Economic impact of region’s companies, TRDC results and more.
F O R W A R D O K C V I
F O R WA R D O K L A H O M A C I T Y WO R K S In the beginning, Forward Oklahoma City was created to lift our city out of a long-term deep economic recession and set the course for a rebirth. With 25 years of investment by the business community, and relentless execution in targeted programs Oklahoma City has enjoyed a dramatic reinvention – and the city we know today is forever changed. Now the stage is set for a different kind of race, one where Oklahoma City is competing with an ever more impressive tier of American cities. For our community to continue this climb, we must have strategy, discipline and unwavering commitment. This next five years of Forward Oklahoma City is critical to growing our ability to build in a new economy and continue to diversify. Investing in our people and this place are the keys to success on this journey. Forward Oklahoma City keeps us on a path to the future city we want to be.
T A B L E O F C O N T E N T S
S T E E R I N G C O MM I T T E E . . . . . . . . . . . . . . . . . . . . . 6
W H Y F O R WA R D O K C ? . . . . . . . . . . . . . . . . . . . . . . 8
F O R WA R D O K C A M P L I F I E S .. . . . . . . . . . . . . . 10
D I V E R S I F Y I N G T O C O M P E T E . . . . . . . . . . . . 16
H OW O K L A H O M A C I T Y C O M PA R E S . . . 17
P R O P O S E D I N I T I A T I V E S . . . . . . . . . . . . . . . . . . 18
G R OW T H & D I V E R S I F I C A T I O N . . . . . . . . . . 19
I N N O VA T I O N & T A L E N T . . . . . . . . . . . . . . . . . . 2 0
A D V O C A C Y & I N I T I A T I V E S .. . . . . . . . . . . . . . 21
I M A G E & R E P U T A T I O N . . . . . . . . . . . . . . . . . . . . 2 2
W H A T H A P P E N S W H E N YO U C R E A T E 10 0 N E W J O B S . . . . . . . . . . . . 2 4 H OW 19 9 N E W E M P L O Y E E S S P E N D T H E I R S A L A R I E S .. . . . . . . . . . . . . . . . . . 2 5
M E A S U R I N G S U C C E S S .. . . . . . . . . . . . . . . . . . . . 2 6
M E S S A G E F R O M C A M PA I G N C O - C H A I R S
Oklahoma City has claimed its place among emerging U.S. cities. Our community is recognized as a great place to start a business, a best place to visit, a top city to live – but we can’t rest on that success. As we move up, the competition gets tougher and the expectations for an even better city grow as well. We have been able to accomplish this success with a dedicated group of investors, many who have been here since the beginning. To excel in the future, it is vital that our investor base grows, reflecting the success that we see across sectors and geographies. We are proud to carry this tradition going forward into this next decade. There has never been a better time for Oklahoma City and we know that with continued collaboration and commitment, we can realize our city’s full potential. Thank you for your consideration of this program. Let’s work together and make this the best city in America.
Sincerely,
Dave Hager, Devon Energy Corporation
Sean Trauschke, OGE Energy Corp.
5 F O R W A R D O K C V I |
F O R WA R D O K L A H O M A C I T Y S T E E R I N G C O MM I T T E E
Clayton I. Bennett* President, Dorchester Capital
William M. Cameron Chairman & CEO, American Fidelity Assurance Company
Sanford C. Coats, Esq. OKC Site Director & Senior Counsel, The Boeing Company
Peter Delaney* Managing Partner, Tequesta Capital Partners
Everett Dobson Executive Chairman of the Board of Directors, Dobson Technologies
Carl Edwards Chairman/Interim President, Presbyterian Health Foundation
Bob Funk, Jr. VP of Sales & Corporate Development, Express Employment Professionals
David A. Hager President & CEO, Devon Energy Corporation
V. Burns Hargis* President, Oklahoma State University
John Hart Sr. VP, CFO & Treasurer, Continental Resources
Mark A. Helm President, Dolese Bros. Co.
John D. Higginbotham CEO, Oklahoma City, Bank of Oklahoma
6 | F O R W A R D O K C V I
Joe Hodges Regional President, SSM Health Oklahoma
Percy Kirk Sr. VP & Region Mgr, Central Region, Cox Communications
Ryan Kirk Exec. Director / OK Market Exec., JPMorganChase Bank, N.A.
