Greater Enid Chamber of Commerce
THREE
THREE YEAR YEAR STRATEGIC
STRATEGIC PLAN PLAN
( JULY( JULY
2025 2025)
)
THREE YEAR STRATEGIC PLAN( JULY 2025)
Economic & Community Development Strategy for the Enid Region
EDUCATION / COMMUNITY DEVELOPMENT COUNCIL
Support Education and Workforce Development
• Expand mentoring programs in elementary and middle schools
• Partner with local businesses to offer the ENID 4 TEACHERS discount program
• Support efforts to make Oklahoma K-12 teacher salaries among the highest in the region( retain and attract teachers)
• Utilize increased funding for the classroom to help reduce class sizes
• Support equitable, family-friendly open transfer guidelines for public schools( public to public)
• Support efficient use of public resources for common education( advocate sensible administrative consolidation to maximize funding for the classroom)
• Enhance state funding for post-secondary education( Career Tech & regional colleges and universities)
• Encourage expanded advance placement and concurrent enrollment in our schools
• Support efforts to increase enrollment at Autry Technology Center, NOC-Enid and NWOSU-Enid
• Advocate continued and expanded partnerships between Career Tech and Higher Ed institutions
• Provide marketing support for Leadership Greater Enid( LGE) program. Encourage organizations to utilize LGE graduates for boards and community leadership positions
LOCAL ECONOMIC DEVELOPMENT / GOV’ T. AFFAIRS COUNCIL Support quality of life projects that help attract businesses, workers and families
• Support continued downtown development including improved walkability and expanded downtown residential living
• Advocate a sustainable city budget allocation for neighborhood parks, community parks and trails system
• Support efforts for physician recruitment to ensure access to quality healthcare for Enid, Vance AFB and Northwest Oklahoma residents
• Advocate affordable housing opportunities in Enid
• Help market Advance Soccer Complex( expand athletics tourism in Enid)
• Support efforts to build a new City of Enid sports complex for youth baseball, softball and football
• Support completion of the Kaw Lake pipeline project to provide a sustainable water supply for Enid
• Support efforts to reduce the inmate population at the Garfield County Detention Center( advocate swift adjudication and increased mental health & substance abuse services)
• Encourage coordination between city and county taxing jurisdictions to capitalize on opportunities
• Support Enid’ s brand identity and help deliver Enid’ s“ boundless, vibrant, original” message through Chamber events, publications, social media and website
Increase Enid’ s retail market share, drawing power and sales tax base( Billion By 2025 Plan)
• Highlight the importance of supporting local businesses( keep retail and tax dollars at home)
• Help promote and market“ The One” event throughout the Christmas season
• Encourage expansion of local retailers and support the recruitment of national retailers that fill a“ gap” in Enid’ s market( increase shopping, dining, and entertainment venues)
• Support efforts to recruit a new, quality movie theater in Enid
• Advocate the use of incentives to promote community infill and re-development
• Revitalize and / or re-purpose the Oakwood Mall property
• Promote holiday shopping in Enid through Candy Cane Cash event
• Support efforts to increase hotel room nights in Enid( conferences, conventions & sports tournaments)
STATE ECONOMIC DEVELOPMENT / GOV’ T. AFFAIRS COUNCIL
Promote state legislative initiatives that benefit Enid and NW Oklahoma
• Organize and promote Enid Day at the Capitol( highlight key issues and opportunities for Enid and NW Oklahoma)
• Protect the authority of cities to levy municipal sales taxes( local control)
• Advocate increased state investment in mental health and substance abuse services at the county level( hold the state accountable for utilizing the savings from criminal justice reform)
• Support sound state funding sources for Medicaid expansion and encourage state provider entities to expand their accountable care organizations to improve health outcomes
• Support the thorough review of business incentives and tax credits( eliminate or phase out those that are not effective or cost efficient)
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