Maryland PHCC Contractor, Winter 2015

maryland

WINTER 2015

PHCC CONTRACTOR MAGAZINE

The Official Magazine of The Maryland Plumbing-Heating-Cooling Contractors Association

New PHCC National Executive VP, Michael Copp PHCC National Report: Stories of Success Legislative & Regulatory Update 5 Easy Strategies for Keeping Great People Procedures for Atmospheric Testing in Confined Spaces

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MD PHCC - NEW MEMBERS........

PHCC CONTRACTOR MAGAZINE

Winter 2015

Ben Bauman Ben Bauman & Sons, LLC Elkridge, MD

Roy Bowlin Bowlin Plumbing, LLC Timonium, MD

William Frazier Frazier’s Mechanical Svcs.

Nottingham, MD

Neil Nutwell Nutwell Plumbing & Htg Pomfret, MD

Sean Schneider Younger Nissan of Frederick Frederick, MD

Timothy Butler Tim Butler Plumbing Glen Burnie, MD

Joseph Schafer Quest Mechanical Glen Burnie, MD

Senior Editor - Diane P. Kastner Maryland PHCC Contractor Magazine is the official magazine of The Maryland Plumbing-Heating-Cooling Contractors and is published four times annually. The Maryland PHCC does not necessarily endorse any of the companies advertising in this publication or the views of its writers.

Maryland PHCC Contractor Magazine is designed and published by Blue Water Publishers, LLC. Articles and information published in this magazine may not be reproduced without written consent of The Maryland PHCC or Blue Water Publishers, LLC. The publisher cannot assume responsibility for claims made by advertisers, content provided by the editor, or for the opinions expressed by contributing authors.

For more information on advertising, contact Jim Aitkins Blue Water Publishers, LLC 22727 - 161st Avenue SE, Monroe, WA 98272 360-805-6474 / fax: 360-805-6475 jima@bluewaterpublishers.com

CONTENTS......

A Message From the New PHCC National Association Executive Vice President 6 - Michael Copp Legislative and Regulatory Update 8

- Mark Riso, PHCC National, Director of Government Relations Maryland PHCC Selects WorldPay 10, 12 Five Easy Strategies for Keeping Great People 17 PHCC National Association Summary Report 22

“Stories of Progress” Procedures for Atmospheric Testing in Confined Spaces 26

ADVERTISER SUPPORT.....

Aireco Supply 9 Bradford White 2 BrassCraft 3 Charlotte Pipe & Foundry 23 Cummins-Wagner 25 Kolbi Pipe Marker 9 Liberty Pumps 28 Metropolitan Industries 13-16

Quality Service Contractors 21 Rheem 27 Rockford Separators 18, 19 Saniflo 5 Service Roundtable 7 T&S Brass 20 Woodford Manufacturing 11

OFFICERS 2015......

PRESIDENT STEVEN M. SCHAEFER WESTMINSTER, MD (410) 876-6825 (410) 857-0011 FAX

DIRECTORS THOMAS KELLER ELLICOTT CITY, MD (410) 203-1741 (410) 203-2638 FAX

SECRETARY KATHARINE K. STRADLEY ELLICOTT CITY, MD (410) 442-2221 (410) 442-7626 FAX

TIMOTHY FELDMAN ELKRIDGE, MD (410) 536-5700 (410) 536-5705 FAX

STEVEN M. SCHAEFER ADMINISTRATIVE CHAIR WESTMINSTER, MD (410) 876-6825 (410) 857-0011 FAX

EDGAR W. ZEPP, IV CLARKSVILLE, MD (410) 531-6712 (410) 531-5812 FAX

RONALD STIEGLER ELDERSBURG, MD (410) 876-6825

TREASURER FREDERICK WOLF BALTIMORE, MD (410) 327-4750 (410) 563-1611 FAX SERGEANT AT ARMS RONALD LLOYD COLUMBIA, MD 21046 (410) 203-2720 (410) 203-1866 FAX [4]

Maryland PHCC Contractor | Winter 2015

APPRENTICESHIP EDUCATION COUNCIL MEMBERS KATHARINE K. STRADLEY ELLICOTT CITY, MD (410) 442-2221 EDGAR W. ZEPP, IV CLARKSVILLE, MD (410) 531-6712 (410) 531-5812 FAX

