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Planning for Success

Placer County Contractors Association. Planning for Success. September 2007 Board of Directors Meeting. PCCA Mission Statement. The Placer County Contractors Association

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Planning for Success

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  1. Placer County Contractors Association Planning for Success September 2007 Board of Directors Meeting

  2. PCCA Mission Statement The Placer County Contractors Association is a member-driven organization whose mission is to provide services to the construction industry and promote professionalism, integrity and business skills.

  3. Future Vision of PCCA The Placer County Contractors Association will be the premiere association in the building industry and give every member the tools necessary to achieve their goals, strengthen their future and build their business.

  4. Organizational Flowchart

  5. AGENDAPCCA • Call to Order • Approve Last Months Minutes • Approve Financial Reports • Approve Membership Report • Review Events/ Seminars • Updates/ Old Business • New Business • Strategic Plan Update

  6. New BusinessPCCA • Call to Order • Approve Last Months Minutes • Approve Financial Reports • Approve Membership Report • Review Events/ Seminars • Updates/ Old Business • New Business • Strategic Plan Update

  7. Strategic Vision and Focus4th Quarter

  8. Strategic Goals – Focus 4th Qtr • Governance The PCCA and PBX boards will lead as one unified body. They will operate efficiently by capitalizing on board members’ strengths through committees. Together, they will define the roles and responsibilities of the organization. • Advocacy The PCCA will become the voice for the construction at the local and state levels. • Marketing & Business Development The PCCA will develop our reputation and alliances to leverage our membership strengths and create a future of fiscal solvency. • Membership Services The PCCA will implement services and programs that will create the best return on membership investments.

  9. PCCA FocusCurrent Goal Areas Governance • Organizational and Operational • Board alignment – planned direction/Goals • Committees Determined/ Developed Advocacy • Law, taxes, EPA, PAC • Monitoring of Government Activities Marketing and Business Development • Membership Retention • Partnerships/Alliances • Labor market / Workforce Development/ Vocational training • Community work • Education – consumer/contractor – Public Relations • ReputationEducation and Training Membership Services • Retention, training, self-promotion • Technology – electronic age • Enhanced members’ return on investment

  10. Strategic Goals - Measurements • Governance The PCCA and PBX boards will lead as one unified body. They will operate efficiently by capitalizing on board members’ strengths through committees. Together, they will define the roles and responsibilities of the organization. • Realignment of Governing body • 4th quarter 2007 • PCCA and PBX Responsibility • Roles and Responsibilities • 4th quarter 2007 • PCCA Board • Goals • 4th quarter 2007 • PCCA & PBX Boards Meeting as a unified governing body; conducting business as individual corps. The board is reviewing board member intent for next term; evaluating roles and responsibilities. Continue to define.

  11. Strategic Goals - Measurements • Advocacy The PCCA will become the voice for the construction at the local and state levels. • Political Action Committee – PAC Corporation • 4th quarter 2007 • PCCA and PBX Responsibility • Monitor Local & State Activities • 4th quarter 2007 • PCCA Board • Mobilize Membership • 1st quarter 2008 • PCCA Board • Public Affairs Committee • 1st quarter 2008 • PCCA Board Submission of PAC by-laws have been submitted to PCCA PAC Chair. Aligning PCCA w/BIA and their tool for mobilizing membership on key issues.

  12. Strategic Goals - Measurements • Marketing and Business Development The PCCA will develop our reputation and alliances to leverage our membership strengths and create a future of fiscal solvency. • Develop New Income Opportunities • 4th quarter 2007 and Ongoing • PCCA , PBX , Staff and Consultants Responsibility • Merger Opportunities • 2007-2010 • PCCA Board and Staff • Build Alliances • 2007-2010 • PCCA Board and Staff QA Insurance on board; complete health insurance program. BIA / CATT / CALPASC Green Technologies

  13. Strategic Goals - Measurements • Membership Services The PCCA will implement services and programs that will create the best return on membership investments. • Develop Educational/Training/Professional Seminars • 4th quarter 2007 • Staff • Vocational Training Education • 2nd quarter 2008 • PCCA Board & Workforce Committee • Technology Advancements • 2007-2010 • Staff & PBX (tech) Committee • Social Events and Mixers • 4th quarter • Staff & PCCA Committee Aligning w/BIA, PHCC, CALPASC and NHBA on a Work Force development program

  14. SWOT- Strength STRENGTHS (within organization’s control) High • Multiple plan room locations – plans online • Board of Directors • Strong staff • Reputation – ethical board – brand • Longevity • Ability to adapt • Assets (property) • Financial solvency • Easy access – all points • Membership satisfaction level -Membership benefit – insurance • Technical experience and diversity of members and board • Insurance – all administrative fees • Community involvement • Location to growth region • Partnerships (GSBE) • Good networking system • Relationships with government entities/agencies

  15. SWOT- Strength Medium • Publications – membership directory, Construction Weekly • Facilities – meeting and conference room • Membership • Assistance with safety programs • Technical resource information • Daily information on construction projects • Industry clout • Member discounts • Vision – focus • Membership directory – discounted advertising program • Copy and fax service Low • Social events • Home shows and Job fairs • Opportunity for more $$ • Networking • Training boot camp

  16. SWOT - Weakness WEAKNESSES (within organization’s control) High • Communication between boards • Perception – two boards are competitors • Not good self promoters • Board commitment • Membership service and benefit awareness and education • Lack of clarity around points of touch • Reliance on State Fund • Lack of alternative revenue (grants) • Advertising income • Strategic plan • Commercial vs. residential plans/membership • Private projects • Marketing to larger general contractors and production builders • Marketing as business exchange • Seminar draw – low attendance • Membership recruitment • Lack of focused goals

  17. SWOT - Weakness WEAKNESSES (continued) High • Lack of well-defined policies, procedures and job descriptions • Lack of clarity on board roles vs. staff roles and management roles (micro management) • Membership retention • Insurance programs • Perception of construction as an occupation/trade • No PAC • Advocacy • Web site

  18. SWOT - Weakness • Medium • Low dues • Networking brokers • Career training education • Residential plans • Fear of change • Number of staff • Affiliations and alliances with other groups • Political reach • Referrals • Targeting homeowners • Expenses • Expense-to-member fees ratio • Discount programs

  19. SWOT - Opportunities OPPORTUNITIES (outside organization’s control) • Growing market - influx of new people • Increase in partnership interest/market • Declining construction industry • Outside advertising visibility • Increase in infrastructure funds • Increase in vocational training needs with decline of baby-boomer workers • Age compression, Trade shortages • Word of mouth • Grant funding • Changing workers’ compensation market • Green environment – global warming • Digital age • Consumer education • Increasing governmental/legislative mandate and regulatory impact • Industry-wide sophistication evolution and education • Awareness for consumers of construction trends • Increase in trend for community collaboration • Lack of understanding of trades at high school/employment entry level • Contractor education • Experts in the industry

  20. SWOT - Threats • THREATS (outside organization’s control) • Unlicensed contractors • State administrative fees – governmental regulation – workers’ compensation fees • Healthy economy • Electronic age makes services obsolete • Build out • Slow down in building, downturn in labor force • Consumer ignorance • Election year – politics • Negative reputation by consumers • Competition capitalizing on weaknesses – three competitors: Reconstruction Data, Dodge, E-boards • Litigation • Environmental regulations • Uneducated licensed contractors – mechanics; liens, etc. • Health and benefits cost increases • Material and labor costs • Labor rates • Illegal workforce • Uninformed contractors underbidding • Energy costs

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