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Pocono Builders Association745 Main St., Ste. 203 Kitson Bldg., Stroudsburg, PA 18360

POCONO BUILDERS ASSOCIATIONPLUMB LINES

Published 4 times/year745 Main St., Ste. 203 Kitson Bldg.,Stroudsburg, PA 18360Phone – 570-421-9009 FAX – 570-424-6764www.poconobuilders.orge-mail: pocbldrs@ptd.net2011 OFFICERSPresident . . . . . . . . . . . . . . . . . . Robert Buff1st Vice Pres. . . . . . . . . . . . . . . Troy Nauman2nd Vice Pres. . . . . . . . . . . . . . . Chris SchnaitmanSecretary . . . . . . . . . . . . . . . . . . Erik AndersonTreasurer . . . . . . . . . . . . . . . . . . William LewisAssoc. Vice Pres. . . . . . . . . . . . Jim WilsonPast President . . . . . . . . . . . . . . Peter Gallagher

NEWSLETTER ADVERTISING RATES4 Issues a Year

AD SIZE MEMBER RATES (Non-Members – Add 50%) 1 Issue 2 Issues AnnuallyFull Page (8.5" x 11") $ 375.00 $ 750.00 $1,450.00 Black & White includes ad on websiteHalf Page (8" x 5" Horizontal) $ 250.00 $ 500.00 $ 975.00 Black & White includes ad on websiteQuarter Page (3.75" x 5") $ 150.00 $ 300.00 $ 575.00 Black & WhiteEighth Page (3.75" x 2.25") $ 120.00 $ 130.00 $ 450.00 Black & WhiteWebsite Only – Company logo on home page with link to your site $ 600.00 for 1 yr.

PREFERRED AD FILE FORMAT is PDF. All images should be at least 300 dpi. Full color images must be in CMYK format. PDF files must be set for high resolution with all fonts embedded (press setting). Ads must be ready and in the office by the 20th of the month. (Copy or scan to a disk or CD and send to P.B.A., Attn: Nicole or e-mail to pocbldrs@ptd.net. For Website ad, file format

is jpg.SINGLE SHEET INSERTS: $125.00. We must have at least 300 inserts provided to the Pocono Builders Association office by the 10th of the month.

YOUR INVOICE MAY BE PAID when ad is placed. Inserted ads will be placed at the dis-cretion of the Editor. TERMS: Payment upon

receipt of invoice. Payment for single issue must accompany copy. Payment for annual ads may be submitted with ad copy or invoiced at publication. Credit will not be extended to advertisers with a balance over 60 days. Ads may be cancelled by the P.B.A. Space sold "on available" basis. This agreement remains in effect until cancelled by the subscriber in writ-ing to the Pocono Builders Association Office.

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PBA

DIRECTORSDenise Cebular Joe Rutkowski Toni Lynch Gregory GilbertWilliam Sopko Joseph HolbertDavid Yarosh Ed HenningLeslie Howes Deborah StewartDiane Gill Jim Dembinski PENNSYLVANIA BA DIRECTORSJim Wilson Don HannigRobert Brown Peter Gallagher (alternate)NATIONAL ASSOC. OF HOME BUILDERS DIRECTORSJoseph Mackey Erik Anderson John Holahan (alternate) Thomas Coronato (alternate)PENNSYLVANIA BA LIFE DIRECTORSJoseph Mackey John HolahanDIRECTOR EMERITUSCharles Hannig STAFFExecutive Director Nicole Foleno

Layout and On-Demand Printing by Main Street Printing & Copy Center, 408 Main St., Stroudsburg, PA 18360 • 570-424-0800

PRSRT STDUS POSTAGEPAID

PERMIT # 413E. STBG., PA 18301

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Pocono Builders Association Newsletter

WELCOME NEW MEMBERS!Members Do Business With a Member

Fekete Thermal Inspections Szabolcs Fekete303 Garibaldi Ave., Rosetto PA 18013

610-452-9145 www.feketethermalinspections.comEnergy Auditor, Heating Professional

Flaherty Masonry Blake Flaherty567 Angels Rd., Tobyhanna PA 18466

570-894-4372 flahertymasonry@aim.comMasonry Contractor, Fireplaces

Liquid Restaurant Greg Fiore907 Main St., Stroudsburg PA 18360

570-420-0100 www.liquidmartinibar.comRestaurant

Stone Struck Masonry John Lapp1654 Washington Ave., Northampton PA 18067

610-417-3624 johnnylapp@yahoo.comMasonry Contractor

Trimax, Inc. James TrianoHC#1 Box 122A, Swiftwater PA 18370

570-894-4200 www.trimaxinc.netFraming Contractor, Carpentry

THANK YOU RENEWING MEMBERS

FOR YOUR CONTINUED SUPPORT!!!