HONORARY LIFE MEMBERS WALTER L. BREWER TIMONIUM, MD

PAUL F. GOEDEKE BALTIMORE, MD

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A Message from the New PHCC National Association Executive Vice President, Michael Copp

I

was so pleased to meet several of you at CONNECT 2015 in Florida! Zone Director Kathy Stradley provided a comprehensive update of your state’s activities during the Board of Directors’ meeting, and I enjoyed talking with some of you in person to get an idea of the types of programs underway in your state. Your apprenticeship training program, in particular, is an effective resource to train our next generation of workers, and also recruit new members to PHCC. That program was in the spotlight when Charlie Chalk was recognized as the Plumbing Instructor of the Year during an awards ceremony at CONNECT. Congratulations to Charlie and your state for this achievement!

I am honored to join you and this esteemed organization to build upon the great success that you and PHCC predecessors have achieved dating back to 1883. I am impressed with the tireless efforts all parts of PHCC—national, state and local—undertake each year to continuously increase the level of professionalism within our industry and protect the health and safety of the nation and the environment.

My first official day on the job at the PHCC headquarters in Falls Church, Va., was Monday, Oct. 5. The week prior, I was introduced to PHCC members during CONNECT 2015 in Hollywood, Fla. During all of the meetings and activities, I was struck by how passionate PHCC members are about what they do and their contributions to the industry—and rightfully so. I experienced this kind of culture during my years with the National Association of Home Builders and the American Institute of Architects, and I am glad to be back with such a dynamic and dedicated group.

As I have told those I’ve met so far, I will be in “active” listening mode over the next few months as I get to know more about the culture of the organization and we begin setting the course for the next five years. I look forward to meeting the PHCC members across North America and learning more about what they are experiencing in their everyday lives. In the meantime, I thought it may be helpful to share some of my initial reactions based on what I’ve seen work successfully in my diverse career.

Having managed my own small business after my military service and led most business units within for-profit and not-for-profit organizations, I believe that sustainable team success is achieved through constructive collaboration. I will leverage this sensibility to facilitate strategic parity between all PHCC-related groups who focus on enabling your business to thrive.

Our challenge is to continuously deliver value as defined [6]

Maryland PHCC Contractor | Winter 2015

by you—value for which you renew you membership and tout as

By Michael Copp you help recruit new members PHCC National Association and hence, expand PHCC’s Executive Vice President reach across our industry. Driven by your constant feedback, we must: • Nurture longstanding relationships built upon trust and cooperation that continuously preserve and protect our industry. This must be done through a boots-on-theground strategy that requires that we stand in front of someone, shake their hand, and listen; • Crowdsource “just-in-time” ideas for education, advocacy, and content development, and not simply rely on ideas shared within feel-good satisfaction surveys—which I think are passive measures of success. You (and future members) define best what you need to immediately solve specific business challenges; ⋅ Address our challenges and opportunities in a unified manner. For example, the best way for us to tackle the workforce development issue is for everyone— members, chapters and industry partners—to work together to share and create solutions. ⋅ Recognize that many of the issues, concerns and industry opportunities are “local.” Therefore, we must appropriately position our local and state associations as “top of mind” resources for advocacy, education, recognition and networking; . Cultivate sources of non-dues revenue that underwrites the valuable benefits this organization provides; and . Support grassroots advocacy to defend the industry against regulations and legislation that adds costs to doing business and makes it more difficult for you to compete.

Ultimately, the PHCC Federation’s success is mutually dependent upon the success achieved by each stakeholder within it. As President Chip Greene’s theme for the year states, we are focused on “Serving Our Customers.”

I deeply appreciate the support I have received from Executive Vice President Emeritus Gerry Kennedy, the national PHCC team and the warm wishes offered by several state and local PHCC leaders. I look forward to meeting all of you, too. In the meantime, if you have a thought you’d like to share, email me at copp@naphcc.org.

