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
Sean Trauschke Teresa Rose, JD
Chair-elect Treasurer
John Hart
Corporate Secretary
David Rainbolt
President & CEO
Christy Gillenwater
VICE CHAIRS:
Convention & Visitor Development
Bill Lance
Economic Development
W. Kent Shortridge
Education & MAPS 4 Development
Teresa Rose, JD Rick Muncrief Bradley Krieger Tom McDaniel
Forward Oklahoma City Government Relations MAPS 3 Development
Marketing & Communications Jenny Love Meyer Membership & Business/Econ. Inclusion Rhonda Hooper Military and Aerospace Judy Hatfield, CCIM Strategic Planning Clayton Bennett Strategic Planning J. Larry Nichols
3 THE GREATER OKLAHOMA CITY CHAMBER •
2023 BOARD OF DIRECTORS
THREE-YEAR TERM ENDING 2023
David Carpenter President American Fidelity Corporation Jim R. Gebhart Oklahoma Community President Mercy Hospital Oklahoma City Steve Hahn President - AT&T Central States AT&T Oklahoma
Nathaniel R. Harding Managing Partner Cortado Ventures David R. Harlow CEO BancFirst Corporation Ryan Kirk OK Market Executive JPMorganChase Bank, N.A.
Michael S. Laird Director Crowe & Dunlevy Michael F. Lauderdale Managing Director McAfee & Taft David J. Morgan Sr. Executive VP MidFirst Bank Jenny Love Meyer EVP, Chief Culture Officer Love’s Travel Stops Rick Muncrief President & CEO Devon Energy Corporation Xavier Neira President Logatore, LLC
Ford C. Price Managing Partner Price Edwards & Company Natalie Shirley Tony J. Tyler Tyler Media
THREE-YEAR TERM ENDING 2024
Sanford C. Coats, Esq. OKC Site Director & Senior Counsel The Boeing Company Judy Hatfield Founding Principal Equity Commercial Realty Advisors, LLC Mark A. Helm President Dolese Bros. Co.
Joe Hodges Regional President SSM Health Oklahoma Richard Lofgren, MD, MPH, FACP President & CEO OU Health Bonnie Lopez-Crowe
Teresa Rose, JD Executive Director Communities Foundation of Oklahoma Claudia San Pedro President SONIC Drive-In W. Kent Shortridge
Sr. VP, Operations & Customer Serv. Oklahoma Natural Gas Company ONE Gas Inc.
VP, OKC Market Leader Cox Communications
THREE-YEAR TERM ENDING 2025
Bob Funk, Jr. Owner Prodigal David F. Griffin CEO Griffin Media / NEWS 9 John Hart CFO, Exec. VP of Strategic Planning Continental Resources
Bradley Krieger Chmn. OKC & EVP/Reg. Mgr. OK/KS/MO Arvest Bank Bill Lance Secretary of State The Chickasaw Nation
Timothy T. Pehrson President & CEO INTEGRIS Health Robert J. Ross Chairman & CEO Inasmuch Foundation William P. Schonacher President & CEO, IBC Oklahoma IBC 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
4 • BOARD ORIENTATION 2023
ONE-YEAR TERM ENDING 2023
Mark Beffort CEO RobinsonPark Dan Boren Corp. Development/ Div. of Commerce The Chickasaw Nation Jim Couch General Manager JDC Consulting, LLC
Mohammad Farzaneh Partner Home Creations Chris Fleming President Midtown Renaissance (A REHCO, LLC Company) AJ Griffin Director of Government and Community Affairs Paycom
Christian Kanady CEO Echo Investment Capital, LLC Vincent Lombardo President of US Payments & Payroll Solutions Heartland Tom McDaniel President American Fidelity Foundation
Gary E. Raskob, Ph.D. Sr. Vice President & Provost University of Oklahoma Health Sciences Center Michael F. Ross Executive Vice President INSURICA/American Fidelity Tony N. Shinn President - Bank of America OKC Bank of America Merrill Lynch
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
Commissioner Brian Maughan OK County Commissioner Dist. 2 Oklahoma County
Superintendent Sean McDaniel Oklahoma City Public Schools
City of Oklahoma City Mayor David Holt Mayor of Oklahoma City City of Oklahoma City
PAST CHAIRS, LIFE MEMBER AND OTHER
Clayton Bennett Chairman Dorchester Capital Luke R. Corbett
Gerald L. Gamble President / Owner Gerald L. Gamble Co. Fred J. Hall Chairman & CEO Hall Capital V. Burns Hargis President Emeritus / Of Counsel Oklahoma State University / McAfee Taft Law Dan Hogan Owner Dan Hogan Properties Rhonda Hooper President & CEO Jordan Advertising Stanley F. Hupfeld, FACHE Retired INTEGRIS Health
