The healthcare industry employs more than 14 million Americans. In Oklahoma, nearly 10 percent of the population occupies a healthcare-related role.

“Hospital employees, regardless of their specific roles, have a strong feeling that they are part of a team that delivers a critical service and touches the lives of thousands,” says Page Bachman, corporate vice president of St. John Health System.

“The icing on the cake is that (healthcare) work is generally very stable employment, with many opportunities for advancement and diversification.”

Stability and opportunity are key. As the economy ebbs and flows, the healthcare industry continues to grow and, as competition increases, local medical facilities are tasked with maintaining quality staff.

Oklahoma’s leading healthcare centers are responding with new incentive programs that demonstrate a vested interest in both personal and professional development. Employees are being offered improved benefits like tuition assistance, onsite childcare, private counseling and even adoption assistance.

St. John Health System – with 6,400 employees – offers tenure-based service awards, professional counseling and access to the Chapman Child Learning Center, an on-site childcare facility accredited by the National Association for the Education of Young Children.

In addition to on-site childcare services, institutions like Saint Francis Health System now offer comprehensive adoption assistance. Eligible Saint Francis employees can receive up to $8,000 for the process. 

“There are 7,600 employees working in this Catholic healthcare system,” says Amy B. Adams, executive director of human resources at Saint Francis. She believes they’re drawn to the hospital’s faith-based mission and that competitive offerings help attract compassionate medical professionals.
Opportunities for higher education remain popular incentives as well. Prime examples include those at OU Medical Center and Hillcrest HealthCare System.

According to Hillcrest HealthCare System president and CEO Kevin Gross, much of the hospital’s appeal lies in providing opportunity for “continuing education and professional advancement.”

Hillcrest provides 5,300 employees with annual scholarships and free review courses for the NCLEX exams, which are required for licensure of practical and registered nurses. Meanwhile, OU Medical Center offers annual scholarships and specialty student loan programs to its 4,300 employees.

“For the state and region, based on our size, complexity and the wide-ranging influences and expertise of academia, we are able to offer experiences that are unique in our geographic area,” says Laura Land, chief human resources officer at OU Medical Center.

Other incentive programs rely on more direct financial motivation. The Employee Referral Program at INTEGRIS Health offers current employees monetary bonuses when they provide personnel referrals that lead to a successful hire – a significant investment with more than 9,600 employees.
Russ Miller, the system talent manager at INTEGRIS Health, says this approach helps maintain an “ongoing relationship with all employees past the onboarding stage of employment.”

Clearly, it’s about keeping it personal. Healthcare professionals have let it be known: On the job, they expect personal assistance, personal fulfillment and a personal relationship with their leaders and team. Oklahoma’s hospitals and healthcare officials are making it happen, with proposals of stability and opportunity.

Each building that occupies the Oklahoma landscape is the result of a well-choreographed interplay of architects, engineers and construction companies. These key players in Oklahoma’s construction industry engage hundreds of subcontracting companies and thousands of employees in projects across the state.

The construction of the Devon Energy Corporation World Headquarters alone will require the involvement of several thousand people in its three-year rise to the top of Oklahoma City’s skyline. At completion the tower will stand 850 feet tall with 50 stories and incur a construction bill of $750 million.

More common, though, are projects in the $15 to $50 million-dollar range, like schools, healthcare facilities and banks. On average, each of these projects trickles down from architect, engineer and construction company to benefit 30 subcontracting companies and put about 400 people to work.

“The construction process can be described as a three-leg stool,” says Dave Kollmann, Tulsa division president of Flintco Constructive Solutions, one of the companies involved in the construction management of the Devon building.

The owner of the proposed structure is the first leg of that stool, bringing the direction and funding. Architects and engineers share the second, creating drawings from the direction. Third is construction companies who turn the drawings into concrete.

Construction has moved slowly away from a hard-bid process, in which an owner would engage an architect to complete drawings with an engineer that were then sent out for bid to construction companies. Now more common are methods of construction delivery that bring architects, engineers and construction companies together at the beginning of the process.

“Because of the speed that we generally move on a project now, there is a need for interaction between us and the architect and us and the contractor much earlier in the process than there was 10 years ago,” says Doug Phillips, principal at Phillips and Bacon engineering firm.

This also fosters an environment of teamwork, where hard bid projects can create an adversarial relationship, says John Cowen, owner of Cowen Construction.