Winter 2015 | Maryland PHCC Contractor

[7]

By Mark Riso Director of Government Relations PHCC National Association

Legislative and Regulatory Update

I

t’s easy to forget that while you and your workers are busy serving your customers, Congress and the Federal government are busy as well — on issues that could affect your business and livelihood. That’s why PHCC—National Association watches what goes on in Washington closely, and represents contractors’ interests day in and day out. I recently joined with PHCC’s Vice President of Code and Technical Services Chuck White to present a webinar updating members on current legislative/regulatory issues. We intend to provide webinars on a more regulator basis to update members on legislative and regulatory issues. Here’s a recap of our discussion.

LEGISLATIVE NEWS Congress came back from its August recess needing to pass a budget before the end of September. That said, Congress passed a Continuing Resolution (CR) which freezes spending at 2015 levels. The CR will carry through the rest of 2015 – thereby avoiding a government shutdown. We’re continuing to work with Congress to urge funding for workforce development — specifically, reauthorization of the Perkins Act (career and technical training). Other relevant issues have passed the House and have moved into the Senate, including Regulatory Accountability and 179D expensing. PHCC—National will be sending out Legislative Alerts on these issues and others that arise when they are sent to the floor for a vote.

REGULATORY UPDATES Furnace, Air Conditioner, and Heat Pump Rule As PHCC National has been reporting, the U.S. Department of Energy (DOE) is working on changes to the Furnace, Air Conditioner, and Heat Pump Rule that established regional standards for non-weatherized furnace and split-system central air conditioners. We [8]

Maryland PHCC Contractor | Winter 2015

can expect meetings through October 2015 and through the rest of this year. This is a signal the DOE will be finalizing a proposal. DOE is proposing to modify the furnace portion of the regulation to establish a nationwide minimum residential gas furnace efficiency of 92%. PHCC and other stakeholders have pointed out problems this could cause, and DOE is working on a compromise position. Industry will have an opportunity to comment on the final proposal. Contractors need to know that PHCC is at the table and protecting their interests.

PHCC and other stakeholders are also working on a regional enforcement strategy for the air conditioner portion of the rule. Work on this issue concluded in the fall of 2014, and DOE should have already informed the public and asked for comments. To date, however, no information has been released.

Air Conditioner and Heat Pump Standards DOE is also considering returning to a single national efficiency standard that would simplify enforcement, but could also result in the minimum SEER rating rising to 15 or 16. They might also change test procedures to allow the test to more accurately reflect installed conditions. We’re not sure how this will pan out, but most likely, efficiency ratings will be made more stringent.

Confined Space The U.S. Dept. of Labor has created a rule clarifying confined space requirements in construction, with enforcement beginning Oct. 1. Contractors need to be prepared to evaluate situations on a case-by-case basis, have compliance plans in place, communicate with others on job sites, and implement safe practices.

PHCC National recently held a confined spaces

webinar. If you missed it, go to PHCC’s website (http://www. phccweb.org/index.cfm?ewebToken=&Site=PHCC) and watch the webinar complete with slides. The website also contains questions that arose that day – and answers to contractor’s questions.

Overtime Pay The U.S. Department of Labor (DOL) has also released new guidance on who is exempt from overtime pay. Generally, businesses under $500,000 in annual revenue are already exempt. Under previous rules, exempt workers had to be in professional, managerial, or executive positions, or earn more than roughly $455 per week. The new rule may raise that threshold to a $970 in 2016. More information: www.dol.gov/ whd/overtime/NPRM2015/factsheet.htm

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PHCC’s annual legislative conference will be held May 18-19, 2015 in Washington, DC. Please remember that next year is an election year (the entire House of Representatives – a third of the Senate – President). PHCC carries a wonderful name on Capitol Hill and we have to make sure that lawmakers continue to hear our unified voice.

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Maryland PHCC Contractor | Winter 2015

Five Easy Strategies for

KEEPING GREAT

PEOPLE

A

s obvious as it might sound, for your company to have success, you need great employees. However, TOP

PERFORMERS DON’T GROW ON TREES. As the economy has steadily improved, people have started to look around more for other opportunities. Also, highly skilled employees are usually in demand.

Losing your best employees can be expensive.

Replacing an employee involves recruitment, lost productivity and knowledge, training expense, and decreased morale – and potentially more employees following the top performer who has left. On top of all that, the number of qualified people in the workforce is decreasing as baby boomers retire.

