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

PHCC CONTRACTOR MAGAZINE

John Treat Ourisman of Clarksville

Jim Gill Mercedes-Benz

Spring 2017

CONTENTS...... Senior Editor - Diane P. Kastner Maryland PHCC Contractor Magazine is the official magazine of The Maryland PlumbingHeating-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. Maryland PHCC reserves the right in its sole discretion to reject advertising that does not meet Maryland PHCC qualiďŹ cations or which may detract from its business, professional or ethical standards. The publisher cannot assume responsibility for claims made by advertisers, content provided by the editor, or for the opinions expressed by contributing authors.

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

The Transfer of Power - Mark Riso, PHCC National, Director of Government Relations

HR Lessons From Real Life

PHCC Membership Benefits

PHCC Membership Application

Current Recommendations on Drug and Alcohol Policies

Plumbing Apprenticeship Program Open Enrollment

Maryland PHCC Annual Trade Show and Bull and Oyster Roast

ADVERTISER SUPPORT.....

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TREASURER STEVE M. SCHAEFER WESTMINSTER, MD (410) 876-6825 (410) 876-6811 FAX

RON BRYANT GAITHERSBURG, MD 20879 (301) 670-2700 (301) 670-2720 FAX

SECRETARY RON LLOYD COLUMBIA, MD 21046 (410)-203-2720 (410) 203-1866 FAX

CHRIS SAFFER BALTIMORE, MD (410) 665-4238 (410) 661-4573 FAX

SERGEANT AT ARMS FREDERICK A. WOLF BALTIMORE, MD (410) 327-4750 (410) 563-1611 FAX [4]

Maryland PHCC Contractor | Spring 2017

APPRENTICESHIP EDUCATION COUNCIL MEMBERS STEVEN M. SCHAEFER ADMINISTRATIVE CHAIR WESTMINSTER, MD (410) 876-6825 (410) 857-0011 FAX RONALD STIEGLER ELDERSBURG, MD (410) 876-6825

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

CHANGE CAN BE A GOOD THING

ince returning from PHCC’s CONNECT 2016 event Oct. 19-21, I have spent some time reflecting on the event, and have concluded that we have some dedicated folks in our industry who continuously want to learn how to improve themselves, and hence, offer better service to their clients. Whether it was our members, PHCC association executives, sponsors, exhibitors, presenters or PHCC leadership, everyone came together to network, share best practices and participate in education sessions. The overarching goal for all was to change what we are doing now such that we will consistently delight, and hence, “create loyal, engaged, and satisfied customers” (John Spence, Delivering Business Excellence, May 8, 2015). Planned and unplanned change is a result of an organization’s need to address a shift within the internal and/or external environment. Andrew Grove, former president and CEO of Intel Corporation, wrote that “what [change] does to a business is profound, and how the business manages this [change] determines its future.” (Grove Andrew, Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company and Career, Doubleday, NY, 1996. P. 27.) Grove noted that Professor Michael Porter of Harvard University described six forces that determine a company’s continued prosperity: the power, vigor and competence of company’s existing competitors, suppliers, customers, potential competitors, product substitution and complementors. (Grove, A. p. 28.) When one or more of these forces change, the organization must positively reposition itself within the changing business environment. “There is a certain relief in change, even though it be from bad to worse; as I found it traveling in a stage coach, that it is often a comfort to shift one’s position and to be bruised in a new place.” – Washington Irving (1783- 1859)

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Maryland PHCC Contractor | Spring 2017

Planned (Strategic Thinking) Transformational Change

Proactive - Changes are foreseen and are integral to and are in conjunction with an overall strategic plan to address a specific effort to address performance gaps, meet a business objective or reach a new corporate vision.

Reactive - Changes are unintentional and spontaneous. They are not tied directly to the strategic needs of an organization, but to the tactical readjustment of workflow.

Structured - Changes are intentional and are part of a thoughtful collaborative process of preparation (unfreezing), modification (changing), and normalization (re-freezing).

These changes occur without an intended plan and are typically in reaction to minimizing negative outcomes of a specific situation. Not all unplanned changes are inappropriate if they reduce waste and improve product cost, quality and on-time performance.

Answers what and why

Answers how and when

Modifies an organization’s underlying norms, policies, and objectives.

Seeks incremental improvements in efficiency and effective use of resources while maintaining current organizational values and culture.