CALENDAR OF EVENTSApril 2011

Education Committee 04/05/11 9:00AM PBA OfficeFinance Committee 04/05/11 11:00AM PBA OfficePublic Relations Committee 04/06/11 9:00AM PBA OfficeMembership Committee 04/11/11 4:00PM PBA Office Government Affairs Committee 04/13/11 3:00PM PBA OfficeExecutive Committee 04/13/11 3:30PM PBA OfficeBoard of Directors 04/13/11 4:00PM PBA OfficeMembership DInner 04/13/11 5:30PM Liquid (Need to RSVP)

May 2011Education Committee 05/03/11 9:00AM PBA OfficeFinance Committee 05/03/11 11:00AM PBA OfficePublic Relations Committee 05/04/11 9:00AM PBA OfficeMembership Committee 05/09/11 4:00PM PBA Office Government Affairs Committee 05/11/11 3:00PM PBA OfficeExecutive Committee 05/11/11 3:30PM PBA OfficeBoard of Directors 05/11/11 4:00PM PBA OfficeMembership DInner 05/11/11 5:30PM Liquid (Need to RSVP)

PBA Golf League 05/19/11 Every Thurs. until 09/15/11 Glenbrook CCSave these Dates Golf Tournament 06/07/11 12:00PM Look for more info in mail shortly!!! July Networking Event 07/13/11 5:30PM Liquid (Need to RSVP)

August Membership Picnic 08/10/11 5:00PM Barley Creek

MEMBERSHIP CORNERS

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A&B Sunrooms & WindowsABC Supply

Action CoachAdvanced Concrete SystemsAll Granite & Marble Corp.

All Phase Electric SupplyAmeriGas

Apex Fire ProtectionCalifornia Closets

Citizens Savings bank Charles R Francis, Inc.

Colvin ElectricCooke Carpentry

County Concrete Corp.Duane Moyer Well Drilling

Elegant Spaces, Granite Transformations

Engle Hambright & Davies, Inc.Erb’s Landscaping

ESSA Bank & TrustFalcon Crest Homes

First National Bank of Palmerton

Fischer CraftmenThe Floor Source

Frank J Smith, Inc.Garber Excavating

Gleco PaintsH.R. Rice Painting

Harley Fish Jr. CarpentryHarmon Media GroupHollywood Remodeling

JR FlooringKing Karpet & Floors

Kobalt ConstructionLTS Builders

Lombardo & LipeMark of Excellence

The Marvin Window & Door Store

Maser ConsultingMathiesen Contracting

Modern Gas SalesMonroe Marble & Granite

Morris Black Northeast Energy, Inc.

Pocono Pool & SpaPrestige Marble & Granite

RJ GronerR.J. Walker Company

RBLA of PA, Inc.Regan, Levin, Bloss, Brown &

Savchak, P.C.Residential Warranty Co.

S&T CoombeThe Service TeamSherwin- Williams

Smith & Nelson DrywallSpread Eagle Development

Corp.Steele’s Hardware

Target HomesT.M. Builders

Universal Forest ProductsVector Security

Wells Fargo Home MortgageWilson Engineering

For 2011, the portion of your dues that is not deductible as a business expense because a portion of your dues are used for lobbying by NAHB

and PBA is $123.94.

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Residential Fall Protection(Cont'd. from page 6)

For more information about Fall Protection for the Residential Construction Industry, contact the National Association of Home Builders (NAHB) Labor, Safety, & Health Policy Department at 1-800-368-5242, ext. 8507.