Fortunately, it costs much less to retain an employee than to replace one. If you take steps to maximize employees’ satisfaction from the time of hiring, you’ll be much more likely to retain them and they will also be more productive.

First, note that salary and benefits are not the only things that bring employees job satisfaction, and they’re not even necessarily the most critical. Here are five reasons why an employee typically leaves a company: 1. Mismatch from the beginning: The job or workplace is not what the employee expected, or the job does not fit the employee.

2. Work-life imbalance: The employee is dissatisfied with the company’s culture, or is stressed and can’t maintain work-life balance.

3. Lack of leadership: The employee has lost trust and confidence in management.

4. Lack of opportunity: The employee has few opportunities to grow in the workplace.

5. Lack of communication: The employee is unsure of expectations, doesn’t receive coaching and feedback, or feels devalued and unrecognized.

You can better retain your best employees if you keep those five factors in mind and combat them by implementing the following five strategies.

Strategy #1: Ensure Effective Recruiting, Hiring, Onboarding, and Preparation Retaining good employees starts from recruitment. So first, make sure in recruiting that you clearly communicate your company’s culture. This may involve first determining what exactly you want to communicate about your company and then implementing those ideas in your job advertisements and on your website.

For hiring, examine your interviewing practices. Make sure you’re both communicating the right ideas to job candidates and effectively identifying the right candidates.

With clear communication during the hiring process, there’ll be less of a chance of a mismatch between the employee and the job and company.

[Continued on page 18] Winter 2015 | Maryland PHCC Contractor

[ 17 ]

An effective on-boarding program that welcomes new employees, integrates them into your company’s systems, and provides training will help them feel like they’re part of your team and will therefore increase their job satisfaction and productivity. Also, if employees understand their work better from the beginning, it will seem more manageable and they will more likely have success.

With good on-boarding procedures: • Employees know what to expect before they get to their first day of work; •

A package of materials, including information on payroll and benefits, is ready for them when they arrive;

•

A supervisor has set aside time to spend with the new employees; and

•

Someone is on call – past the first day – to make sure the new employees understand the company, its goals, and its policies.

Finally, make sure you’re prepared for new employees. If you have ready all the equipment they need to do their jobs, your employees will feel supported and will be more productive.

STRATEGY #2: ESTABLISH A SUPPORTIVE COMPANY CULTURE THAT INSPIRES LOYALTY First, make sure that from the start of recruitment, you’ve shared your company’s mission – for example, delivering the best customer service possible – to tie employees mentally and emotionally to it.

Possibly the best way to demonstrate your core values, such as customer service, quality, honesty, and respect, is through fair treatment of employees. You can do this by keeping communication open with employees and showing by your behavior that you will listen to any problems and respond to them effectively and fairly.

Second, you can create an environment that fosters work-life balance. This involves providing benefits for your employees outside work; health insurance, life insurance, and a retirement-savings plan are important to encouraging employee satisfaction.

Showing that you appreciate the demands employees face outside work will also promote work-life balance and inspire loyalty in them. Part of this – once you’ve gotten to know your employees better (see the communication strategy below) – is tailoring options to their needs. For example, different employees might benefit from different combinations of flexible work schedules, part-time work, job sharing, or a compressed workweek. These accommodations will create a sense of community and

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Maryland PHCC Contractor | Winter 2015

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show employees that you care, thereby providing for more open communication from them.

STRATEGY #3: ENSURE GOOD LEADERSHIP IN MANAGEMENT Studies have shown that when employees leave, they aren’t leaving the company, they are leaving the manager. Put another way, employees’ relationship with their manager becomes their relationship with the company.

Employees want a manager who cares about them personally and professionally, treats them fairly, and helps them grow and learn. Therefore, make sure you’re doing the following: • Create opportunities for development; • Provide direction and support; •

Get to know employees so that appropriate support can be tailored to their needs;

•

Treat employees fairly and impartially; and

•

Provide face time.

Further, you can inspire loyalty by asking for employees’ input on decisions and responding to it respectfully; addressing mistakes in a calm and professional way; and delegating authority to employees and then shepherding

them through meeting expectations.