Planned change may be more transformational depending on the organizational need and/or the change agent who directs the change. Unplanned change is typically a transactional response to impromptu interpersonal conflicts, a procedural deficiency, and/or a process inefficiency not directed by a change agent. Differences between planned and unplanned change include: (Schermerhorn, J., Hunt, J., Osborn, R., Organizational Behavior, John Wiley & Sons, NY, 2000. P. 397.) The PHCC Board of Directors has a well-thought-out fiveyear strategic plan that will help us achieve a level of transformational change that is centered on positioning PHCC members for success. We look forward to implementing programs and services that will make PHCC contractors the best choice for professionalism, reliable products, and knowledgeable service. If you’re not a member of PHCC, contact us at membership@naphcc.org to learn more.

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Visit tsbrass.com and learn more about how we’re partnering with contractors just like you. T&S plumbing products represented in Maryland by: Repsource Midatlantic - 804-550-0025 TSB_0592 2015 PHCC Pubs.indd 6

10:44 AM Spring 2017 | Maryland PHCC 12/18/14 Contractor [7]

THE TRANSFER OF POWER By Mark Riso Director of Government Relations PHCC National Association

The Obama Administration’s transfer of power to the Trump Administration

hether you had the opportunity to watch President Trump’s inauguration or not, the speech that directly follows the oath of the presidency is extremely important in order to understand the vision and tone of an administration’s focus. Often, a newly-elected president will touch on certain issues and themes, signaling what to expect in the first 100 days. As we enter into the first weeks of the Trump Administration, and coming on the heels of the inauguration, the vision of President Trump’s blueprint is materializing. Remember, the inauguration address is not only a signal to the American people…it is a signal to Capitol Hill. Tops on his agenda – repeal and replace of the Affordable Care Act (ACA)…we all know this. The House and Senate took steps recently to authorize work on drafting legislation that would in essence, begin to dismantle major provisions of ACA. Much more to come on this in the next few weeks and months. Tighten immigration policies, prevent manufacturing jobs from being outsourced, and a promise to “rebuild” the country’s infrastructure. He also conveyed that he intends the United States will play a leadership role in global affairs (global economy), though he also stated that his intention is to focus on domestic matters. President Trump’s inaugural speech also broke with the GOP regarding entitlement programs, as he wants to keep them as is, while GOP lawmakers on Capitol Hill want to overhaul Medicare and Medicaid. One of the most visible issues on Capitol Hill of which President Trump campaigned on, is a comprehensive tax reform policy – and current meetings on Capitol Hill (which include House Speaker Paul Ryan) have been advanced to make that happen. Paul Ryan is a crucial part of moving a reform package on Capitol Hill as he was a chairman of financial committees in the House prior to being elected Speaker. Speaker Ryan has pieced together a plan “Better Way” that puts the tax reform

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Maryland PHCC Contractor | Spring 2017

in a blueprint for action. Many of the provisions of a reform are supported by both sides of the aisle – and PHCC has issues in play (i.e., regulatory accountability) that we will push through our national grassroots network system. Make no mistake though, “Better Way” has been coordinated with the new administration so as to assure success. All in all though, it is early to predict any timing of tax reform – though it is safe to bet that PHCC members will begin to read more and more of the reform in the spring of this year. Another issue President Trump campaigned on and mentioned during his address is infrastructure. Infrastructure spending includes many issues. Absolutely it includes roads, highways, and bridge development and maintenance. President Trump is a believer that the health of any economy (state or national), parallels its infrastructure (roads, highways, bridges). From our standpoint – we also want underground infrastructure addressed as well (i.e., Flint, Michigan). There is a lot going on in our nation’s Capital – as more evolves – PHCC National will keep you up to date. As a side note – more details are surfacing as to details of what President Trump intends to accomplish and how Congress intends to work with the new administration. Be sure to read PHCC Nationals online with more information.

HR Lessons From Real Life

TACTICAL ANSWERS FOR SITUATIONS YOU MAY FACE, PART 2

Prepared for the PHCC Educational Foundation by TPO, Inc.

