Update on Our Checkoff's Forward Momentum

January 06 2023

As we embark on 2023, I’m excited about all the momentum our Board and Committee members are bringing to the effort to build a stronger future for our industry. As part of that, we will be holding our next in-person meeting of the board on February 2nd and 3rd, in Baltimore, MD. Our focus will be mapping out a strategic framework and setting priorities for checkoff investments. In addition to building our game plan, we will be asking our Board to approve a budget for 2023.

During our next board meeting we will be welcoming the "newest" member, Mark Wilhelms. Mark has been appointed to fill the vacant, non-voting alternate seat on the Concrete Masonry Checkoff Board. He has been instrumental in transitioning our board and structuring the RACs to build programs and initiatives that will be crucial to move our industry ahead.

We are also making progress finding a permanent CEO for the checkoff, assembling a new search committee headed up by board member Erik Absalon. The job description and link to the posting will be shared soon. We are shooting for a mid-summer timeframe to have our new CEO to be in place.

And as a reminder, assessments will begin April 1, 2023. We have created resources through cmucheckoff.com that can help answer questions you may have and give guidance on what materials are/are not included in assessments.

One update to our previous communications – the DOC has approved final language that gives producers latitude as to how individual companies can decide on pricing to their customers.

"1 cents per masonry unit goes to the Concrete Masonry Checkoff Board pursuant to the Concrete Masonry Products Research, Education, and Promotion Act of 2018."

This is truly an exciting year for the concrete masonry industry, and I look forward to working with you all in the future.

As always, please reach out with any questions or thoughts.

-Major Ogilvie, Chair
Concrete Masonry Checkoff Board (CMCB)

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The CMU Checkoff Initiative was created by producers frustrated with continual loss of market share. That frustration was compounded when program ideas surfaced that could drive demand, but there was no way to fund multi-year, well-funded programs that would change outdated perceptions of CMU.

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