1. Placer County Contractors Association 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. AGENDA PCCA Call to OrderCall to Order Approve Last Months MinutesApprove Last Months Minutes Approve Financial ReportsApprove Financial Reports Approve Membership ReportApprove Membership Report Review Events/ SeminarsReview Events/ Seminars Updates/ Old BusinessUpdates/ Old Business New BusinessNew Business Strategic Plan UpdateStrategic Plan Update

6. New Business PCCA Call to OrderCall to Order Approve Last Months MinutesApprove Last Months Minutes Approve Financial ReportsApprove Financial Reports Approve Membership ReportApprove Membership Report Review Events/ SeminarsReview Events/ Seminars Updates/ Old BusinessUpdates/ Old Business New BusinessNew Business Strategic Plan UpdateStrategic Plan Update

7. Strategic Vision and Focus 4 th Quarter

8. Strategic Goals – Focus 4 th Qtr 1.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. 2.Advocacy The PCCA will become the voice for the construction at the local and state levels. 3.Marketing & Business Development The PCCA will develop our reputation and alliances to leverage our membership strengths and create a future of fiscal solvency. 4.Membership Services The PCCA will implement services and programs that will create the best return on membership investments.

9. PCCA Focus Current Goal Areas Governance Organizational and Operational Board alignment – planned direction/Goals Committees Determined/ DevelopedAdvocacy 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 Reputation Education and Training Membership Services Retention, training, self-promotion Technology – electronic age Enhanced members’ return on investment

10. Strategic Goals - Measurements Governance 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 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 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 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 4 th 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 Publications – membership directory, Construction Weekly Facilities – meeting and conference room Membership Assistance with safety programs Technical resource information Daily information on construction projects Daily information on construction projects Industry clout Member discounts Vision – focus Membership directory – discounted advertising program Copy and fax serviceLow 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 Communication between boards Perception – two boards are competitors Perception – two boards are competitors Not good self promoters Board commitment 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) Lack of alternative revenue (grants) Advertising income Advertising income Strategic plan 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 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) Lack of clarity on board roles vs. staff roles and management roles (micro management) Membership retention Insurance programs Insurance programs Perception of construction as an occupation/trade No PAC No PAC Advocacy Advocacy Web site Web site

18. SWOT - Weakness Medium Low dues Networking brokers Networking brokers Career training education 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 Increase in partnership interest/market Declining construction industry Outside advertising visibility 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 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 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