Whatever the makeup of your company, your employees will present complex human resources issues. Here are a few examples of how to address them effectively. EXAMPLES OF SITUATIONS YOU MAY FACE Here are three more examples of personnel situations you may face at your company: 1. Employees routinely arrive later or leave earlier than prescribed by their designated hours. 2. An employee is moonlighting – or working a second job – and it interferes with his or her work for your company. 3. There is inappropriate favoritism between employees, i.e., a dispatcher consistently sends one technician out on the best jobs. You can use the following steps, with slight modifications depending on the problem, for each of those situations. STEP 1: SET CLEAR EXPECTATIONS THAT REFLECT YOUR COMPANY CULTURE Set clear company policies that you will later communicate to your employees. This involves creating straightforward rules. Are defined start and stop times important to your business? Establish employees’ schedules and your expectation that they will arrive and leave no earlier or later than the start and end of their prescribed hours. Moonlighting can affect employee performance and interfere with your business – especially if company-owned equipment or materials are being used for this side work. Establish a moonlighting policy to address concerns that an employee’s performance could be affected by working another job; the [ 10 ]

Maryland PHCC Contractor | Spring 2017

employee may not meet the demands of his or her work schedule because of the other job; the employee may spend time at your company working on tasks for the other job; and the other job may represent a conflict of interest if it’s for a competitor. Make clear that misuse of company equipment and materials will result in disciplinary actions. When establishing a moonlighting policy, don’t forbid working a second job completely because that would be difficult to enforce and could cause you to lose valuable employees who need to work more than one job. Focus on noninterference with your business and employee performance. Make clear that the position at your company is the employee’s primary job, so other jobs shouldn’t affect performance or adherence to the work schedule. Also include in your conflicts of interest statement a requirement for your approval of any second job. With rules for start and end times and moonlighting, for example, you can point to written standards if an employee is violating them. On the other hand, you might not have an established standard for a specific situation like dispatchertech favoritism. That’s why it’s important when you set expectations that you also establish your company’s culture. Your culture will depend on the principles you want your company to stand for. You can emphasize fairness and ethical treatment of both customers and fellow employees. That way, you can create an environment that discourages favoritism and, if an employee acts unfairly or unethically, you can point to that culture in bringing up the behavior and determining consequences.

STEP 2: COMMUNICATE EXPECTATIONS FROM THE BEGINNING When you onboard employees, share your expectations. Explain all the company’s rules such as start and end times and the moonlighting policy so that employees know and can follow them, and you can point to them if employees violate them. You should also start emphasizing your company’s culture from the beginning. Make clear to employees that if they ever have questions about any of your policies that they can come to you. STEP 3: OBSERVE Once the rules and culture are established, you should monitor their implementation, the first step to reinforcing your policies. Keep track of whether employees are arriving on time and leaving at the end of their scheduled day through both observation and their time sheets. Take note if your employees show signs of moonlighting – for example, they arrive late or leave early, they are consistently unable to work overtime, and their performance suffers. And finally, keep track of which jobs employees are routinely taking and document any complaints indicating favoritism. STEP 4: ADDRESS THE PROBLEM IMMEDIATELY If it’s clear that there’s a problem from what you’ve observed and the information you’ve collected, have the tough conversation with your employee immediately. Apart from addressing the problem, this shows your employees that you mean what you say and are serious about your expectations and the company rules. Be respectful, direct, and clear. Remind the employee of your expectations and why you have them. Besides laying the groundwork for your conversation, this allows the employee to ask questions about the policy.

In general, the severity of the consequences will depend on the violation. The consequence could range from having a conversation with your employee and saying you’ll monitor the situation – and then doing so – to giving your employee a warning, to termination. CONSTANTLY CLARIFY EXPECTATIONS You should constantly be communicating and clarifying your expectations. This will make the working environment more transparent and increase the likelihood that employees will come to you with questions when they’re confused about policies. As discussed in the December 2015 e.bulletin, you should have informal performance management conversations with employees at least monthly. That presents a good opportunity to remind employees of any policies they seem to be struggling with. Also, you might need to adjust your expectations and add policies. This might happen in situations like the dispatchertech example – there may not yet be a specific rule because you haven’t confronted that situation before. Alert employees immediately when you make an adjustment. For particular kinds of rules, there may be state or federal laws on the books on how the policy change needs to be communicated to employees. Ensure that all employees are informed so that they’re aware and more likely to follow the rule and so that you have evidence that you’ve informed employees if one of them breaks the rule and you need to enforce it. You can communicate in writing – in an employee handbook, on a bulletin board, in an email, or in a memo. You can also make announcements at an employee meeting or tell employees one on one in informal conversations. A combination of these communication techniques will better ensure that employees are aware. And remember to follow legal requirements and ensure that you have evidence of communicating policies that will back up your enforcement of the rules.