Two of the aspects of good management referred to above – creating opportunities for development and providing face time – will be further explored in the next two sections.

STRATEGY #4: CREATE OPPORTUNITIES FOR DEVELOPMENT Employees want to learn and grow. If they have opportunities to gain new knowledge and skills, they will be more satisfied with their work and do their jobs well, leading to greater job satisfaction and more loyalty to your company.

Of course, you don’t want to train a good employee out of your company. But there are several different options for growth: employees could take on a new role, learn new skills to accomplish their work, or adopt different responsibilities.

To provide this type of encouragement, you can: • Promote learning and sharing between employees with different roles; •

Give employees assignments to cover for absent colleagues;

•

Buy employees a subscription to an industry-related resource; or

•

Pay for employees to attend training.

[Continued on page 20]

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Employees with these types of opportunities for growth can pour what they’ve learned back into your company, and they will feel a greater sense of purpose.

STRATEGY #5: COMMUNICATE, COMMUNICATE, COMMUNICATE Managerial communication in all its forms is key to maintaining employee satisfaction and retaining employees.

Encourage open dialogue with employees. With trust and communication, you can get to know employees better and tailor benefits and opportunities to their needs, increase productivity, and discover ways to better retain other employees.

First, ensure that you have regular face time with employees. The most open communication occurs when two people are face-to-face, and regular meetings can involve discussions of potential opportunities for growth, the employees’ needs, and areas for improvement in the company; current performance; and feedback and recognition.

Second, build a transparent culture, which will in turn encourage employee transparency. Do the following to shed light on decision-making: • Let employees know what’s happening with the company as much as possible;

•

Share information (although not individual information) on pay and promotions; and

•

Tell employees about work in progress so that they aren’t in the dark and don’t make their own assumptions.

Third, check in with employees but also give them the authority, space, and tools to do their jobs. Emphasize that you are – and actually be – accessible to employees for problem-solving.

Fourth, employees want and value feedback – and want to make sure they are doing their jobs well – so make sure you are clearly communicating what you expect and how they are doing.

Establish clear goals and share them with employees, define performance measurement standards, and document and review performance regularly so employees know what’s expected of them and can perform better.

The key last step to performance management is providing timely and regular feedback. This involves communicating and following up on performance issues fairly and respectfully.

Also important is providing recognition and rewards for good performance – a way to show appreciation for an employee’s efforts. Recognition can range from bringing into

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work the employee’s favorite cup of coffee or writing a thank you note to giving the employee the spotlight at a meeting or posting something on the employee bulletin board.

Recognition and rewards can also motivate employees to improve performance. Rewards can of course include gift cards or spot bonuses, but other strong motivators can be non-monetary. For example, the office could close early before a holiday, or there could be celebrations of startdate anniversaries. You could also treat a high-performing employee to dinner or provide a personal day after the successful completion of a big assignment.

Recognition can tie employees more closely to their company by fostering a better understanding of how their work contributes to its success. For example, employees might not think much about equipment costs. But if they receive recognition or a reward for minimizing waste, they’ll both understand you company’s processes better and be more motivated to promote its success.

Finally, conduct not only exit interviews, but stay interviews. During a stay interview, you would sit down with an employee who has been with the company for a while and find out what about the company has inspired the employee’s loyalty and what can be done to improve employee satisfaction.

In stay interviews, ask employees: • Why they started with the company;

Development

•

Why they’ve stayed with the company;

•

What would make them leave;

•

What are nonnegotiable aspects of their work life;

•

What feedback they have for managers; and

•

What they would improve about the company.

Hiring the right people, establishing a coherent and supportive company culture, emphasizing good leadership, and fostering the creation of opportunities and communication will inspire loyalty in your employees. Your company will save money and build long-term success by retaining employees and keeping them engaged. Keep in mind that satisfied top employees are more likely to attract other employees, share their knowledge, and stay.

This content was developed for the PHCC Educational Foundation by TPO, Inc. (www.tpo-inc.com). Please consult your HR professional or attorney for further advice, as laws may differ in each state. Laws continue to evolve; the information presented is as of September 2015. Any omission or inclusion of incorrect data is unintentional. Please note this article is not intended to provide legal advice or to substitute for supervisor employment law training.

