Business Overview
CSSGA’s Direction Remains Focused Safety Communication Governmental Strategic Plan Networking Environmental Education
CSSGA Mission The Colorado Stone, Sand & Gravel Association is the advocate of the Colorado aggregate industry. We are committed to advancing policies and regulations, which protect and expand the safe, environmentally responsible use of aggregates in building Colorado’s economy and infrastructure.
Safety Technology Part 46 and Training Enhancements • Part 46 training continues to be available in DVD and UPDATED Flash Drive • Training program update launched in 2018 • Developed on-line LMS option (DRMS Partnership) • Full promotion of “Mine Safety Institute” Modules for MSHA and Subcontractor Training • Training course throughout the year as required/developed Participation Outreach & Interaction • Interaction and Testimony on MSHA proposed Workplace Exam changes • Annual meetings with MSHA and CSSGA membership each fall 7 • Continue Safety Awards Program
Governmental Affairs • Continuous involvement with lobbyist during upcoming session • 2020 will be PAC funding and distribution year • Actions through Grassroots Program Action Alert program, communicating directly with elected officials • Actively Support Infrastructure Funding at Federal & State Alignment & Support of NSSGA/NRMCA/TCC Colorado Construction Industry Coalition (CCIC) • Progress with CCA,CAPA, CSSGA, ACPA-CO/WY • Focused on alignment with other associations, elected officials to implement sustainable funding source.
Land Use & Environmental Proactive Stance Key Measures • CDPHE Stormwater General Permit implemented in 2017. Pushing to align with 10-year implementation plan like domestic water • CSSGA has formed alliance with West Slope stakeholders to push for alternatives to TMDL Stronger Interaction • Industry Roundtable Meetings with CDPHE (Air, Water), SEO, DRMS Stronger Alignment Outreach and Grassroots Programs • Industry Outreach Tour - Elected officials and State regulatory leadership • Initiated an awards program 9
Education Outreach Material Development Presentation • Aggregate Industry - Elementary to High School & Communities available • Infrastructure - Governmental and Community updated and available for members to present in their local areas. Training Industry, Governmental, Educational and Community • Training Webinars on how to utilize presentations • Training and tours with Industry professionals Alignment CSSGA and CRMCA Committees • Includes Colorado Asphalt Pavement Association with Annual Industry Tour 10
2019 Industry Tour at Martin Marietta Spec Agg Quarry Included Ready Mix and Asphalt Plants
Participation with Frei and Sons “Touch a Truck” Event
Frei and Sons Touch a Truck Event
Networking • Networking on annual basis • Ski Outing in partnership with CRMCA in January or February • Spring Networking Held at Governor's Mansion • Summer Networking in Colorado Springs (move throughout state) • Fall Networking & Golf Outing in Glenwood Springs • Annual Conference – November
Communication Online Media Website and Social Media • Continue social media program • Monthly Blogs • eNews Publications Traditional along with New Media • Colorado Public Works Journal • Stone, Sand & Gravel Review • Colorado Construction and Design Public Relations Communities • Support a Solider • Industry outreach tours 15
Social Media Calyx Social Annelise Social Media Media – Contractor Build CSSGA social Manage program Increase media pages reach/impressions Gather content to specific Scheduled content Review content before demographics Analyze posting posting Build Relationships data Engage with Positive Messaging members/non-members Regular reports/updates to Board of Directors
Annual Plan Review Process Strategic Plan and Initiatives Alignment and Progress • Board of Directors Updated Quarterly • Annual Updates to Membership Board of Directors Fiduciary Actions • Cash Management Plan reviewed Annually in Budget Process • Comparing cash on hand vs operating costs • Modernize utilization of Association Management System (AMS) • Computer software that provides membership organizations with functionality required to provide services to members
Management Cycle & Renewal Process Strategy, Performance Planning Performance Process Renewal Tracking/Execution Performance Performance Assessment, G&O Review
Questions?????
2020 Operating Budget
2020 Budget Overview • 2019 Year End forecast in line with budget (+$22,000 vs +$31,000 budget) • 2020 would have similar year overall, • Normalized spending on 527 and Governmental Affairs • MSI (Part 46) budgeted similar to previous year, On-line (NMT only) and Thumb Drive and DVD option for all training. • Monthly costs include monitoring. • No money budgeted to modify any other programs.
2019 Annual Budget 2019 Full Year Forecast 2020 Annual Budget Income 4000 Dues Revenue 292,000.00 288,000.00 270,000.00 4050 Program/Events Revenue 39,000.00 39,000.00 39,000.00 4500 Mine Safety Training Revenue 85,000.00 74,000.00 85,000.00 4550 Mine Safety Training to State -24,000.00 -20,000.00 -24,000.00 4900 Unrealized Gain/Loss on Account 0.00 0.00 0.00 Total Income 392,000.00 381,000.00 370,000.00 Gross Profit 392,000.00 381,000.00 370,000.00 Expenses 5100 Meeting/Events Expense 39,000.00 39,000.00 39,000.00 2020 Budget 5200 Committee Meetings 8,000.00 9,500.00 9,000.00 5500 Lobby/527 Contributions 58,500.00 58,500.00 59,500.00 Overview 5600 Professional/Legal Fees 22,000.00 14,000.00 14,000.00 5700 Scholarship Expense 2,000.00 2,000.00 5,000.00 6010 Accounting 10,000.00 11,000.00 10,000.00 6040 Business Meetings 6,000.00 6,000.00 5,500.00 6100 Information Technology 13,000.00 13,000.00 13,000.00 6150 Insurance Expenses 4,800.00 4,800.00 4,800.00 6175 Membership/Sponsorship/Donation 2,500.00 2,500.00 2,000.00 6200 Office Expenses 17,000.00 16,000.00 16,000.00 6300 Personnel Expenses 142,000.00 144,000.00 150,000.00 7100 Mine Safety Training 36,000.00 39,000.00 32,000.00 Total Expenses 360,800.00 359,300.00 359,800.00 Net Operating Income 31,200.00 21,700.00 10,200.00
Cash Management Plan As part of the annual budget process, the Executive Director will provide cash flow balance forecasts for the following year. In the event the forecasted range for cash & equivalents (checking accounts, money market accounts and investments) falls outside of the 6 to 18 month targeted window, the CSSGA board may take action. However, at the boards discretion, no action is required. • Net Operating Costs = $321k $360k total costs - $39k (Program/Events Expense) • 2019 Year End Cash Forecast with Proposed Budget = $245k $167k (EJ) + $88k (US Bank checking) - $10k (YE Income Variance) Equal to 9 months Operating Reserves - End of Presentation-
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