Percy Kirk Sr. VP & Region Manager, Southwest Region Cox Communications
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
Dave Lopez DL Dynamics
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
Edmund O. Martin Executive Chairman Ackerman McQueen, Inc. Frank McPherson Past Chairman J. Larry Nichols Chairman Emeritus Devon Energy Corporation David Rainbolt Executive Chairman BancFirst Corporation
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
POLICY COMMITTEES
Chamber Board of Directors
Government Relations Steering
Transportation Policy
Education Policy
Healthcare Policy
6 • BOARD ORIENTATION 2023 6 • BOARD ORIENTATION 2023
WHAT WE NEED FROM YOU INSIGHT INFLUENCE INVOLVEMENT
DC VISIT
INTERCITY VISIT
LEADERSHIP SUMMIT
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 2023
OUR PRESENT
June 2022 –“Fix The Jail” campaign passes, creating opportunities to update OKC’s outdated jail facilities.
Nov. 2022 – OKC residents pass two “Invest In Our Future” OKCPS bond proposals.
Dec. 2018 – OKC’s modern streetcar begins operating
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
March 4, 2008 – Residents approve a Chamber-led initiative to fund capital improvements for an NBA team
Oct. 2008 – The Oklahoma City Thunder begins its inaugural season in Oklahoma City
July 2009 – The Oklahoma River is named an official U.S. Olympic & Paralympic Training Site for rowing and canoe/kayak
Dec. 8, 2009 – Chamber- led MAPS 3 campaign is approved by residents
Dec. 13, 1993 – OKC residents pass the Chamber- led Metropolitan Area Projects (MAPS) initiative
1972 – The City dedicates its first convention center, the Myriad
Nov. 13, 2001 – Oklahoma City approves the Chamber-led MAPS for Kids initiative
Late 1950s – The Chamber forms the Urban Action Foundation to fund the Oklahoma City Urban Renewal Authority
June 25, 1965 – Chamber successfully recruits the National Cowboy Hall of Fame and Western Heritage Center to Oklahoma City
1946 – CAA (now known as FAA) moves from Houston to Oklahoma City
9 THE GREATER OKLAHOMA CITY CHAMBER •
MISSION & STRATEGIC PLAN
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 are strong foundations 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 in education, creating new talent pipelines and retaining key talent • Supporting community efforts that enhance the opportunities and amenities for residents • Providing value-added opportunities and benefits to our membership
OPERATING FRAMEWORK:
Leadership and Community Shaping Initiatives
Product Development and Strategic Projects
Customer Sales and Service
MAPS Initiatives Education Compacts Regional Transit Criminal Justice Reform Community Issue Campaigns Leadership Development Programs Entrepreneurship and Innovation Programming Diversity, Equity and Inclusion Initiatives
Industrial, Commercial, Office and Retail Sites Innovation District Convention Center And Visitor Facilities Comprehensive Image Strategy Industry Cluster Strategies
Business Recruitment and Expansion Efforts
Marketing and Communications Business and Community Events Convention Services Visitor Services Talent Development and Retention Programs Member Services Research and Analysis
Legislative Agenda Education Agenda
An Effective Organization
Financial Management
IT Systems and Data Analytics
Staff Development
Program Tracking and Evaluation
10 • BOARD ORIENTATION 2023
Community outcomes of jobs, wages, capital investment and tax base are established to measure if Chamber programs and activities are producing the desired results. If the community outcomes do not trend in the desired directions, our program strategies are adjusted. COMMUNITY INDICATORS AND TARGETED PROGRAM OUTCOMES
COMMUNITY OUTCOMES: Indicators that measure the impact of our collective efforts to attract/expand new jobs.