Residential Fall Protection related Web Site Resources: National Association of Home Builders (NAHB) www.nahb.org/fallprotection

OSHA Residential Fall Pro-tection www.osha.gov/doc/residential_fall_protection.html NAHB’s BuilderBooks www.builderbooks.com/safety

Since 1995, the Occupational Safety and Health Ad-ministration (OSHA) has required workers engaged in residential construction who are working six (6) feet or more above a lower level to be protected by conventional fall protection (i.e., guardrail systems, safety net systems, or personal fall arrest systems). However, if an employer can demonstrate that conventional fall protection is in-feasible or presents a greater hazard, OSHA allows the use of alternative fall protection measures for particular types of residential construction work. The alternative fall protection measures that will be used to eliminate or reduce the possibility of workers falling must be included in a written, site-specific fall protection plan meeting the requirements of OSHA’s fall protection regulation (29 CFR Part 1926, Subpart M).

What will be required beginning June 16, 2011? On Dec. 16, 2010 OSHA rescinded STD 03-00-001

- STD 3-0.1A - Plain Language Revision of OSHA In-struction STD 3.1, Interim Fall Protection Compliance Guidelines for Residential Construction which had been in place since 1995. This directive allowed employers do-ing specified residential construction activities to comply with the requirements of OSHA’s Subpart M by imple-menting alternative fall protection and work procedures prescribed in the directive, however without a prior show-ing of infeasibility or greater hazard and without a written fall protection plan. OSHA did not intend STD 3.1 to be a permanent policy and it has been replaced by STD 03-11-002 Compliance Guidance for Residential Con-struction, which becomes effective June 16, 2011.

The key changes for those engaged in residential con-struction include:

• Employers will need to follow 29 CFR 1926 Sub-part M Fall Protection Regulations.

• Employers will be required to demonstrate the in-feasibility of the required conventional fall protec-tion systems or that such systems create a greater hazard if using alternative fall protection measures and a fall protection plan.

• The employer has the burden of establishing that it is appropriate to implement a fall protection plan.

• A qualified person (i.e., person with a degree or ex-tensive experience and who has the ability to solve fall protection problems at the jobsite) must develop a site-specific, written fall protection plan when al-ternative fall protection methods are used.

• A single, written fall protection plan can be devel-oped for repetitive use (e.g., for a particular style or model of home), so long as the plan fully addresses all issues related to fall protection at each site.

• The use of alternative fall protection measures is limited to “residential construction”, meaning (1) the end-use of the structure being built is a home (i.e., a dwelling), and (2) the structure being built is constructed using traditional wood frame construc-tion materials and methods (which also includes

cold-formed sheet metal stud framing and masonry brick or block construction).

• Slide guards will no longer be permitted to be used in lieu of conventional fall protection methods dur-ing roofing work (removal, repair, or installation of weatherproofing roofing materials, such as shingles, tile, and tar paper). However, slide guards may be used as part of a written, site-specific fall protec-tion plan that meets the requirements of 29 CFR 1926.502(k) if the employer can demonstrate that the use of conventional fall protection would be in-feasible or create greater hazards.

• When roofing work is performed on low-slope roofs (i.e. 4 in 12 pitch or less), safety monitoring systems can still be used in conjunction with a warning line system to protect workers on the National Associa-tion of Home Builders Residential Construction Fall Protection 2 roof. When such a roof is 50 feet or less in width, a safety monitoring system can be used alone and without a warning line system. Safety monitoring systems must meet the requirements of OSHA 29 CFR 1926.502(h).

The differences between the requirements of the Interim Guidelines and Subpart M are summarized in the table on page 7.

continued on page 7

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On Monday, March 7, H.B. 377 which removes the sprinkler mandate passed through the House of Repre-sentatives with a vote of 154-39. Thank you for all of those involved in our grassroots efforts, both members and coalition partners!

Stay tuned as we now move our attention to the Sen-ate. We will be sending out alerts and messages as soon as information becomes available.

The Latest News on Code Reform/Sprinkler Legislation

Residential Sprinklers 101The 2009 International Residential Code was adopted and went into effect in Pennsylvania January 1, 2010

This code requires that all Townhomes have automatic fire sprinklers installed effective January 1, 2010.

The requirement for the installation of fire sprinklers in one and two family homes went into effect Jan. 1, 2011.

The installation requirements for these systems are found in the 2009 IRC in chapter 29, P-2904, or in NFPA 13-D. The builder may choose which one to comply with.

There are no certification requirements for design or installation under P-2904, although there are design certi-fication requirements under NFPA -13D.

Sprinklers are required in all living areas and base-ments.