“YOU SHOULD CONSTANTLY BE COMMUNICATING AND CLARIFYING YOUR EXPECTATIONS.”

Then lay out the situation and how and why it violates the specific rule or principle. Then tell your employee how you plan to address it, which will lead you into step 5. STEP 5: DECIDE ON AND IMPLEMENT CONSEQUENCES The consequences for breaking specific rules should be included when you’re setting and communicating specific expectations. When a consequence has not been specified – for example, if there isn’t a specific rule against favoritism, but it violates your company culture – you should assess the situation and determine a consequence based on the violation.

In the end, reflect your company culture when addressing situations such as disrespecting start and end times, moonlighting, and favoritism. Make sure to apply your rules and principles consistently across employees and constantly communicate your expectations and how you’re enforcing them. If you follow these steps for all kinds of situations, you’ll create a more transparent culture and promote a successful workplace.

Spring 2017 | Maryland PHCC Contractor

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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 October 2016. 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. The PHCC Educational Foundation, a partnership of contractors, manufacturers and wholesalers was founded in 1987 to serve the plumbing-heating-cooling industry by preparing contractors and their employees to meet the challenges of a constantly changing marketplace. If you found this article helpful, please consider supporting the Foundation by making a contribution at http://www. phccfoundation.org.

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Maryland PHCC Contractor | Spring 2017

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Maryland PHCC Contractor | Spring 2017

CURRENT RECOMMENDATIONS ON DRUG AND ALCOHOL POLICIES Prepared for the PHCC Educational Foundation by TPO, Inc.

Drug and alcohol abuse can take a heavy toll on the workplace. Substance abusers are much more likely to miss work, be less productive, be involved in an on-the-job accident, injure themselves or others, and file workers’ compensation claims. They can affect other employees who have to fix their mistakes. Also, medical and recreational marijuana legalization in some states and the increasing use of heroin complicate employers’ creation of a drug-free workplace. MARIJUANA- AND HEROIN-SPECIFIC FACTORS One of the best ways to establish a drugfree workplace is to create a written drug-free workplace policy. When writing such a policy, you should keep in mind your state’s laws regarding medical and recreational marijuana. An increasing number of states are legalizing medical or recreational marijuana. The states vary in the specific laws, and their policies are constantly evolving. Local governments are also getting involved. Stay informed about what your locality and state are doing regarding marijuana and how that could affect your enforcement of a drug-free workplace policy. At this time, 25 states and the District of Columbia allow some amount of medical marijuana use. See the National Conference of State Legislatures’ (NCSL’s) webpage on state medical marijuana laws for more information (http://www.ncsl.org/research/health/ state-medical-marijuana-laws.aspx). Twenty-one states and the District of

Columbia have decriminalized small amounts of marijuana, so that possession of small personal consumption amounts is a civil or local infraction rather than a state crime or is the lowest misdemeanor, without jail time. For more on decriminalization, see the NCSL’s webpage on decriminalization (http://www.ncsl.org/research/civil-andcriminal-justice/marijuana-overview. aspx#7). You can still maintain a drug-free workplace because marijuana is illegal under the federal Controlled Substances Act. Apart from keeping track of your state and local laws, focus on the actions listed below regarding drugfree workplace policies and drug testing in order to better protect yourself from legal liability while deploying your drugfree workplace strategies. According to the Centers for Disease Control, heroin use and heroin overdose related deaths have increased dramatically since the early 2000s. Heroin presents challenges that should be considered in implementing a drug testing policy. Because of the nature of

the drug, there’s a specific regime that goes into testing for heroin. If you are concerned about heroin use by your employees, talk to the provider of your drug testing to ensure that the testing regime includes heroin-specific factors. More generally, you can take the following actions to minimize the risks of substance abuse in your business: as mentioned above, establish a written drug-free workplace policy; implement drug testing; train supervisors; educate employees; and provide employee assistance. Even if you can’t do all five, choosing as many as possible, as well as familiarizing yourself with relevant law, can help reduce the risk of substance abuse.