Metrics
5 Year Forward VI Goals (2021-2025) 20,000 – 24,000 jobs in five years 20% higher than the MSA average (Average wage: $52,781)
Program to Date (2021-2022)
2023 Goals
Jobs: Number of jobs created or retained through Chamber-assisted companies
10,228
4.000
Wages: Average wage of job created by Chamber- assisted companies
$46,955 (11% below avg. wage) (27% below target goal)
Target wage: $63,337
Investment: Capital Investment into the community from Chamber-assisted companies
$2 Billion
$1.14 Billion
$400 Million
Tax Base: The increase in tax base for Chamber- assisted efforts
$120 Million
$55.3 Million
$24 Million
COMMUNITY INDICATORS: Indicators that measure the impact of our collective efforts to enhance our region.
Economic Goal
Performance Metrics
Target
Actual
An active environment of new companies
The growth rate of establishments
at/above US average
+1.9% OKC vs. +4.0% US (2020-2021)
The percent of firms and number of jobs from startups and micro-firms (defined as Stage-One Companies - all firms with 2 to 9 employees). Growth in annual wages compared to the US
Firms (2021): 68.7% OKC vs. 67.2% US Jobs (2021): 27.4% OKC vs. 26.3% US
Livable wages for residents
at/above US average
3.1% OKC vs. 5.6% US (2020-2021)
A prepared workforce
Education: Competitive US rankings among key education metrics
at/above US average
1 metric above US avg. / 4 metrics below US avg.
Talent: Percent of professional/ technical workers as a percent of all workers National ranking of Greater Oklahoma City’s cost of doing business and cost of living in regions of similar size
at/above US average
15.7% OKC vs. 14.7% US (2021)
A competitive business climate
Cost of Doing Business: In the lowest quartile of metros with 1-2 million
Lowest Quartile (2nd lowest among 20 metros; 84.9 CODB Index)
Cost of Living: In the lowest quartile of all metros
Lowest Quartile (16th lowest of 265 cities; COLI 84.0)
Strong Business Growth
Jobs: Overall growth rate of jobs compared to US average and regional competitors
at/above US avg.
Jobs: +2.2% OKC vs. +3.4% US (2020-2021)
at/above Region
Jobs: +2.2% OKC vs. +3.0% Regional Competitors (2020-2021)
Output: Growth rate in GDP or GDP per capita (BEA data)
at/above US avg.
GDP: +0.9% OKC vs. +5.9% US (2020-2021)
11 THE GREATER OKLAHOMA CITY CHAMBER •
RECURRING PROGRAMS - ACTIVITIES AND GOALS
KEY PROGRAM ACTIVITIES AND METRICS
Chamber Objective
Performance Metrics
2023 Goals
Business Climate: Are we working to create 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 • 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
75% 85%
$50,000/80%
Business Development: Are our economic development efforts resulting in tangible impact?
4,000
$400 million
20
Convention and Visitor Activity: Are we effectively supporting our tourism economy?
• Number of room nights booked • Amount of direct spending
429,700 $344 million
• Percent of customers surveyed that were satisfied/very satisfied with CVB experience • Number of active talent pipeline consortiums • Active Compacts/partnerships with education groups • Percent of members satisfied/very satisfied with Chamber 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 or 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
94% satisfaction 60% return rate
Talent Development: Are we targeting the issues businesses care about?
2
2
90%
Image Development: Are we effectively marketing and communicating our image?
190/95%
Meet/exceed 2022 Exceeds 2022; reaches 90% of pre- pandemic numbers
Community Initiatives: Are we successfully addressing community issues our leadership cares about?
80%
85%
Membership: Are we meeting the expectations of our members?
$3.1 million 85%
Operations: Do we have the planning and capacity to effectively carry out our work?
