CLCA, California Landscape Contractors Association

CLCA was a fledgling eight years old at the start of the 1960s, with roughly 300 members and a tiny annual budget. In order to grow, the association was striving to anticipate the hot buttons of landscape operators throughout the state, and provide solutions to the industry's biggest concerns.

Jack Brem, who had served as CLCA's president in 1953, spoke for the Membership Committee when he gave his report to the quarterly board meeting at the Bakersfield Hacienda in October 1960. According to the minutes, Brem "stated that ... the most important items of interest to prospective members are, Prices and Bidding Procedures, and how to come up with a fair profit."

Members focused on a major bottom line issue at that meeting: unless landscape contractors were able to raise their profit margins and realize a fair return on their investments, many were doomed to business failure.

Member John Saylor noted many contributing factors, such as illegal and unfair competition, poor business management and specifically, unrealistic cost accounting procedures.

"There are too many landscape contractors whose philosophy is to get the job at any price, and are the perennial low bidders, contributing to the instability," Saylor was quoted as saying in the minutes. He also suggested working out an equitable agreement with organized labor at a statewide level, pointing out that unions were becoming ever stronger in all fields, and he believed that it would be but a short time before all contractors were forced to sign union agreements. His solution was to get the agreements now, so that when the crunch came, landscape contractors would be well positioned.

In the decade that followed, the union issue would become a pivot point in CLCA's evolution, although not to the all-encompassing degree of Saylor's prediction. The industry's profile as a vital element in society would grow as association leaders built respect for the craft, while at the same time working different angles on the unlicensed operator problem. Meanwhile, legitimate operators would feel the drive to move beyond being craftsmen and into professional business managers as the industry passed through its adolescence and into adulthood.

Building on Success

Although CLCA was still very young at the start of the '60s, it had already proven itself the forerunner in industry representation across the country. The early successes of the association led to other states looking to CLCA to lead them to national representation.

The proposal before the board at the October 1961 meeting at Hoberg's Resort in Lake County was for CLCA to charter a new organization to represent landscape contractors throughout the United States. Bailey Justice, who had served as CLCA's first president in 1951-52, took the point position at the meeting. The minutes read:

"Justice stated that he felt that such an organization on a national basis would certainly be a vital step in the progress of the landscaping industry throughout the country and would provide a better understanding of the mutual problems confronting the industry."

After discussion, 1956 CLCA president Keith Card "motioned ... that CLCA officially sponsor and support the formation of the national association. Motion seconded by Justice. Motion carried."

Two years later, ALCA - the Associated Landscape Contractors of America - was chartered in New Orleans. CLCA member John Schmidt was named treasurer, and 1952-53 CLCA president Henry Soto became membership chairman. In its first year, CLCA members made up 97 percent of ALCA membership.

The Way We Were

Looking back on what it was like to be a landscape contractor in the early '60s, 1962 president Chuck Armstrong says the focus has changed significantly from then to now.

"A lot of jobs today are more complex. It used to be that shrubs, trees and lawns were the biggest part of the contract, but now [it's] the carpentry, concrete, and the sprinklers. Lawns and shrubs are the minor part of it. "One thing that's not too different is the process of designing and installing a job. People today want more landscaping, not less. A lot of jobs today are more complex."

1966 president Robert Sapien says that loans were almost non-existent for landscape contractors, which made for a major stumbling block in business development.

"We struggled," Sapien remembers. "Most of us weren't capitalized. A lot of people would flounder because of that and a lack of knowledge about business. It was difficult going beyond being a regular neighborhood contractor. [Back then] you almost never heard of a contract going beyond a hundred thousand dollars."

Sapien says that for most members to get a loan in the early '60s, they had to put up personal assets as collateral. Walter Bray, who was on CLCA's board of directors by 1965 and would serve as CLCA President in 1973-74, articulated what had to be done to turn the situation around.

"In the old days, banks wouldn't lend on anything perishable. The sprinkler system and any construction item were viable, but not plants, trees, etc. By CLCA participating in building exchanges and members bidding on public works and commercial projects, it involved our industry as an integral part of the overall project."

Bray says this raised lenders' awareness of the important role of landscaping. "Afterward, banks were calling us, asking if we wanted a loan!" CLCA also redoubled its efforts toward educating contractors in business development, a focus that continues today through a comprehensive package of programs. The association served as a major binding force for the industry, but had its own challenges to resolve.

As small landscape contractors struggled in the '60s, the association faced a series of financial crises that led it to the brink of extinction, and brought to bear the talents and creativity of its leaders to guide it through troubled times.