Bradley W. Krieger Chmn. OKC & EVP/Reg. Mgr., OK/KS/ MO, Arvest Bank
Bill Lance Secretary of Commerce, The Chickasaw Nation
Jenny Love Meyer EVP, Chief Culture Officer, Love's Travel Stops & Country Stores, Inc.
J. Larry Nichols* Chairman Emeritus, Devon Energy Corporation
Timothy T. Pehrson President & CEO, INTEGRIS Health
Robert J. Ross President & CEO, Inasmuch Foundation
Claudia San Pedro President, SONIC
William P. Schonacher President & CEO, IBC Oklahoma, IBC Bank
W. Kent Shortridge Managing VP - Operations, Oklahoma Natural Gas Company
William H. Stoller CEO / Chairman of the Board, Express Employment International
Sean Trauschke Chairman, President & CEO, OGE Energy Corp.
Roy H. Williams, CCE President & CEO, Greater Oklahoma City Chamber
* P A S T F O R W A R D O K C C H A I R
7 F O R W A R D O K C V I |
F O R WA R D O K L A H O M A C I T 2 5 Y E A R S O F R E S U L T S
In the beginning, Forward Oklahoma City was created to lift our city out of a long-term deep economic recession and set the course for a rebirth. The first goal of Forward OKC was to amplify the Chamber’s work in the core economic development work of Business Recruitment, Business Retention & Expansion, and Government Advocacy . Forward Oklahoma City – 1996-2000 Key Initiatives International Business Development Center City Development Significant Accomplishments/ Milestones Won campaign for SQ680 and 681 to allow University research commercialization Won campaign to Finish MAPS Right – original MAPS extension Executed national advertising strategy with effective results Protected Tinker during BRAC Recruitments or Expansions: 33,796 jobs, including: AOL, Boeing, Tinker, Matrixx Marketing, Unit Parts Company, Young America Corporation, Williams-Sonoma, Hartford, Sprint, Farmers Insurance, BMK/Jack’s Service Company, Quad Graphics Capital investments of $979,695,000
Three additional components were added in the original five-year cycle that together form the core work program: Technology Development, Aviation & Aerospace Development, Entrepreneurship/ Bioscience Development, and Image Development/Marketing. Community Campaigns were added during the second cycle.
Forward Oklaho 2006 to 2010 Key Initiatives Tier II Visitor Strategy Grad Capture/Attract Business/Education Pa OKC Strategic Econom Reserve Fund Local Image Developm Cluster / Target Mark Significant Accompli Millestones Passage of Big League Passage of bond issue for Tinker expansion Passage of MAPS 3 Launched Greater Gra college graduates Created ABetterLifeOK website Developed Chamber p committee Recruitments or Expan including SandRidge, Insurance, Terex, Dell, Paycom, Hertz, AAA, Boeing Capital investment of $
Forward Oklahoma City II – 2001 to 2005 Key Initiatives
Local Image Development Cluster / Target Marketing
Education & Workforce Development International Business Development Center City Development Significant Accomplishments/ Milestones Won campaign for Right to Work Won campaign for MAPS for Kids Won campaign to increase Hotel/Motel Tax/Improve State Fair Park Created 10-county regional economic development partnership Led first Oklahoma delegation to BIO International Convention (continues through 2020) Recruitments or expansions: 14,272 jobs, including Dell, Inc. facility Capital investments of $1,160,944,000
8
T Y –
Forward Oklahoma City V – 2016 to 2020 Key Initiatives Growth Sector Talent Development Innovation District Development Criminal Justice Reform Oklahoma City Public Schools Compact Development Expand Retail Sales Tax Base Expanded Tinker Initiative Greater Grads Significant Accomplishments Won campaign for MAPS 4 Won campaign for Safer Streets and a Better City Led effort for establishing the Innovation District Initiated criminal justice reform programs Launched VeloCity online newsblog Recruitments or Expansions: 20,646 jobs including Xerox Services/Apple, National Litigation Law Group, MedXM, Niagara Bottling, SkyWest, NTT Data, WeGoLook, Kratos Defense, Circle 9 Resources, CACI, Haliburton Energy Services, Amazon, Heartland Payment Systems, Rural Sourcing, SYNQ3 Restaurant Solutions, Del Real Foods, TTEC, Boeing, Bakery Bling, Costco Capital investments of $1,058,812,856