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PHCC – National Association Summary Report Board of Directors’ Meeting September 28, 2015

“STORIES OF PROGRESS”

A

s you may have seen in PHCC-National Association’s Annual Report, this has been “our year” to tell our story, protect our interests, strengthen our skills, reinforce our reputation, make new connections, and build a better future for our members and our industry.

During our recent Board meeting, held Sept. 28, 2015, in conjunction with PHCC CONNECT 2015 in Hollywood, Fla., that sentiment was echoed in my zone report and those from my fellow zone directors. We are definitely making progress throughout the Federation, and local chapters, state associations and PHCC– National and focusing on both the opportunities and challenges ahead.

Membership Development—recruitment, retention and engagement—is a top priority on all fronts and our national membership numbers reflect positive growth. Workforce development, licensing, continuing education, code issues and brand awareness continue to top the list of common challenges for contractors throughout our organization.

Besides sharing news from different regions of the country during the meeting, the board also approved 23 committee reports and reviewed the progress of association programs and initiatives.

HIGHLIGHTS FROM COMMITTEE AND STAFF REPORTS: Mega Issue Task Force on Workforce Development: President Kevin Tindall, chair of the Mega Issue Task Force on Workforce Development, reported on the progress in meeting goals set by the task force. Articles are being [ 22 ]

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published, a special section on the website has been launched and outreach has occurred on Capitol Hill. PHCC and Educational Foundation funding has been approved for additional initiatives, including collateral materials, a career video, an online Career Center and a library of best practices for members and chapters.

Membership: Elicia Magruder, Vice President of Member Services, reported that with the growing success of our marketing campaigns and the outstanding work being done through our local and state chapters, membership is growing. Contractors in South Carolina petitioned the board to charter a state association, which was subsequently approved by the board. Capturing demographic information for member organizations and related individuals is also a high priority, as it will enable us to provide a clearer picture of specifically who we represent to the industry and to target communications to our members based on company roles.

There is online functionality through the “My PHCC Profile” on the PHCC website for members to update their confidential information. PHCC’s partnership with FCA US (formerly Chrysler Corp.) saved members and their employees more than $750,000 since it was introduced, and has generated more than $214,000 in revenue to support member programs and services. An enhanced agreement with Preferred Service Provider Market Hardware, a leading provider of Internet services, was approved by the board. Among the enhanced benefits available to members is a free basic website design with paid hosting services and analysis of SEO rankings.

Brand Awareness Campaign: Progress continues to promote PHCC’s unified brand as evidenced by the continued [Continued on page 24]

HOW VALUE ENGINEERING AFFECTED A HEALTHCARE FACILITY IN THE SOUTHEAST. John Neal was the plumbing designer on the project. Six months after the owners move in, he got a phone call letting him know the floor in the hospital’s kitchen is collapsing. Turns out the contractor went against the engineer’s specs and connected PVC to a 190° commercial dishwasher. Now the owners are going to have to dig up the floor and replace it with cast iron. All because they didn’t follow the engineer’s specifications. To learn more about this story and the dangers of value engineering, visit charlottepipe.com/VE.

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increase in traffic to PHCC’s website, an increase in the number of online membership requests received and the number of chapters using customizable ads, banner displays, membership collaterals and state/local logos. Most notably, three state associations have changed their names to align with the brand – PHCC of North Carolina, PHCC of Virginia and PHCC of Georgia. This is a major step forward in unifying PHCC’s brand and achieving our marketing and awareness goals. Working together with a cohesive identify, we will be able to more effectively attract new members and explain how the PHCC family works to protect member interests and our industry.

Department of Energy. PHCC’s presence at key meetings ensures a voice for the front line installation contractor on new regulations that could impact members’ businesses.

Government Relations and PAC Report: In his report, Government Relations Chairman Mark Giebelhaus summarized the current political environment on Capitol Hill, and briefed Board members on the changes in leadership in the U.S. House of Representatives and the U.S. Senate.

He outlined PHCC’s involvement in legislative initiatives, including regulatory accountability, 179D expensing, the Perkins Act, and the redefinition of full time employment.