above 95% 95%
90%
12 • BOARD ORIENTATION 2023
2023 STRATEGIC PROJECTS
KEY PROGRAM ACTIVITIES AND METRICS
Objective
Strategy/Performance Metrics
Talent and Workforce
• Assess current program goals and internal structure • Align organization staffing/identify personnel needs • Align work with ARPA funded workforce programs
• Develop regional STEM programming to support partnerships • Continue Higher-ED partnership development; set strategic goals
Public Policy Strategy
• Evaluate Federal policy strategy/consulting support; identify revisions needed for current issues/ environment • Increase presence at city, county and school board governing meetings; target early identification of issues • Align internal resources to support strategy • Arena - Engage with Mayor and city staff to understand need and identify community support/concerns. Lead community issue campaign if authorized by the BOD • Other State/Local Initiatives - Monitor status of key projects; determine work needed in 2023 for long-term success • Conduct national perception audit of economic development decision makers, site selectors and potential employees (completed every 3-5 years); evaluate results and refine current strategy • Combine ED perception audit results with CVB studies to evaluate city-wide branding and marketing opportunities; initial work to include goal definition, key partners and funding needed to complete work and effectively implement marketing/PR strategies • Develop timeline and strategy to complete an integrated organization plan that embraces the synergies of our combined business lines (economic development, visitor development, etc) • The current Forward OKC funding cycle ends in 2025; work to commence in late 2023 to identify consultant to lead development of an economic development strategy that effectively competes with our peer and aspirational markets • Complete project milestones for Tinker AFB expansion • Lead EDA grant work to create new bio-sector organization and programming; EDA grant funds support work through early 2027. • Lead work to build film industry in Oklahoma City; contract with the City of OKC funds work through 2025
Community Issues/ Campaign
Image
Comprehensive Strategic Plan
Industry Sectors
DEI/Business Inclusion • Fully implement projects generated by committees (data project, toolkit, supply chain); elevate scope and focus of future work
Organization Culture
• Create a culture that inspires and serves all staff. Identify issues and opportunities though facilitated sessions with staff; implement immediate and ongoing responses
Membership Development
• Evaluate current investment structure, benefits and programming to support mission of the organization
Operations
• Replace CRM that supports membership, events, accounting and communications. Goal to have fully implemented by Q1 2024. • Assess current facilities and propose plan for immediate and long-term needs to address efficiencies, technology needs and projected staff growth
13 THE GREATER OKLAHOMA CITY CHAMBER •
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. 65 staff; 10 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
Annual Audit is performed by RSM. 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.
REVENUE SOURCES: Contracts with the City of Oklahoma City: •
Convention and Visitors Bureau (CVB) – 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 (ED) – 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. Membership: annual dues 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.
14 • BOARD ORIENTATION 2023
2023 BUDGET
Consolidated Revenue ($20,260,035)
Events and Programs 10%
Forward Oklahoma City 13.4%
Membership 16%
City of OKC Contracts - Economic Development 8.4% EDA Grants for Economic Development 2.7% Oklahoma County Contract - Economic Development 1%
Other Income 1.1%
City of OKC Contract - ARPA Funds for Hospitality Industry 8.9%
City of OKC Contract - Visitor Development 38.5%
Consolidated Expenses* ($20,664,115)
*Expenses exceed revenues primarily due to the timing of *FOKC revenues versus expenses over the five year program.
Special Projects and Other Government Relations 1.0%
Personnel 37.8%
Communications/Marketing 7.7%
1.0%
Education & Workforce
0.5%
EDA Grants for Economic Development 2.7%
Membership
0.3%
Occupancy & Overhead
Economic Development 7.4%
5.5%
E
CD
B
A
City of OKC Contract - ARPA Funds for Hospitality Industry 8.7%
Visitor Development 27.4%
15 THE GREATER OKLAHOMA CITY CHAMBER •
MEMBERSHIP DEMOGRAPHICS