Forward Oklahoma City IV – 2011 to 2015 Key Initiatives Benchmark Market Perception Expanded Tinker Initiative WRWA Land Development Plan Business/Education Partnerships Expand Retail Sales Tax Base OKC Strategic Economic Development Reserve Fund Greater Grads Local Image Development Cluster / Target Marketing Significant Accomplishments Led effort to acquire 158 acres (BNSF land) for Tinker Expansion Formed Oklahoma City Public Schools Compact Passed comprehensive tort reform legislation Led efforts to create Quality Events Act to attract large events Passed significant Workers Comp reform Passed landmark Transportation funding program
oma City III –
t-Attract Back Plan artnerships mic Development
ment keting ishments/
e City e to buy GM facility
ads program to retain
KC.com relocation
Attracted Oklahoma City outlet mall Recruitments or Expansions: 27,496 jobs, including Helmerich & Payne International Drilling, Boeing, Tinker, Continental Resources, Paycom, GE, Baker Hughes, Cactus Drilling, American Energy Partners, Devon Energy, Tinker, Progrexion Capital investments of $1,501,111,463 S O M E T H I N G I N S P I R A T I O N A L C A N G O H E R E S O M E T H I N G I N S P I R A T I O N A L C A N G O H E R E
political action
nsions: 25,900 jobs Balon, Farmers , Claimetrics, Farmers Insurance,
$1,150,119,942
9 F O R W A R D O K C V I |
PHOTO CREDIT: STEVE JOHNSON KFOR
F O R WA R D O K C A M P L I F I E S T H E 2 5 - Y E A R T R A N S F O R M A T I O N O F O K C
• Grown its annual average wage by 111 PERCENT . • Added more than 121,500 JOBS to its goods-producing and service- providing industries. • Grown its bank deposits from FDIC-insured institutions in the Oklahoma City metro area by $24.3 BILLION , from $9.6 billion in 1995 to $33.9 billion in 2019. Through its targeted approach, Forward OKC has amplified the growth of the Oklahoma City region, and will continue to do so as we launch the sixth campaign to benefit the region.
Since 1995, when the Greater Oklahoma City Chamber launched its first Forward OKC campaign, the Greater Oklahoma City region has: • Increased its labor force (ages 16 and older) by more than 30 PERCENT . • Added 380,000 PEOPLE to its population.
1 0 | F O R W A R D O K C V I
A D D I N G J O B S T O T H E E C O N O MY Expanding and diversifying Oklahoma City’s economy has always been a top priority of Forward Oklahoma City
• Added 121,500 jobs to the Greater Oklahoma City economy since the program’s founding in 1995. • Strengthened the city’s aerospace industry in both the public and private sector. Tinker Air Force Base, the long-standing anchor of the aerospace community added new jobs, partnerships and missions that will ensure the base’s future. Work associated with the KC-46A Pegasus and B-21 Bomber, to name a few,
not only add thousands of jobs to our economy but help push aerospace to be the leading diversifier of the Oklahoma City economy. • Recruited corporate relocations and expansions of major operations to Oklahoma City, including Boeing, Quad/Graphics, Dell Inc., Baker Hughes, Rural Sourcing, Heartland Payment Systems, Amazon, Kratos and more.
G R OW I N G T I N K E R
A cornerstone of our community’s efforts to diversify the economy has been both the protection and expansion of Tinker Air Force Base. Employment has grown steadily since the beginning of the program, but in 2008, the Forward OKC- led campaign that would allow Oklahoma County to buy the former GM facility for the U.S. Air Force dramatically changed the trajectory of Tinker’s growth. This new facility contributed to Tinker’s designation as the U.S. Air
Force Sustainment Center, bringing additional employment both on and off of the base. The subsequent acquisition of the former BNSF rail yard continued the expansion of workload with the new KC-46 maintenance complex. Forward Oklahoma City VI will continue to focus on growing this important asset, further diversifying our economy and bringing more jobs and investment to the region.
1 1 F O R W A R D O K C V I |
C A M PA I G N S F O R O K C ’ S F U T U R E Forward Oklahoma City plays a critical role in improving our region’s quality of life and business stability through
analysis, as well as campaign funding and staffing. The track record of success in the last 25 years is staggering, with Oklahoma City’s dramatic reinvention to show for the effort.
its community initiatives and campaigns. Forward Oklahoma City provides seed funding for polling and
Led the Big League City campaign, allowing Oklahoma City to welcome the NBA to its arena.
