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 •
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