"There were a lot of years when CLCA almost folded," recalls Sapien. "Several people gave of themselves financially and otherwise to keep it alive. If they hadn't made those personal sacrifices, the association wouldn't have made it." Walt Young, 1965 president, recalls the shock he received immediately upon taking office. "I opened my first board meeting without any pre-meeting of any kind. The first thing Herb Frank (then-CLCA treasurer and later president in 1967) said was, 'We have a $20,000 budget and we're broke!' I hadn't been forewarned of the financial situation, so this was a major blow to me." Young instituted executive meetings after that, to be held before the full board commenced, and immediately set to work on bringing the association back to solvency.

"I appointed Dave Dorward and Bob Weiland to co-chair the Ways and Means Committee. They were sharp guys who have both been very competent with the association over the years, and they started turning the whole thing around. By the next meeting we were back on track." Both men would go on to become CLCA presidents soon afterward.

Polishing the Industry Image

Young says his major objective as president, in addition to repairing the association's financial condition, was to promote the industry to the public. "Our primary goal was to get CLCA and the industry 'on the map' so that people would know what we do," Young remembers.

Public relations became the association's focus and, to many, its ire. As CLCA poured its resources into the effort, members were divided over how to achieve its goals, and felt the costs involved would be better applied to other functions. It was a painful learning curve, coming at a time when CLCA didn't have the budget for it, but at the same time couldn't afford not to do it. By the end of 1966, CLCA's PR budget was dwindling to near-zero, and the association had to come up with a plan to fund an additional $7,500 to keep the program operating through April 1. After much deliberation, the board voted to borrow funds from the chapters, to be repaid with interest in a short period of time.

Membership had totaled 564 regular and associate members in October 1964, but that number had dwindled to 533 by June 1966. As dues revenue continued to rock back and forth, CLCA leaders pitched in wherever they could to keep the association running. Several presidents declined or underwrote their expense accounts ($200 per year in mid-decade), choosing instead to fund their own travels throughout the state, as key members drafted new plans to promote the industry and educate the public.

Part of promoting the industry was to align with the public interest, and nowhere was this more obvious than in the ongoing battle with unlicensed operators.

"The CSLB (Contractors State License Board) had a backlog of 20,000 complaints by 1969," recalls Walter Bray. "CLCA worked with John Kehoe, Governor Reagan's chief of staff, to address the problem. The state added 25 additional staff to the CSLB, and Reagan [a master of public relations] cut nine 30-second TV and radio spots to encourage the public to hire licensed contractors and report their complaints to the CSLB. Within six months, the backlog grew to 40,000." Bray says that this is when the CSLB started expediting things, using industry professionals as arbitrators. This opened the door to each industry being able to participate with the government in solving the problems.

Chuck Armstrong remembers the unlicensed operator as being the biggest issue of his day, reflecting an item from CLCA's stated Goals and Purposes, first published in the 1950s: "A vigorous and continuous prosecution of unlicensed individuals acting in the capacity of Landscape Contractors."

Members Harry Broderick (who would become president in 1968) and Joe Sperling were CLCA's "police" at the state level during the '60s, according to Walt Young. "They would chase down leads on jobs that were being done by unlicensed operators and tell them that they had better get licensed or they would be turned in to the license board."

Dave Dorward, who was CLCA president in 1969 when Governor Reagan went on the air to promote legitimate operators, says the association not only worked to stop the illegal activity, but also extended the hand of friendship to unlicensed operators and offered to help them become legitimate.

"I took the position that the issue should be addressed as a matter of protecting the public, and ask ourselves, 'Why are we doing this?'" Dorward says his feeling was that the association should do more to help the unlicensed operator become legal and join CLCA, which would strengthen the industry and the association. While the unlicensed operator remains a problem today, CLCA has actively pursued this solution for over 30 years and encouraged many operators to join the fold as licensed, contributing members of the industry.

Competition Amongst Friends

Harry Broderick, 1968 president, recalls that one of the greatest benefits of association membership was the help and support that members gave to one another.

"It's hard to be a competitor, going to meetings and dinners, and then going out and bidding against each other the following day," says Broderick. "But the exchange of ideas was invaluable. Not only that, but we would also share supplies, equipment and tools."

Broderick says that the late '60s and early '70s were "a depression" for the industry, and CLCA's role was vital to the industry's prosperity. "I think we all understood that you got out of CLCA what you put into it ... in fact, it came back tenfold."

Walt Young agrees. "The people in this industry are 'a different group.' Most of us are good people. We're interested in life and things that grow. "Even after all these years, [my involvement with CLCA] benefits me because if I call almost anyone, they know me, or know of me. Today I can call almost anyone and get their support."

Members of The Year Regular

• 1969 Robert L. Curtis
• 1968 David Dorward
• 1967 Robert Sapien
• 1966 Robert Kaplanek
• 1965 Jay Anders
• 1964 Tom Matsuoka
• 1963 Herbert Frank
• 1962 Warren Purdy
• 1961 Keith Card

Members of The Year Associate

• 1969 Hi Kellogg