Total Chamber Members - 2575 (Percentage by Investment Level)
Executive Partner
1% Senior Partner 11.5%
Core 28.7%
Partner 14.3%
Membership Level
Membership Investment
Executive Partner Senior Partner Partner Advisor Emerging Leader Associate Core
Over $40,000 $10,000 - $39,999 $5,000 - $9,999 $3,000 - $4,999 $1,500 - $2,999 $750 - $1,499 $500 - $749
Associate 15.7%
Advisor 22.2%
Emerging Leader 6.5%
Total Membership Dollars - $3,174,300 (Percentage by Investment Level)
Core 11.9%
Executive Partner 9%
Senior Partner 11.7%
Associate 9.5%
Emerging Leader 5.3%
Partner 20.2%
Advisor 32.4%
16 • BOARD ORIENTATION 2023
CHAMBER MEMBERS
Percent of Member Investment by Business Category
Professionals (Doctors, Lawyers, CPA’s, etc.) Services (Cleaners, Laundries, Personal)
15.8%
13.9%
Organizations/Labor Unions
8.6%
Financial - Banks Public Utilities
6.6%
5.5% 5.5%
Construction
Manufacturers/Processors Schools/Education/Govt. Agencies
5.2%
5.1% 5.1%
Real Estate
Oil
4.2%
Retailers Insurance
3.9% 3.9%
Wholeslaers/Distributors Financial - Investment/Finance Amusments/Entertainment
3.4% 3.4%
2.4%
Hotels/Motels Restaurants Tranportation Radio/Television Publishers/Printers
2.1% 2.1%
0.9%
0.6% 0.6% 0.6%
Automotive (Dealers/Repair)
Apartments Individual
0.5%
0.1%
Membership Investment by Tenure
15+ Years
$1,770,845
10 - 14 Years
$343,600
5-9 Years
$377,535
4 Years
$148,380
3 Years
$81,425
2 Years
$71,415
1 Year
$162,610
First Year
$218,490
17 THE GREATER OKLAHOMA CITY CHAMBER •
2023 KEY DATES
Thursday, January 12 Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room Wednesday, January 25 Legislative Kickoff 8 - 9:30 a.m. National Cowboy & Western Heritage Museum Tuesday, February 7 Legislative Reception 5 - 7 p.m. UCO Boathouse Thursday, February 9 Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room Thursday, March 9 Joint Board of Directors / Board of Advisors 10 - 11:30 a.m. Champion Convention Center
Thursday, May 11 Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room Thursday, June 8 Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room June 21 - 22 DC Visit Washington, DC
TBD October DC Spotlight 8 - 9:30 a.m. Location TBD
Thursday, October 12 Leadership Summit 8:30 a.m. - 2 p.m. Location TBD Wednesday, November 8 State of the Economy 11:30 a.m. - 1:30 p.m. National Cowboy & Western Heritage Museum Thursday, November 9
Thursday, July 20 State of the City 11:30 a.m. - 1 p.m.
Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room TBD December State of the Aerospace Industry 11:30 a.m. - 1 p.m. Location TBD
OKC Convention Center Wednesday, August 9 State of the Schools 11:30 a.m. - 1:30 p.m. National Cowboy & Western Heritage Museum Thursday, August 10
Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room
Thursday, December 14 Board Meeting 10 - 11 a.m. National Cowboy & Western Heritage Museum Thursday, December 14 Annual Meeting 11 a.m. – 1 p.m. National Cowboy & Western Heritage Museum
Friday, March 10 State Spotlight 8 - 9:30 a.m. Oklahoma Christian University Thursday, April 20
August 24-25 InterCity Visit Tampa, Florida
Board Meeting 10 - 11:30 a.m. Chamber, 2nd Floor Conference Room Tuesday, May 2 Elevate 8 a.m. - 5:30 p.m. OKC Convention Center Wednesday, May 10 State of Health
Thursday, September 14 Joint Board of Directors / Board of Advisors 10 - 11:30 a.m. Location TBD Thursday, September 28 State of the Region 11:30 a.m. - 1:30 p.m. National Cowboy & Western Heritage Museum
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.
10:30 a.m. - 2 p.m. National Cowboy & Western Heritage Museum
18 • BOARD ORIENTATION 2023
MANAGEMENT STAFF Christy Gillenwater
Katie Opalka Executive Assistant to the President (405) 297-8987 kopalka@okcchamber.com
President & CEO (405) 297-8939 cgillenwater@okcchamber.com
Zac Craig President Visit Oklahoma City (405) 297-8963 zcraig@okcchamber.com
Cynthia Reid Senior Vice President Marketing and Communications (405) 297-8942 creid@okcchamber.com
Melissa Pepper Vice President Membership (405) 297-8948 mpepper@okcchamber.com
Jeff Seymour Executive Vice President Economic Development (405) 297-8991 jseymour@okcchamber.com
Barb Denny CFO / Vice President Operations (405) 297-8970 bdenny@okcchamber.com
Mark VanLandingham Senior Vice President Government Relations & Policy (405) 297-8925 mvanlandingham@okcchamber.com
Drew Dugan Vice President Education (405) 297-8940 ddugan@okcchamber.com
19 THE GREATER OKLAHOMA CITY CHAMBER •
BOARD ORIENTATION 2023
20 • BOARD ORIENTATION 2023
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