“When you bring your entire team together – architects, engineers and construction company – they are all working on the same team toward the same goal,” says Cowen. This allows construction companies to hit the ground running, as well.

“As the architect begins to draw we can also begin to do some pricing and help the architects stay on budget,” says Leslie Goode, director of marketing and business development at Timberlake Construction.

In the end it is nice for the construction company because they are handed a set of drawings they are already familiar with, she says. 

“This approach normally results in significant cost and schedule savings for the owner,” says Steve Olson, group president at Boldt Construction. Boldt’s Integrated Lean Project Delivery follows this practice.

Historically, only very large projects utilized this construction management approach, but demand has trickled down to smaller jobs, says John Priest, Crossland Construction Southwest region president. 

“You work as a team very early on and work with a common goal of getting the owner the most building for their money,” he says.

“It provides the owner a transparent process. They get to see the bids, the fees. They get to see everything. It gives some owners a lot of comfort when they get to be a part of the process,” says Bob Jack, Manhattan Construction Tulsa division senior vice president.

From the moment an owner decides to build to when a shovel first hits the ground is generally six to nine months, says Kollmann. At that time construction companies dispatch a network of subcontractors to carry out the work of assembling the structure from what has been created on paper.

A construction company may engage 20 to 30 subcontracting companies in the course of a project. Large projects can require up to 50 subcontracting companies, but are scarce since the economic slump.

“There are not as many large projects, but considerably more small projects,” says Clint Frederick, marketing manager at Matrix Engineering.

Competition for these smaller projects is fierce.

“You get a lot of people competing for smaller projects, where you had design firms and construction firms that weren’t interested before in a $4 or $5 million project,” says Brad Thurman, principal and chief marketing officer at Wallace Engineering.

Priest says he’s also seen more competition from out-of-state companies looking to benefit from Oklahoma’s comparatively healthy market.

“Oklahoma has been in a little bit of a bubble from an economy and construction standpoint,” he says. 

While private construction has slowed significantly, developers have benefited from public sector growth. “Before the economy went south, we were doing more private work, and as the economy affected the private developers our work shifted to public sector,” says Matt Crafton, president of Crafton Tull architecture and engineering firm.

Slumps in economy first impact architectural and engineering firms. Often construction companies have a backlog of up to a year to work through before they feel an economic downturn. Likewise, upturns in economy are felt first by architects and engineers and later by construction companies.
The subcontractors are often the most vulnerable in this ripple. “The two things we’ve seen is a lot of subcontractors go out of business and a lot of them going out of state for work,” says Goode.

But Goode remains optimistic and leans on the architecture community to give her hints about what is to come.

“The architects are picking up. They are telling us they are getting more jobs in their studios,” she says.

Most Oklahomans pay little attention to vacant buildings and abandoned property unless, of course, that property is located next door. Whether it’s a boarded-up school, an empty warehouse or an abandoned apartment complex, vacant property becomes a real worry only when it becomes an eyesore in the neighborhood.

Officials from state and local agencies see it differently. They see the problem of abandoned properties as a financial hardship and an emergency services nightmare. They’re pushing hard for legislation that would make it easier for municipalities to deal with the growing blight of vacant and abandoned properties. From decreased property values and increased criminal activity to the enormous cost of emergency services, the problem of abandoned and neglected property has become one enormous financial black hole.

Economic Drain

According to one Oklahoma City official, the issue is costing state and local governments millions of dollars in emergency services and other expenses, and could be costing the state billions in lost property values.

“I know people might hear that and think, ‘That’s ridiculous. How could some empty buildings be that big a problem?’” says Russell Claus, director of the Oklahoma City Planning Department. “I don’t think it’s possible to exaggerate the cost of abandoned and vacant property, when you consider the overall picture. It was a terrible and expensive problem before the housing collapse, and it’s gotten even worse the past few years. When you start to add up the numbers, it’s shocking how much money it’s costing Oklahomans in so many ways.”

There are no statistics on how many properties in Oklahoma fall into the categories of abandoned, neglected or vacant. Some reports estimate as many as 20,000 structures – maybe more – are currently vacant or abandoned in Oklahoma. Many of those are in economically depressed and/or low-income neighborhoods. According to Claus and others who deal with the issue, virtually every neighborhood in Oklahoma City and Tulsa has felt the impact in recent years.

A litany of city codes designed to help keep neighborhoods from appearing neglected are already on the books. But city code violations are seldom enforced, mostly because police and other city officials are already overwhelmed with more serious, criminal issues.

