Other Revenues Total Revenues
485,500
425,000
60,500
480,000
17,322,000
17,944,500
(622,500)
18,691,500
Expenses
8,135,000 8,371,000 1,203,000 17,709,000 (387,000) 2,140,500 2,334,000 (193,500) $ (580,500)
8,294,000 8,847,500 1,285,500 18,427,000 (482,500) 2,194,500 2,156,500
(159,000) (476,500) (82,500) (718,000)
9,089,000 8,761,000 1,430,000 19,280,000 (588,500) 2,795,000 2,479,000 316,000 $ (272,500)
9.6%
Personnel Costs Direct Programming Expenses
( 1.0%) 11.2% 4.6% 22.0%
Occupancy & Overhead Total Operating Expense Operating Results
95,500
Other Special Revenue Other Special Expense Net Other Special Revenue/Expense Overall Net Results
(54,000) 177,500 (231,500)
38,000
$ (444,500)
$ (136,000)
19 THE GREATER OKLAHOMA CITY CHAMBER •
Membership Investment and Member Count by Investment Level MEMBERSHIP DEMOGRAPHICS
$1,200,000
30%
$997,025
$1,000,000
25%
$800,000
20%
$706,990
$600,000
15%
$400,000
10%
$337,035
$334,925
$288,875
$286,520
$185,845
$200,000
5%
$0
0%
Executive Partner
Senior Partner
Partner
Advisors Emerging Leader
Associate Core
Membership Investment (Total - $3,137,215)
# of Members (Total - 2,365 members)
Membership Level
Membership Investment
Executive Partner
Over $40,000
Senior Partner
$10,000 - $39,999 $5,000 - $9,999 $3,000 - $4,999 $1,500 - $2,999
Partner Advisor
Emerging Leader
Associate
$750 - $1,499 $500 - $749
Core
20 • BOARD ORIENTATION 2025
CHAMBER MEMBERS
Percent of Member Investment by Business Category
Professionals; Doctors, CPA's, Lawyers, Advertisers Services; Cleaners, Laundries, Personal Organizations / Labor Unions Financial; Banks Savings & Loan Associations Schools / Education / Govt Agencies Construction Manufacturers / Processors Real Estate Public Utilities Retailers Oil Wholesalers / Distributors Financial; Investment & Finance Companies Insurance Amusements / Entertainment Hotels / Motels Restaurants / Café / Taverns Transportation; Rail, Bus, Air, Truck Lines Automotive; Dealers, Service Stations, Repair Shops Radio / Television Publishers / Printers Apartments / Mobile Home Parks Non-Classified / Individual Members
0.1%
0.5% 0.5% 0.5%
0.8%
1.2%
1.8%
2.5%
2.6%
2.8%
3.3% 3.3%
4.1% 4.0%
5.0%
5.3%
5.5% 5.4%
6.1%
6.7%
9.9%
13.0%
15.1%
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0%
Membership Investment by Tenure
1 Year
$253,905
2 Years
$150,515
3 Years
$130,100
4 Years
$96,415
5 - 9 Years
$322,455
10 - 14 Years
$319,585
15+ Years
$1,864,240
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
21 THE GREATER OKLAHOMA CITY CHAMBER •
2025 KEY DATES Thursday, January 9 Board Meeting 10 - 11 a.m.
Thursday, May 8 Board Meeting 10 - 11 a.m. Chamber, 2nd Floor Conference Room Thursday, June 12 Board Meeting 10 - 11 a.m. Virtual Meeting
Thursday, October 9 Board Meeting 10 - 11 a.m. Chamber, 2nd Floor Conference Room
Chamber, 2nd Floor Conference Room
Wednesday, January 22 Legislative Kickoff 11:30 a.m. - 1 p.m. National Cowboy & Western Heritage Museum Tuesday, February 4 Legislative Reception 5 - 7 p.m. Innovation Hall Thursday, February 13 Joint BOA/BOD Meeting 10 - 11 a.m. TBD
October 22 – 24 InterCity Visit TBD
Thursday, November 13 Board Meeting 10 - 11 a.m.
Wednesday, July 16 State of the City 11:30 a.m. - 1 p.m. Oklahoma City Convention Center Wednesday, August 6 State of the Schools 11:30 a.m. - 1 p.m. National Cowboy & Western Heritage Museum
Chamber, 2nd Floor Conference Room
Wednesday, November 19 State of the Economy 11:30 a.m. - 1 p.m. National Cowboy & Western Heritage Museum Wednesday, December 10 Annual Meeting 11 a.m. – 1 p.m. TBD Thursday, December 11 Board Meeting 10 - 11 a.m. Virtual Meeting Note: Dates are subject to change. You will receive a notice before each meeting/event confirming date, time and location. For updated event information or to register, visit www.okcchamber.com/events.
Thursday, March 13 Board Meeting 10 - 11 a.m. Chamber, 2nd Floor Conference Room Thursday, April 17 Leadership Retreat 8 a.m. - 1:30 p.m. TBD
Thursday, August 14 Board Retreat 8 - 11:30 a.m. TBD
Thursday, Sept. 11 Joint BOA/BOD Meeting 10 - 11 a.m. TBD Thursday, September 25 State of the Region 11:30 a.m. - 1 p.m. TBD
April 29-30 DC Visit Washington, DC
22 • BOARD ORIENTATION 2025
MANAGEMENT STAFF Christy Gillenwater
Katie Opalka Executive Assistant to the President & CEO (405) 297-8987 kopalka@okcchamber.com
President & CEO (405) 297-8939 cgillenwater@okcchamber.com
Zac Craig President Visit Oklahoma City (405) 297-8963 zcraig@visitokc.com
Cynthia Reid Senior Vice President Marketing & Communications (405) 297-8942 creid@okcchamber.com
Mike Jackson Senior Vice President Government & Community Relations (405) 297-8925 mikejackson@okcchamber.com
Hardy Watkins Senior Vice President Membership & Investor Relations (405) 297-8948 hwatkins@okcchamber.com
Barb Denny CFO / Vice President Operations (405) 297-8970 bdenny@okcchamber.com
* The position of Senior Vice President of Economic Development is currently open.
23 THE GREATER OKLAHOMA CITY CHAMBER •
BOARD ORIENTATION 2025
24 • BOARD ORIENTATION 2025
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