Vision and Goals

Members of the Oregon Business Association share a commitment to the well-being of the state’s economy as a whole.

The First Goal – The Economy

A healthy business climate supports economic growth and prosperity in Oregon consistent with the values of environmental stewardship and sustainability. The business community has a good reputation and the community recognizes the importance of quality jobs to quality of life. Oregon fosters the development of emerging new business opportunities while creating policies and institutions that support traditional industries and the agriculture and forestry sectors.

The Second Goal – State Finance

A sustainable revenue structure reduces volatility and is sufficient to adequately invest in and maintain Oregon’s infrastructure and social services.  Current rainy day and education funds are maintained and become significant reserves.  The personal and corporate kickers have been eliminated or altered in such a way that they are not an impediment to stable and adequate funding of essential services.  Salaries and benefits for public employees are not excessive comparable to other states and the private sector.

The Third Goal – The Environment

Oregon has protected its natural environment, sustained an environment of vital communities, built a system of renewable energy and created a business climate that rewards stewardship and sustainability.   Sustainable practices and the new energy economy have contributed to the vitality of our agricultural and forest business sector and led to the creation of many new companies, the expansions of existing ones, and increased profitability.  Environmental policies balance the needs of the new economies and traditional sectors, and are sensitive to both rural Oregonians and to those who live in cities. Manufacturers, traditional service industries, and producers of power have been supported and encouraged as they adopted sustainable practices.

The Fourth Goal – Public Education

Public education in Oregon provides students with the essential knowledge and skills to get a good job, to lead a good life and to contribute to the future.  Public education is an integrated system of pre-K through higher education, including an emphasis on community colleges and workforce training as well as four-year degrees.  General and health-related research at Oregon’s public universities contributes to economic growth as well as general quality of life. In order to attract good teachers at every level, salaries and benefits are competitive.  There is a focus on consistent and adequate funding as well as an equal focus on accountability, and the influence of the various stakeholders is balanced and constructive.

The Fifth Goal – Public Health and Healthcare

Basic preventive and catastrophic healthcare is provided to all citizens of Oregon, and the public health and healthcare system emphasizes healthy lifestyles and prevention at the individual, community and public policy levels. The need for costly healthcare is reduced through better diet, increased exercise and other aspects of healthy lifestyles as well as expanded preventive primary care and screening.  Public expenditures for medical care are reallocated to maximize the benefits for the most people at the least cost and without cost shifting to hospitals, physicians or businesses.  Health care consumers are given better information, more options and enhanced incentives to reduce the costs of the drugs and medical services they consume.

The Sixth Goal – Transportation

An equitably funded, well-maintained and multi-modal system of transportation (roads, rail, shipping, air) efficiently moves citizens, business traffic and freight. Mass transit, bicycles, flex-cars and other innovative and energy-efficient programs are supported and encouraged, and, at the same time, sufficient roadways are built to accommodate cars. Transportation alternatives and investments should evolve to complement the way people choose to live and work.

The Seventh Goal – Public Trust

A statewide political environment exists in which the large majority of Oregonians trust their political institutions and leaders.  A key to this trust is the lessening of unproductive partisanship at every level of government and political debate.  Greater leadership and effectiveness on the part of the state’s legislative and executive branches have reduced the use of initiatives and referenda in making and constraining state policy.