“Yes, those codes are on the books, but in almost every neighborhood you have people who either don’t know the laws or don’t care what the laws are,” says Bruce Hall, a member of the Miller Neighborhood Association in north-central Oklahoma City.

The Miller neighborhood and the Mesta Park neighborhood – also in Oklahoma City – are two areas where residents have battled back against vacant, abandoned and neglected properties the past 20 years. Both neighborhoods are now shining examples of how homeowners can  save neighborhoods.

“A lot of the time it’s renters who don’t take pride in the property because it’s not their property,” Hall says.

The problem costs taxpayers and property owners in several ways. First, there is the simple issue of how unattractive the properties are. 

“Nothing ruins a neighborhood faster than abandoned and neglected properties,” says Georgie Rasco, executive director of Central Oklahoma Neighborhood Alliance. “It’s very difficult and extremely frustrating to property owners who pour their entire livelihood into their homes, only to have their property values destroyed by vacant houses and abandoned buildings.”

In addition, Oklahoma’s cities are spending millions each year providing police and fire services to these buildings, and none of those costs are being recouped because owners many times are not paying taxes.

Crime

The issue isn’t just money and the unattractive nature of these properties. Crime has become a tremendous issue in and around these properties, according to Claus.

“We speak with law enforcement officials about this issue all the time,” Claus said. “These properties – such as abandoned apartment complexes and empty warehouses – quickly become a haven for illegal activities. It’s very common today for people to set up temporary meth labs in these structures, which often lead to fires and/or explosions.”

Claus says school officials in Oklahoma City and Tulsa deal with the criminal aspect of abandoned properties on a regular basis. He relays the story of one Tulsa school official who says troubles at home and gangs aren’t as scary to students as the crime-ridden, abandoned apartment buildings in their neighborhoods.

“These kids go miles out of their way to avoid these places because of the drug activity and the crime that is associated with these kinds of structures,” he adds. “That’s a real problem that has nothing to do with money. How do you measure that cost?” 

No Quick Fix

There are ways state and local governments can attack the problem by “going after” the properties and the property owners. State and local laws provide municipalities with the legal right to condemn a property if the abandoned and vacant situation persists, but, for obvious reasons, a property cannot be seized easily.

“Yes, it is a lengthy process, and it’s designed that way to ensure that the state or the city doesn’t have the freedom to just go around snatching property away from owners who simply don’t act quickly enough,” says State Rep. Randy McDaniel, R-Oklahoma City. “There will most likely be legislation coming in the next session that will make it easier for cities to condemn properties, but we have to walk a fine line between public safety and the rights of property owners.”

Rasco says one ordinance allows a city to condemn a property that has not had utility services for three years.

“But the property owners know this, so often they will come along just as that three-year window is about to expire and they’ll have the water turned on for two or three months,” she says. “That not only stops the process, but it also forces us to begin waiting through another three-year period.”
Claus and officials with other Oklahoma cities are well aware of their rights when it comes to assuming control of abandoned and neglected properties. And, whenever that action becomes necessary, they will take those steps, but they do so very carefully.

“It’s certainly not a step we take lightly, no matter what people think,” Claus says. “It’s not something we want to do, and we do everything possible within our power to rectify these situations without having to resort to that. Taking someone’s property and terminating their property rights is and should be the last resort in a desperate situation.”

Compounding Effects

As much as city officials like Claus understand the need to protect the rights of property owners, he is quick to point out that the situation as it stands currently simply cannot be allowed to continue. The cost is just too high.

“In Oklahoma City alone we estimate there are more than 8,000 abandoned pieces of property,” he says. “And, on average, it costs us more than $1,500 per year to provide police and fire responses to each and every one of those. If you use those numbers, which I believe are actually conservative, that means in police and fire protection alone those properties are costing Oklahoma City $12 million every year.”

Claus says the U.S. Postal Service estimates the number of vacant properties in Oklahoma City as high as 16,000.

Both Claus and Rasco say the impact on property owners across Oklahoma is immediate and devastating when it comes to home values.

“When someone drives into a neighborhood to potentially look for a house to purchase, they don’t just consider the house,” Rasco says. “A lot of their decision for where to locate their family is based on the neighborhood. It focuses on the houses and the buildings around the property they are considering buying. And, especially in today’s housing market – with so many houses on the market – if you drive into a neighborhood and see abandoned and vacant houses, you don’t stick around to look any further.”