Sprinklers are not required in some small closets and bathrooms under 55 square feet, or garages, attics and

crawlspaces (unless they house fuel-fired appliances). Sprinklers are not required in additions to existing

homes unless the home already has sprinklers installed in it. In this case, sprinklers must be extended into the addi-tion.

The rate of flow and pressure required to operate the system will vary in every home by size of home, floor plan, room sizes, number of stories in height, elevation of home in relation to the water source, and the size of the supply line into the home.

Due to these numerous variables, the need for ad-ditional booster pumps, tanks, and supply line upgrades may occur in both homes supplied with municipal water, as well as those on private wells.

An average size home will require approximately 260 gallons of water over a period of 10 minutes ( 26 gpm x 10 minutes). If the municipal water supply, pressure, and ser-vice line can provide the required amount, no additional pump or tank would be required.

Likewise in a private well scenario, if a well-driller will certify the volume or reserve in the well to exceed the required amount needed, and the well pump and line can provide the flow and pressure, no additional booster pump or tank will be needed. (This scenario is not likely to occur in most private wells scenarios).

The only exceptions to these requirements are ...Homes built under design or construction contracts

executed on or before December 31, 2009. (These homes will be built to the 2006 code).

One or two family homes built with a permit that was applied for on or before December 31, 2010.

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Residential Fall Protection

It is often the small things that can make or break a sale, according to Sherry Schwab, CGR, CAPS, 2010 Remodeler of the Year, who stresses getting the details right in the best practices she and her husband have employed to run their company for the more than 34 years they have been in business.

And at the 2011 NAHB International Builders’ Show in January she presented her 10 tips for success. These tips, she said, have helped her family-owned business expand from single service insurance reconstruction in 1979 into today’s multi-fac-eted service company engaged in custom home building, commercial tenant im-provement, insurance renovation, remodeling and handyman work . “This system has been engineered, added to, tweaked and is always changing to meet the needs of our company,” said Schwab. “We have adapted the parts and pieces over the years from insights we’ve received from other remodelers, meetings and magazines.”

The following best practices “can be adapted to fit your business to allow you to build your own process bit by bit until it is perfect for you”:

Make the Best Impression From the First Call. Develop a detailed lead sheet for taking calls from prospective clients. A company principal should take the calls because they are in the best position to make decisions about scheduling for an esti-mate and how to handle the project.

Anyone answering the phone should use the lead sheet and take detailed notes for starting the client file. Use the sheet to develop a conversation and let the infor-mation flow naturally. “The first impression over the phone is crucial and is the key opportunity for making a solid impression and selling the professionalism of the company,” Schwab said.

Start the Job File. After the first phone call, enter the lead sheet into a com-puter file record and start a hard file as well. Both electronic and hard files will help keep you organized and capture the details of each job.

The estimate, contract, correspondence and all documents produced during the course of the job should be added to the file. As part of the file set-up process, check county tax records for the home’s ownership and for the date of construction to com-ply with lien laws, asbestos and lead-based paint regulations. Keep records for at least seven years for when any warranty issues arise, if payment collection becomes a problem or if you need to track and thank large dollar referrals.

Set the First Appointment. The first appointment should be scheduled on the first phone call or by the end of the same day on a return call. Add the appointment to the company calendar and mark it in the new file to be taken to the appointment to collect details — including measurements, photos and other information. “This is the only time the file leaves the office,” Schwab said.

Finish the Proposal. Complete the proposal and the contract within a day after the appointment, unless it is extremely long or complex. The proposed job specifica-tions and pricing should then be sent to the client with a contract and personalized cover letter both by e-mail and by hard copy highlighted for signing.

Clients can then return the signed contract and deposit by mail or drop it off at the office. Do not begin any work until the deposit is received, but you can begin scheduling a job upon e-mail approval of the contract.

Be sure to send a hard copy of the signed contract with a cover letter to the client. Cover letters provide additional opportunities to profile your services and pro-fessionalism, and highlight your attention to detail. Your letterhead, envelopes and invoices should be professionally printed with your company’s logo and branding.

Manage the Calendar. It is important to be careful when scheduling all dates on correspondence, appointments and any work.

After the proposal has been mailed, set a follow-up date approximately a week later to call the prospective customer, answer any questions and close the sale.

The best person to make the call is the salesperson from the original meeting who took the specifications. Presumably, they are the best informed on the project and have established some rapport with the client. Company tracking shows that they are more likely to get a future job with the client because these follow-up calls show personalized attention to detail. If the prospective customer tells you they went with a different company, try to find out why to help improve your sales process.

