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
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