PHCC National activated legislative alerts on each issue and mobilized PHCC members to write their respective Member(s) of Congress. PHCC is also involved in a series of regulatory actions including “Waters of the U.S.,” Confined Spaces Rule, the Furnace-Air Conditioner-Heat Pump rule, the Overtime Pay rule, and refrigerant phaseout. Government Relations Director Mark Riso stressed the importance of regulatory accountability, which is so crucial to maintaining the country’s checks and balances system.

The PHCC website (www.phccweb.org) continues to be updated with the new brand look and message. The most prominent example is an online “Member Center” that groups the programs, services and offers into six buckets. A new banner image on the home page directs visitors to a new “Workforce Development” section developed to help members attract, train and retain employees. It includes best practices, chapter success stories, and industry statistics. A new “Career Center” is being set up where members can post job openings, and potential employees can display resumes.

PAC Committee Chairman Joe Whitney presented a briefing on current Political Action Committee fundraising activities and events. Most notably, he explained PHCC’s “Change for Change” program, an initiative to raise funds with a grassroots approach. He also emphasized that PAC contributions to candidates are ultimately the decision of PHCC members, and while national staff will research and provide materials (voting records, etc.) and make recommendations, the members of PHCC (the PAC and Government Relations Committee) control the process.

Technical & Code Services: PHCC Vice President of Code and Technical Services Chuck White reported that PHCC is achieving increased visibility for the association through involvement in several industry groups, including the Plumbing Efficiency Research Council (PERC), Alliance for Water Efficiency, and the American Backflow Prevention Association. Phase 2 of a PERC study shows interesting data supporting the study’s previous phase 1 conclusion that toilet paper strength is a major factor in drain line carry.

The department is also very active in the regulatory arena, working with various government agencies, particularly the [ 24 ]

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Communications & Website: PHCC’s diverse methods of communication are achieving many positive results. Via regular electronic, print and online outreach, updates are provided on key legislative and regulatory issues, new member benefits, educational opportunities and news about the association and industry. Vice President of Communications Charlotte Perham reported that PHCC members are responding well to new marketing tactics.

PHCC Educational Foundation: Chief Operating Officer Cindy Sheridan reported that the Foundation’s staff and volunteers are having a busy year. The revised edition of the Plumbing 201 Apprentice textbook is available for sale and includes updated code references, water heater information and new sections on fixture supports and hydronic. The Foundation awarded $77,500 in scholarships to 36 students entering the p-h-c industry. The average award was $2,500.

Sixteen awards went to apprentices or trade school students.

The Foundation has awarded more than $2.2 million since inception of the scholarship program. By the end of the year, the Foundation will bring business management training to more than more than 2,000 contractors and their employees through bi-monthly webinars and in person seminars at chapter events. Additionally the Foundation will train more than 200 foremen and superintendents at courses across the country. In August, the Foundation hosted four webinars designed as an instructor boot camp to provide new ideas on designing, delivering, and evaluating classes including technology tricks to make learning more interesting. They are posted on the Foundation YouTube channel.

Energy Efficiency and Water Conservation: President Kevin Tindall stated that this committee’s mission is to develop strategies that will position PHCC as a leader in providing plumbing and HVACR contractors with the tools they need to become energy and water conservation advocates. PHCC has been actively working with the U.S. Dept. of Energy (DOE) on a wide variety of increased

HVAC efficiency standards, which seem beneficial on paper, but present installation challenges. PHCC works within the industry to minimize the impacts of these changes.

Insurance, Safety & Risk Management: PHCC PresidentElect Chip Greene reported that the committee met this summer with Federated representatives and heard an update on the Affordable Care Act (ACA). There was also a discussion on the use of mobile apps that could be used to support contractor safety programs. Federated will continue to work on the development of these tools.

en the Association. All state and local chapter executives are encouraged to join AEC. PHCC National Auxiliary: Auxiliary President Jan Dugger reported that the organization is celebrating its 95th anniversary this year. To assist PHCC with workforce development initiatives, the Auxiliary has developed a Career Path Flowchart to help guidance counselors, parents, etc.

The organization is awarding $43,000 in scholarships and will be restructuring the program so it will be more inclusive of trade schools. The Auxiliary has contacted the Girl Scouts of America to express interest in working with them to create a p-h-c Merit Badge.