ESTABLISH A WRITTEN DRUG-FREE WORKPLACE POLICY A written drug-free workplace policy should include a statement of why the program is being implemented; a list of what is being forbidden; and an explanation of the consequences for violating the policy. Continued on page 20 >> Spring 2017 | Maryland PHCC Contractor

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<< Continued from page 19

The policy should specify the situations in which employees will be tested, what substances are being tested for, the types of tests, the consequences for refusing to be tested, and the consequences if an employee tests positive. Explain the testing procedures, since many states require specific types of testing for particular substances. The Substance Abuse and Mental Health Services Administration (SAMHSA) offers helpful tips for creating a drug-free workplace policy, including reasons for such a policy, what to take into account, and basic elements of a good policy (http://www.samhsa.gov/workplace/ toolkit/develop-policy).

IMPLEMENT DRUG TESTING You should answer the following questions before implementing drug testing: • What are the relevant federal, state, and local laws affecting employer drug testing? • Who will be tested? •

When will tests be conducted (for example, pre-employment, upon reasonable suspicion, post- accident, randomly, periodically, or on return to duty)?

• For which drugs will testing be conducted? • How will tests be conducted? It’s important to consider federal and state laws regarding drug testing. For example, the Americans with Disabilities Act (ADA) distinguishes between alcohol and illegal drugs. An illegal drug user is not protected by the ADA, while a person who uses alcohol is protected. An alcoholic is considered a person with a disability and is protected by the ADA as long as alcohol use does not affect job performance. An employer may have to accommodate an alcoholic. You can and should hold an employee [ 20 ]

Maryland PHCC Contractor | Spring 2017

who abuses alcohol to the same performance standards applicable to all employees. However, you cannot discipline an alcoholic more harshly than a non-alcoholic. You can and should prohibit the use of alcohol in the workplace and can require that employees not be under the influence of alcohol during the workday. Answering the last two questions listed above will help you determine what type of testing you’d like to conduct. Urinalysis, the most common method of testing, is done at a contracted doctor’s office, lab, or any other testing site selected by the employer. Note that a positive urine test does not necessarily mean a person was under the influence of drugs at the time of the test. Rather, the test detects and measures use of a particular drug within the previous few days and has become the de facto evidence of current use. Because alcohol passes rapidly through the system, urine tests must be conducted very quickly after alcohol consumption in order to ensure any degree of accuracy. For this reason, urine tests are generally not helpful in detecting alcohol use as opposed to illicit and prescription drug use, which is more easily traced in urine. Also, do the following: • Allow employees to list any prescription drugs they are taking before the tests.

•

"EMPLOYEES WILL BE LESS LIKELY TO ENGAGE IN SUBSTANCE ABUSE IF THEY KNOW THE DAMAGE IT CAN CAUSE BOTH PERSONALLY AND PROFESSIONALLY." If the employee tests positive, allow the employee time for explanation and document the conversation for ADA purposes.

• Keep drug test records and medical information separate from the employee’s personnel file. • Train supervisors to enforce the company’s policy consistently. •

Conduct pre-employment testing after a conditional offer of employment. An employer that conducts testing pre-offer could be violating the ADA. Also, once someone is employed, many states offer substantial protections to the employee if he or she tests positive.

Be aware of the drug test notification laws in your state. A number of states have laws requiring employers to inform

employees of a positive drug test result, and even negative results in some states. That’s why it’s always important to consult with an HR expert or legal counsel when establishing drug testing policies.

TRAIN SUPERVISORS Whether you’re training supervisors or educating yourself on how to promote a drug-free workplace, the following is necessary: • Supervisors must know the company’s alcohol and drug-free workplace policy. • The supervisor must be aware of his or her specific responsibilities in implementing the policy. •

The supervisor should be familiar with ways to recognize and deal with employees who have job performance problems that could be related to alcohol and other drugs. The supervisor should be able to recognize impairment if you use reasonable suspicion testing and document the impairment before drug testing.

Also, keep in mind the following principles when training supervisors to confront an employee whose performance problems may be related to drug abuse: •

Stick to the facts as they affect work performance. Do not accuse the employee of alcohol or drug use. Allow the employee to broach the subject of alcohol or drug use. Focus on performance – not alcohol or drug use.

• Do not rely on memory. Have all supporting documents and records available. • Explain company policy concerning performance. • Explain the consequences if performance expectations are not met.

• Offer help in resolving performance problems. • Identify resources, such as an Employee Assistance Program (EAP), for help in addressing personal problems.

