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
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