Campaigned for the passage of state questions 680 and 681, which allowed researchers to align in business partnerships, encouraged the growth of a technology-based economy and created i2E, Inc.
Pursued the passage of a bond issue that allowed Tinker Air Force Base to acquire the former GM plant for its maintenance work.
Led multiple successful campaigns for city, school and county bond issues, resulting in improved infrastructure, the construction of new schools and the growth of Oklahoma City’s key industries.
Campaigned for right-to-work legislation that freed workers from mandatory union dues and boosted employment, especially in manufacturing.
Championed the improvement of education facilities for public school students in the Greater Oklahoma City area through the $700-million MAPS for Kids program.
Led the coalition for an increase in the hotel/motel tax to remake the State Fair Park and reinforce Oklahoma City’s standing as the “Horse Show Capital of the World.”
Led the campaign for Safer Streets and a Better City to improve our infrastructure and public safety.
Successfully passed multiple iterations of the Metropolitan Area Projects (MAPS), including Finish MAPS Right, MAPS for Kids, MAPS 3 and the recent 72-percent approval of the MAPS 4 program.
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A D V O C A T I N G O N B E H A L F O F B U S I N E S S Intensifying Oklahoma City’s efforts to change Oklahoma City’s business climate was at the heart of Forward Oklahoma City since its inception. Taking our lobbying efforts from reactive to proactive has paid dividends and the effort has helped to not only protect business, but pass landmark legislation. • Enacted landmark workers’ compensation and tort reform. • Enhanced the Quality Jobs program to support growth of high tech, high income positions, and to grow jobs at Tinker. • Created the Quality Events Act to bring new visitor activity to the state. • Advocated for improved road conditions statewide by lobbying for one of the largest transportation bills in state history.
• Pursued the election and re-
election of pro-business candidates through the Greater Oklahoma City Chamber PAC, which has contributed $468,350 since its founding in 2010.
1 3 F O R W A R D O K C V I |
F U N D I N G C O MM U N I T Y - C H A N G I N G P R O J E C T S
Forward Oklahoma City has also helped to create and seed new programs and initiatives that are creating jobs and changing Oklahoma City, and maximizing our community’s potential.
Helped reposition the perception of Oklahoma City through a national communications and advertising strategy, with documented and effective results.
Created a complete relocation resource program for people and companies moving to OKC. In addition to the relocation website, ABetterLifeOKC.com, the Chamber also created a talent council with HR representatives from the region’s largest companies and hosted newcomers at receptions that introduced them to community connectors.
Launched the Greater Grads program as a strategy to attract and retain a young, talented workforce.
Initiated the community’s criminal justice reform efforts by founding the Oklahoma County Criminal Justice Reform Task Force.
1 4 | F O R W A R D O K C V I
Formed a new partnership to support improvements of Oklahoma City Public Schools (OKCPS) called the OKC Schools Compact. Since its founding, the Compact has funded initiatives to support increased literacy in the district and a comprehensive program to address the mental and behavioral health of OKCPS students.
Supported a comprehensive master plan for Oklahoma City’s Innovation District, an area encompassing the Oklahoma Health Center, the State Capitol and Automobile Alley.
Led the support for development of the bioscience industry in Oklahoma, including funding studies from Hammer, Siler and George (1998) and Battelle (2005); creating the OKBio Association; and leading Oklahoma’s annual presence at the International Bioscience Convention for 15 years.
Formed a 10-county regional partnership to bolster the economic development power of the region.
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D I V E R S I F Y I N G T O C O M P E T E
Oklahoma City’s economy has outperformed the U.S. over the past decade, but has not kept the pace with other fast-growing city peers such as Austin, Charlotte, Columbus and Nashville. The next phase of Forward OKC would give Oklahoma City the opportunity to close that gap. If the region wants to remain competitive in the future, we must align our investments with the needs of a modern economy – and that includes encouraging sector diversification to improve growth and resilience. Improving the resilience of the region will mean differentiating beyond the oil and gas industry as well as capturing the growing knowledge economy. Oklahoma
City’s most specialized industry, oil and gas, is expected to be the slowest growing over the coming decade. To grow our economy organically and sustainably, investment in new industries and innovation within existing sectors will be a key enabler of Oklahoma City’s growth. Forward OKC gives us the opportunity to make those strategic investments through a program that has a proven track record of success.