EDUCATE EMPLOYEES Employees will be less likely to engage in substance abuse if they know the damage it can cause both personally and professionally. Include your drug policy and practices as part of new employee orientation and review them annually to ensure that employees are aware of the risks of substance abuse. Employee education should involve the impact that alcohol abuse and drug use have on the workplace and factual information about addiction and the major drugs of abuse. It should also include the workplace policy statement, drug-testing practices, and what employees can do if they are faced with an alcohol or drug abuse problem.

in the treatment of alcoholism and drug addiction. Your local National Council on Alcoholism and Drug Dependence is a good resource for information about treatment. You can also support your employees by offering reasonable time off the job if they require treatment for drug addiction and by providing adequate coverage for chemical dependency in your healthcare benefits. If your business has at least 15 employees, you will need to be mindful of the ADA. If you have 50 or more employees, you will be subject to the Family Medical Leave Act. Consult those laws and HR or legal counsel when determining how to deal with employee leave concerning substance abuse.

OFFER EMPLOYEE ASSISTANCE

Drug policy and testing is a complex issue from a personnel and legal perspective. If you articulate your policy and take actions to protect yourself legally – especially by consulting federal, state, and local laws, as well as an HR or legal expert – you’ll be more likely to minimize substance abuse in your workplace and avoid litigation.

An EAP can help employees decide what to do about their alcohol or drug problem or that of one of their family members, and an employee assistance professional can meet with them and help them develop a plan. Some life and disability insurance plans offer an EAP as part of your benefits, so check there first for coverage. You can also contact the Employee Assistance Professionals Association or the Employee Assistance Society of North America for referrals.

If your company doesn’t have an EAP and you have an employee who has tested positive or volunteered that they have a substance abuse problem, encourage the employee to seek help. Do not ask the employee if he or she has a substance abuse problem or suggest that the employee does; allow the employee to volunteer the information. Maintain a list of therapists and treatment facilities that specialize

The PHCC Educational Foundation, a partnership of contractors, manufacturers and wholesalers was founded in 1987 to serve the plumbingheating-cooling industry by preparing contractors and their employees to meet the challenges of a constantly changing marketplace. If you found this article helpful, please consider supporting the Foundation by making a contribution at http://www.phccfoundation.org. Spring 2017 | Maryland PHCC Contractor

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Where to buy Taco in Maryland

Maryland Plumbing-Heating-Cooling Contractors, Inc. 10176 Baltimore National Pike, Suite 205 Ellicott City, MD 21042 (410) 461-5977 (410) 750-2507 fax e-mail: phccmd@aol.com

HELP WANTED! Maryland PHC Education Council are now accepting applications for Instructors to teach in our Plumbing Apprenticeship program. Course information: Classes are held September through April, two evenings a week from 6:00 p.m. - 9:00 p.m. 55 sessions, 165 hours per year. The curriculum covers Related Theory Instruction, Trade Mathematics, and more. Instructors receive all Books needed to teach the course including a CD for Instructors with course highlights, test questions and answers for each chapter in the book. Positions for a 4th year Instructor at the Center of Applied Technology, North in Severn, MD and at the Essex Community College in Baltimore, MD. Qualifications:

To find your nearest Maryland supply house for Taco Comfort Products, call the main numbers listed below or visit the suppliers’ websites. R.E. Michel 410-685-8371 / www.remichel.com Thomas Somerville 310-390-9575 / www.tsomerville.com Northeastern Supply 410-574-0010 / www.northeastern.com Ferguson 410-540-2800 / www.ferguson.com McArdle & Walsh 410-252-8700 / www.mcardlewalsh.com Southern Utilities 301-589-2885 / www.southernutilitiesco.com Winsupply (to include Noland locations) 301-386-7771 / winsupplyinc.com Schumacher & Siler 410-561-2461 / www.schumacherseiler.com

● Master Plumber, Master Inspector of Journey Plumber. ● Four year trade experience is acceptable, yet a minimum of six years is preferred. ● Prior teaching experience preferred, but not required. For additional information and/or applications contact the PHCC office (410) 461-5977 or visit us on line PHCCMD@aol.com. Resumes may be faxed to (410) 750-2507 or via e-mail PHCCMD@aol.com.

Taco Comfort Solutions products are proudly represented in Maryland by N.H. Yates & Co. of Cockeysville.

www.TacoComfort.com [ 22 ]

Maryland PHCC Contractor | Spring 2017

Comfort is more than hardware. It’s about caring, too.

Friendship Taco believes that people come first. We care about you, your career, and the success of your projects. It’s why our people support you in so many different ways for the life of the system.