Studies across the United States have shown that abandoned and vacant properties have a direct impact on the prices being paid for new homes. One such study in Philadelphia estimated the average homeowner’s cost at $7,500.

Michelle Allen, spokesperson for the City of Tulsa, says Mayor Dewey Bartlett put additional funding in the current fiscal year budget to help offset the increased cost of dealing with vacant and abandoned properties. Claus adds that Oklahoma City officials are currently seeking a consulting company to study the issue.

“What we need are numbers,” Claus says. “We need to know exactly how many of these properties there are, exactly how much they’re costing every year, and we need someone to bring us information on how other cities are dealing with the issue.

“I understand that people are somewhat hesitant to ever give the city more authority to condemn property and take away the owner’s rights,” Claus continues. “This is by no means what we with the city of Oklahoma City want to do and not what we intend to do. We are simply trying to find some way to deal with this problem. It simply has to be dealt with and it has to be done quickly.”

Oklahomans are well-acquainted with the numerous tribal casinos across our state. However, many may be surprised by the vast reach and variety of tribal businesses, as well as their economic impact on Oklahoma. Cherokee Nation Businesses, for example, operates in seven industries. 

“People are often surprised at the size and the true economic impact of the Cherokee tribe,” says Molly Jarvis, vice president of Shared Services Marketing and Cultural Tourism. “The Cherokee tribe has a $1.3 billion economic impact to Oklahoma.”

The unique mission of tribal business sets the organizations apart from traditional businesses. The tribes have established for-profit businesses in order to fund services to address the needs of their respective tribes.

“Our stakeholders are the Cherokee people,” explains Jarvis. “Our goal is to make this a better Cherokee Nation for all our citizens.”

The Choctaw and Chickasaw tribes share the same goal.

“We get to take the profits and give it back to the Choctaw people,” explains Shannon McDaniel, executive director of Tribal Management. 

“It’s like a family business,” adds Mendy Watkins, director of the Office of Management and Budget. “It’s for the Chickasaw people.”

As sovereign nations operating within and alongside the state of Oklahoma, each tribe is able to make its own determination in what way it uses those funds and how to best meet the needs of its citizens.

“We determine the best avenue to benefit our citizens,” explains Haskell Alexander, deputy gaming commissioner.

For example, Native Americans face an increased risk of developing diabetes. Therefore, the Choctaw Nation takes special care in providing members access to proper care.

“It’s important to not have to drive long distances for health care,” says McDaniel. “We want our people to have the means to manage their health and get the treatment they need.”

Each of the tribes agrees that community involvement is a high priority. Cherokee Nation Businesses has a community impact team that addresses the needs of the community in 14 northeast Oklahoma counties. The Choctaw Nation supports local schools and emergency service providers in several communities in rural Oklahoma.

The Chickasaw are premier sponsors for Ada’s yearly National Night Out celebration as well as many other functions throughout the year.

In addition to their community focus, the tribes are some of the largest employers in their respective areas, employing thousands of people at various levels.

“The opportunities are so vast (with the Chickasaw Nation),” comments Watkins. “There are so many things you can do and lots of room for advancement.” 

“We strive to have a very low unemployment rate in all the counties we operate in,” says McDaniel. 

“People are always wanting to work for the (Chickasaw) tribal businesses,” adds Alexander.

There is no denying the economic impact of tribal businesses in rural Oklahoma.

Cherokee Nation Businesses

Employ: 8,000

Benefits: A comprehensive package including paid leave, medical, retirement, and tuition reimbursement for full time employees.

Industry: gaming, hospitality, personnel services, distribution, manufacturing, telecommunications and environmental services.

Chickasaw Nation

Employ: 10,800

Benefits: A comprehensive package including paid leave, medical, retirement and tuition reimbursement for full-time and some part-time employees. Also feature an Individual Advancement Plan with financial incentives.

Industry: travel plazas and trading posts, gaming, chocolate factories, newspaper, radio stations, as well as many other small businesses through its Small Businesses Development Center.

Choctaw Nation

Employ: 8,000

Benefits: A comprehensive package including paid leave, medical at no cost to the employee, retirement and tuition reimbursement for full-time employees; additionally, a training program for employee advancement.

Industry: gaming, travel plazas, manufacturing and supplies for the federal government and branches of armed services and contracts with federal government to provide medical care to branches of armed services overseas.