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H OW O K L A H O M A C I T Y C O M PA R E S
GDP Indexed to 2008
Labor Force Participation Rate
72
90 100 110 120 130 140 150 160 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
70
68
66
64
62
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Oklahoma City, OK
United States
Average Peer Cities
Oklahoma City, OK
United States
Average of Peer Cities
Source: US Census, ACS 1-Year Estimates, 2018 (DP03)
Source: BEA; Bureau of Economic Analysis
Median Household Income
Productivity GDP Per Worker
$65,000
$290,000
$60,000
$240,000
$55,000
$190,000
$50,000
$45,000
$140,000
$40,000
$90,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Oklahoma City, OK
United States
Average Peer Citites
Oklahoma City, OK
United States
Average of Peer Cities
Source: US Census, ACS 5-Year Estimates, 2014-2018 (B19013)
Source: Bureau of Economic Analysis, Burea of Labor Statistics (QCEW)
Population Indexed to 2008
Unemployment Rate Percent
125
10
120
8
115
6
110
4
2
105
100
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
95
Oklahoma City, OK
United States
Average Peer Cities
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: Bureau of Labor Statistics, LAUS
Oklahoma City, OK
United States
Average of Peer Cities
Source: Bureau of Economic Analysis
* P e e r c i t y M S A a v e r a g e i n c l u d e s A u s t i n , C h a r l o t t e , C o l u m b u s a n d N a s h v i l l e .
1 7 F O R W A R D O K C V I |
P R O P O S E D I N I T I A T I V E S 2 0 21 - 2 0 2 5
When Forward OKC was founded in 1995, Oklahoma City leaders knew that our community needed significant investment to attract companies and people. Through its targeted five-year cycles, Forward OKC has changed the competitive landscape of Oklahoma City and created a community that’s leading the way in quality-of- life developments and economic growth.
Because of Forward OKC, our community is competing on a higher level. The following initiatives were created with an understanding of how Oklahoma City must adapt in order to continue its momentum. With programing that focuses on redefining education, aligning our talent resources with the region’s needs, and continuing to reinvent Oklahoma City’s image and reputation, the next iteration of Forward OKC will ensure our long-term success.
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G R OW T H & D I V E R S I F I C A T I O N
E X PA N D O U R A E R O S PA C E F O C U S Expand life cycle of aircraft/aerospace operations in Oklahoma beyond maintenance, repair and overhaul and extend the category to include non- defense work. Grow our industry to include manufacturing of components of aircraft, manufacturing of aircraft, software work, research and development. L E A D G E N E R A T I O N A N D M A R K E T I N G Execute aggressive marketing strategies to increase awareness and generate leads among target audiences for business development and talent attraction.
Maximizing our existing advantages, encouraging growth of emerging economic clusters and fueling the success of startup companies will deepen our economic opportunities and give us the ability to weather future economic storms. R E C R U I T A N D E X PA N D T A R G E T E D I N D U S T R I E S Use Oklahoma City’s lower costs and talent advantages to recruit back-office, shared service and regional/small national headquarter projects. Grow emerging industry clusters in transportation technology and weather/radar, maximizing synergy with the aerospace cluster.
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I N N O VA T I O N & T A L E N T
I N C R E A S E O U R T A L E N T P I P E L I N E Develop and execute a nimble framework that promotes, sources, delivers, develops and retains key skills in Central Oklahoma, with specific support for key regional economic sectors (OKC OnRamp). Establish business and industry as the lead voice within Greater Oklahoma City for regional skills delivery solutions. Create a more seamless communication and delivery relationship between key economic sector employers and talent providers. PA R T N E R W I T H H I G H E R E D U C A T I O N Engage higher education partners to focus on new research and innovation programs to support business needs. Align our university and research clusters to increase their research and development production, tech transfer opportunities, and university spinoff companies. Cooperation with Central Oklahoma career techs to produce needed programs and training models.