Helping you work smarter Taco is with you from the start. Our FloPro Designer software is easy to learn and makes short work of system design. Best of all, it’s free.

Training that’s not a sales pitch Knowledge is power. If you need to brush up on your hydronics, our experts offer

factory training all year long. Free online e-learning, videos, and webinars make learning at your own pace fun.

Tap our expertise We’re a phone call or e-mail away. Our tech support people are seasoned problem-solvers and have all the answers. We do what it takes to ensure your success.

Join the family Great comfort solutions, design tools, training, and ongoing support for the life of the system. It’s just the beginning of a beautiful friendship.

Visit us at www.TacoComfort.com There’s a world of comfort solutions, apps, webinars and community at your fingertips.

IIIIIIII Font

taco slant is 202.5˚ off of Myriad Bold

www.tacocomfort.com

MARYLAND PLUMBING-HEATING-COOLING CONTRACTORS INC.

PLUMBING APPRENTICESHIP PROGRAM

OPEN ENROLLMENT & SKIP TEST The Maryland Plumbing-Heating-Cooling Contractors Apprenticeship program is fully accredited and registered with the Maryland Apprenticeship and Training Council, Department of Labor and Industry, registration number MATC 1430. Veterans Benefits. The program is approved for veterans benefits as approved by the Veterans Administration. Classes are held September through May, two evenings a week from 6:00 p.m. - 9:00 p.m., 55 sessions, 165 hours per year. Tuition includes all books and special courses. The curriculum covers Related Theory Instruction, Trade Mathematics, OSHA Construction Safety, General Safety, Adult First Aide, Adult CPR, Blue Print Reading and State Plumbing Code. Special course training; third year apprentices attend 36 hour Journey Gas Fitters Course; fourth year apprentices attend the 32 hour Backflow Certification Course approved by the State of Maryland. Both courses are included in our curriculum.

TRANSFER. We accept transfer students. Students who have attended and completed an Apprenticeship Program registered with the Maryland Apprenticeship & Training Council registered in the State of Maryland may transfer their records and register to attend our program.

TUITION: Tuition includes all books and special courses. SKIP TEST: Apprentices with 2,000 hours of documented experience working in the industry during a time period in which the applicant was registered with the Maryland State Board of Plumbing are eligible for taking a skip test for the first year of the program. A grade of 75% or higher is required in order to skip the first year of the program. If the applicant has 4,000 hours of experience, and passes the first year skip test with a score of 85%, he/she is eligible to take a skip test for the second year which must be passed with a score of 75% or higher. No applicant may skip more than two years. Deadline to register August 1, 2017.

SKIP TEST: August 12, 2017 ~ 10 a.m. MPHCC office Classes are offered at the following locations:

ANNE ARUNDEL COUNTY

BALTIMORE COUNTY

Center of Applied Technology, North 800 Stevenson Road Severn, MD Monday & Wednesday Hours: 6 – 9 p.m.

Essex Community College 7201 Rossville Blvd. Baltimore, MD Tuesday & Thursday Hours: 6 – 9 p.m.

REGISTRATION DEADLINE FOR THE 2016 FALL SEMESTER AUGUST 31 , 2017 For applications and information, contact the Maryland PHCC office at (410) 461-5977.

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Maryland PHCC Contractor | Spring 2017

The premier event for professionals in the plumbing, heating and cooling industry.

Youâ&#x20AC;&#x2122;re Invited! Join us for our

Annual Trade Show & Expo April 6, 2017 Noon - 6:00 p.m. Howard County Fairgrounds 2210 Fairgrounds Rd, West Friendship, MD

Admission and Parking are FREE!

Enjoy

Seminars, Expo & Bull Roast! For more information, visit www.MarylandPHCC.org

SO WE CREATED ONE FOR YOUR HANDHELD. At Charlotte Pipe, we use the latest technology to ensure you get what you need, when you need it. Our newest innovation is our Tech Tools app, featuring a toolbox with an expansion and contraction calculator, a temperature de-rating calculator and more. It’s a nice addition to the online technology we’ve been offering our customers for years. Like real-time inventory updates, order confirmation and shipment notification, and up-to-date scheduling information. We’re giving you the resources you need to get the job done right and on time. That’s been our system of doing things for over a century. And it’s a system that simply can’t be beat.

YOU CAN’T BEAT THE SYSTEM.®

Scan to download your free Tech Tools app.