During the Sept. 28 meeting, the board and guests were officially introduced to incoming Executive Vice President Michael Copp, who said he sees many opportunities for growth and for communicating the value of what the association offers. “Our job is to build an organization that we need five years from now,” he said.

Association Executives Council: AEC President Jim Pendergrass shared that their major accomplishments this year include the establishment of a Leadership Development Scholarship Fund, which will help offset expenses for chapter executives attending the AEC spectrum Conference, PHCC’s Legislative Conference or PHCC CONNECT events, as well as assist individuals pursuing Certified Association Executive Past National President (2012-2013) David Dugger also status from the American Society of Association Executives. officially thanked outgoing EVP Gerry Kennedy for his AEC’s mentoring program has been enhanced to provide inleadership and guidance as PHCC EVP and previously as creased opportunities to share training and expertise among PHCC Educational Foundation Chief Operating Officer. Dr. chapter executives, and the group continues to work closely Kennedy received a standing ovation, one of many given SF_CUMMINS-WAGNER MDPHCC_7.675x4.9_Layout 1 4/30/15 11:36 AM Page 1 with national staff to improve communications and strengthduring the week.

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Procedures for Atmospheric Testing in Confined Spaces Atmospheric testing is required for two distinct purposes: evaluation of the hazards of the permit space and verification that acceptable conditions exist for entry into that space.

A

confined space is one that is large enough to enter and perform assigned work in; it has limited or restricted ways to enter or exit the space; and it was not designed to be occupied continuously by a worker.

Evaluation Testing The atmosphere within a confined space must be tested using equipment that is designed to detect the chemicals that may be present at levels that are well below the defined exposure limits.

Evaluation testing is done to: determine what chemical hazards are or may become present in the space’s atmosphere, and identify what steps must be followed and what conditions must be met to ensure that atmospheric conditions are sage for a worker to enter the space.

The testing results and the decisions about what steps must be followed before entry must be evaluated by, or reviewed by, a technically qualified professional like an OSHA consultation service, a certified industrial hygienist, a registered safety engineer, or a certified safety professional. The technically qualified professional must consider all of the serious hazards in his/her evaluation or review.

A permit space is a confined space that has one or more of the following features: It has or may contain a hazardous atmosphere; it contains a material that can engulf a person who enters; it has an inside design that could trap or asphyxiate a person who enters (inwardly converging walls, or a floor that slopes downward to a smaller section); or it has any other serious safety or health hazards.

Verification Testing Before a permit space that may have a hazardous atmosphere can be entered, the atmosphere must be tested using the steps identified on the permit (developed during evaluation testing).

Verification testing is done to make sure that the chemical hazards that may be present are below the levels necessary for safe entry, and that they meet the conditions identified on the permit.

Test the atmosphere in the following order: (1) for oxygen, (2)

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for combustible gases, and then (3) for toxic gases and vapors.

The resting results - - the actual test concentrations - - must be recorded on the permit near the levels identified for safe entry.

Duration of Testing For each test required on the permit, you must allow enough time for the air from the space to be drawn into the equipment and for eth sensor (or other detection device) to react to the chemical if it is present. This is considered the “minimum response time” if you have attached hosing or a probe extension to the inlet. The additional time is needed to allow the air from the different depths of the space to be pulled into the equipment inlet.

Testing Conditions in Spaces that May Have Layered Atmospheres For permit spaces that are deep or have areas leading away from the entry point, the atmosphere may be layered or may be different in remote areas. For these spaces, testing must be done in the area surrounding the worker, which is considered four (4) feet in the direction of travel and to each side. IF a same probe is used to do the testing, then the worker must move slowly enough so that testing is completed, keeping the equipment “response time” in mind, before he/she moves into the new area.

Retesting the Space During Entry or Before Re-Entry Test the permit space routinely to make sure that the atmosphere conditions continue to be safe for entry.

Article courtesy of Quality Service Contractors– An Enhanced Service Group of PHCC 180 S Washington St, Falls Church, VA 22046 USA Phone: (800) 533-7694 Outside USA: (703) 237-8100 Fax: (703) 237-7442 Visit our website www.qsc-phcc.org

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