Most dynamic economies have embedded innovation ecosystems and an infusion of human capital to fuel economic growth, but Oklahoma City is trailing its peer cities across measures from R&D to startup creation. Oklahoma City must have the best talent and proactively create new technology and ideas to maximize its economic potential.
S T R E N G T H E N O U R E N T R E P R E N E U R I A L E C O S Y S T E M
Launch an “Innovation 3.0” effort through best-practice entrepreneurial models: identification of gaps, evaluation and recruitment of national resources, and support of existing local resources. Engage our corporate community in the entrepreneur space by increasing internal venture funds, corporate accelerator programs and partnerships with startup companies. Expand the tech, bioscience and healthcare industries by supporting startup/second-stage company growth.
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E N H A N C E O U R E D U C A T I O N O U T C O M E S Advocate for nationally competitive education standards in Oklahoma and for reforms and funding to support their success. Drive community support of Oklahoma City Public Schools and it outcomes through the OKC Schools Compact. E N G A G E I N C A M PA I G N S A N D P U B L I C P O L I C Y A C T I V I T I E S Campaign for continued investment in Oklahoma City’s infrastructure and quality of life; and work to improve Oklahoma City’s business climate and competitive position for jobs and investment to enhance our education outcomes. A D V O C A C Y & I N I T I A T I V E S
From championing local education reform to influencing pro-business public policy, the advocacy work done at every level of government is critical to the success of the Greater Oklahoma City region. This five-year program anticipates the continued shift of the political climate by focusing on grassroots initiatives, building partnerships and coalition development around important issues. I M P R O V E T H E B U S I N E S S C L I M A T E Strengthen Oklahoma City’s overall business climate with special emphasis on a competitive position for key industry sectors, including aerospace and defense, bioscience, and energy. Bolster Oklahoma City’s competitive position for the recruitment and development of talent. Increase business community awareness of pro-business and anti-business actions of legislators. Build relationships with pro-business elected officials. Identify and pursue the election of candidates on the legislative and local level who will support the Chamber’s priorities.
2 1 F O R W A R D O K C V I |
The image of Greater Oklahoma City has a significant impact on the ability to attract talent as well as additional jobs and investment. The continued reinvention of Oklahoma City creates a multitude of opportunities to tell our city’s story and reinforce the value of investing in the market. I M P R O V E O K L A H O M A C I T Y ’ S R E P U T A T I O N Enhance Oklahoma City’s competitive position by improving its reputation and desirability among corporate decision makers and talent. I M A G E & R E P U T A T I O N
Benchmark the perception of the Oklahoma City market among site selectors, business decision makers and potential new employees. C H A N G E P E R C E P T I O N S W I T H I N O K L A H O M A C I T Y Continue to build awareness in the region of economic development and community development initiatives and impacts.
2 2 | F O R W A R D O K C V I
2 3 F O R W A R D O K C V I |
W H A T H A P P E N S W H E N YO U C R E A T E 10 0 N E W J O B S When the Greater Oklahoma City Chamber assists in the creation of 100 new jobs, new demand is created throughout the local economy. To illustrate an example, here’s what happens when those jobs are 100 industrial machine manufacturing jobs that pay $55,000 a year: *
RETAIL TRADE: 10 JOBS
OTHER: 16 JOBS
TRANSPORTATION & WAREHOUSING: 4 JOBS
ACCOMMODATION & FOOD SERVICE: 12 JOBS
FINANCIAL SERVICES: 11 JOBS
Those 100 new jobs bring economic benefits to the retail and service sectors, adding 99 additional indirect jobs to the industries listed in this graph.
ARTS, ENTERTAINMENT & RECREATION: 2 JOBS
PERSONAL & PROFESSIONAL SERVICES: 28 JOBS
EDUCATION & HEALTH SERVICES: 16 JOBS
• $4.4 MILLION more in retail and services receipts in the Greater Oklahoma City region per year • TWO NEW RETAIL AND SERVICE ESTABLISHMENTS
In all, those 100 direct jobs help support 99 indirect jobs, and together, the 199 new jobs generate $10.3 million in new personal income. The creation of 100 new primary jobs leads to: • $1.6 MILLION more in financial deposits per year
* Note: This data is based on the creation of 100 industrial machine manufacturing jobs that locate in Oklahoma County with an annual wage of $55,000. Actual results would vary depending upon multipliers assigned to a specific industry, wage and location of company as it relates to commuting patterns within the region. Impact analysis source: RPAS (Regional Program Assessment System) impact modeling, based on IMPLAN (Impact Analysis for Planning) multipliers.