“Don’t try to pressure sell, but watch for trends. Being forewarned and honest can tell you if you need to make changes,” said Schwab.

Plan the Job Schedule. Once the contract and deposit have been received, the job is scheduled. As mentioned above, don’t start work until the signed contract and deposit payment are received.

“Adhering to policy is a sign of professionalism. If you cannot hold to the standards at this early stage and appear so hungry and desperate for work, don’t be surprised when final payment is delayed,” Schwab advised.

“Also consider that if a client will not give you the deposit in good faith before you start work and while they are in the anticipatory stage, you could be in for a dif-ficult time throughout the project,” she said.

Spend the money and have an attorney prepare a contract customized to your business to best protect you if any problems with payment or disagreements should occur.

Continue Client Contact. Although it may become frustrating and time con-

suming, it’s important for you to keep the client informed about the job and answer any questions they may have. This is how a company sells its service and emphasizes that the client is the priority.

Keeping clients up to date helps them to understand the work progress and what to expect down the line. When a client contacts you, find the answers to their questions and respond as quickly as possible. Even if they seem to have excessive concerns, as a professional you must have the answers and communicate information to them effectively.

Track Costs. Track job costs on both labor time and material to reconcile in-voices and calculate the profit margins. If a job looks more complex than average, request bids from subcontractors to stay on budget.

As the costs come in, make copies of the invoices and enter the data. Ask out-side vendors to bill monthly by a deadline so that payments can be processed on time. Copies of the invoices are important for the file in case of any future warranty work or if the client asks for an explanation of material costs.

The cost data file should be kept separately from the job file, and also include hourly labor costs — which encompass holiday and vacation pay, tool and phone al-lowance, health insurance, and state and federal employment costs.

If you realize a client is only looking at costs when planning a job and you can’t meet the price they want, withdraw politely and say, “Let us know if we can be of service in the future.”

Invoice. Affirming the importance of consistent branding, print professional invoices with your company logo. Use the original proposal from the electronic files, change the heading to invoice, add any change items and print the invoice on let-terhead.

All this information enables the client to easily compare it with the original proposal and costs incurred with any changes.

Send the invoices in branded envelopes by regular mail, which demonstrates your professionalism and grasp of important billing details for the client.

Close the Job Right. Before sending the final bill and closing the project, it is important to complete a full accounting of the costs. Once a final invoice is sent, it cannot be retracted and clients become unhappy with unexpected additional charges. Going through the project one more time and waiting for any lagging invoices from vendors can save your company from having to absorb excess costs.

By adhering to these procedures, HCS Construction has created a detailed sys-tem to help maintain files, build client relationships, manage projects and complete invoicing.

“Although these steps are basic and work well for us, I have found that it takes some oversight to make sure they are consistently followed,” explained Schwab. Developing a routine and double checking the work can keep the system on track and save headaches from missing files down the road. “Our documentation is thorough and it has proven to be invaluable during sales tax audits and court collections.” Above all, Schwab advised developing a system that works for your business and establishing it as a routine. This dedication to your business will save both time and money.

For more information about remodeling resources available from NAHB, e-mail Kelly Mack at NAHB, or call her at 800-368-5242 x8451.

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s2011 PRESIDENTS’ CLUB MEMBERS

The Pocono Builders Association Political Action Committee for Affordable Housing (PBA PACAH) is a group of Builder and Associate Members, that pool in their financial resources to make contributions to state legislators and local officials who are in, or running for public office. The PAC invests in people who understand and support the issues that are important to the members of the Pocono Builders Association.

By contributing to the PAC, you are combining your support with many other people who share your opinion in issues affecting the building industry. There is strength in numbers. When you are heard through the PAC, so are hundreds of other members of the Pocono Builders Association. The importance of the building industry issues is marked by contributions given by a mass of people in the community.

Show your support today and make your contribution of $100 and join the others who became members of the President’s Club!!!

Bob BrownBob Hutchins

Bob BuffChris Schnaitman

Don HannigDoug Atherton

Erik AndersonGreg GilbertJohn Holahan

Joseph MackeyPeter GallagherTheresa Yocum

ATTENTION TO DETAIL, PROFESSIONALISM AMONG BEST PRACTICES FOR A SUCCESSFUL REMODELER