2 4 | F O R W A R D O K C V I
H OW 19 9 N E W E M P L O Y E E S S P E N D T H E I R S A L A R I E S
These 100 newly created manufacturing jobs based in Oklahoma County plus the 99 additional jobs that result from them benefit multiple economic sectors throughout the Greater Oklahoma City region as the workers spread out and spend money. Here is how they spend their salaries:
PERSONAL SERVICES
$56,554
PERSONAL CARE PRODUCTS
$84,831
PETS, TOYS AND HOBBIES
$113,108
TOTAL AMOUNT OF RETAIL AND SERVICES SPENT IN THE GREATER
MISCELLANEOUS SERVICES
$120,177
OKLAHOMA CITY REGION ACROSS ALL CATEGORIES: $3,548,750*
A UDIO/VISUAL EQUIPMENT
$148,454
ENTERTAINMENT FEES AND ADMISSION
$148,454
MEDICAL EXPENSES
$183,799
HOME FURNISHINGS AND APPL IANCES
$226,215
APPAREL AND SHOES
$254,492
HOUSEHOLD EXPENSES
$339,323
RESTAURANTS & BARS
$374,669
$586,746
GROCERIES
AUTO EXPENSES
$869,315
* While 199 new jobs generate $4.4 million in new spending, approximately $900,000 of that spending is outside the Greater Oklahoma City region. This chart shows the spending in select categories inside the region. Twenty percent of people who work in the Greater Oklahoma City region live outside the region based on Census Longitudinal Employer-Household Dynamics.
Note: This data is based on the creation of 100 industrial machine manufacturing jobs that locate in Oklahoma County with an annual wage of $55,000. Actual results would vary depending upon multipliers assigned to a specific industry, wage and location of company as it relates to commuting patterns within the region.
Impact analysis source: RPAS (Regional Program Assessment System) impact modeling, based on IMPLAN (Impact Analysis for Planning) multipliers.
2 5 F O R W A R D O K C V I |
H OW D O W E M E A S U R E S U C C E S S ? Forward Oklahoma City is measured by outcomes and specific program metrics. These measures track back to the program’s topline goals; diversifying the economy, growing our workforce, improving our reputation and improving our quality of life. • Community Indicators and Outcomes – How are our efforts enhancing the region? We track and benchmark: economic diversity, growth rate of establishments, percent of firms and jobs from startups, patent production, population growth, growth in wages, educational attainment, GDP, household income, income distribution, R&D spending and growth rate of jobs. • Program Metrics – For each program, a detailed set of metrics and activity measures determine the effectiveness of the work and the return on investment. Measures include survey data, overall activity and program results. Topline goals for these outcomes, as well as program metrics, are set by the Forward Oklahoma City Management Steering Committee when fundraising is complete and the final program of work is approved. These metrics will be monitored on a quarterly basis and provided to investors annually.
2 6 | F O R W A R D O K C V I
H E L P C R E A T E O K L A H O M A C I T Y ’ S F U T U R E Forward Oklahoma City is the engine for implementing strategies that grow Oklahoma City’s economy, improve its business climate, and create an irresistible quality of life. The work executed through this effort in its first 25 years have made a lasting and undeniable impact and have made this city a place that is competing with America’s fastest growing and most-lauded cities. And Forward Oklahoma City remains a vital program for continuing our region’s momentum and addressing our future challenges. It is difficult to imagine where Oklahoma City would be without these investments, but it is inspiring to imagine where we will go tomorrow if we continue on this path. Our potential is unlimited, but we must continue to do the work. Make an investment in Oklahoma City, make an investment in our future and be a part of Forward Oklahoma City.
2 7 F O R W A R D O K C V I |
N A L C A N G O H E R E
O N A L C A N G O H E R E
F O R WA R D O K L A H O M A C I T Y I S A N E C O N O M I C D E V E L O P M E N T I N I T I A T I V E O F T H E G R E A T E R O K L A H O M A C I T Y C H A M B E R .
( 4 0 5 ) 2 9 7 - 8 9 0 0 | I N F O @ O K C C H A M B E R . C O M
RWARD OKC VI
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